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What builds trust when you don't have a title or position of authority? SUMMARY According to Lt. Col. Joe Bledsoe '11, it's honesty, integrity, humility presence and action. Tune in as he shares practical leadership lessons learned from the Academy, combat aviation and years of mentoring others.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN   COL. BLEDSOE'S TOP 10 LEADERSHIP TAKEAWAYS 1. Leadership starts before the title. People follow your example, ideas, and presence long before you get formal authority. 2. Informal leadership is as real as formal leadership. Class president, wingman, or peer—your influence, credibility, and support role matter even without rank. 3. Be “clay to be molded.” Show eagerness, humility, and effort; people notice fresh attitude and willingness to embrace hard things. 4. You can't lead alone—build a trusted team. Time management and heavy responsibility force you to delegate to people you trust and empower them. 5. Trust has two layers: inherent and earned. Start with inherent trust (shared values, shared background) and deliberately grow earned trust through behavior. 6. Five traits that build credibility fast: Honesty, integrity, humility, presence (actually being there, engaged), and decisive action. 7. Debrief like a fighter pilot: brutally honest, never personal. Separate the person from the performance, do root‑cause analysis, fix errors, and then move on—no re‑litigating. 8. Own your mistakes out loud. Saying “I'm sorry,” “I was wrong,” or “I don't know, but I'll find out” accelerates trust and models humility. 9. Mentors and mentees are non‑negotiable. Continuously seek guidance from those ahead of you and invest in those behind you to sharpen your own thinking. 10. Prioritize relationships and pride in the mission. Treat family and friends well, cultivate the Long Blue Line, and remember you're on the A‑team—act like it.   CHAPTERS 00:00:00 — Opening & Guest Intro Show open, Naviere introduces Lt Col Joe “Paveway” Bledsoe and his career highlights. 00:01:13 — Voluntold to Lead: Becoming Class President Basic cadet training, being “voluntold,” interview gauntlet, and getting elected class president. 00:04:09 — What a Class President Actually Does Informal vs formal leadership, picking the class exemplar (Robin Olds), dining‑ins, spirit missions, and accountability. 00:08:38 — From Future Doctor to Fighter Pilot Arriving at USAFA wanting to be a physician, loving biology and medicine, and the first seeds of doubt. 00:10:03 — Ops Air Force, Powered Flight, and the Pivot Deployed Ops Air Force in CENTCOM, exposure to flying in theater, powered flight, and choosing pilot training over med school. 00:12:22 — Mentors, Family, and Making a Hard Call Mentorship from family, upperclassmen, and permanent party; emotional weight of changing paths and family's reaction. 00:14:08 — Leading Without Rank: Credibility and Trust Informal leadership as a young wingman, lessons from time management and delegation as class president, inherent vs earned trust, and key traits (honesty, integrity, humility, presence, action). 00:22:06 — Fighter Pilot Debriefs & Radical Feedback Culture Brutally honest debriefs, owning mistakes, root‑cause analysis, safety and mission focus, and how that mindset translates beyond the cockpit. 00:27:48 — Leadership at Home: Marriage, Parenting, and ‘Knock It Off' High‑school‑sweetheart marriage, parenting, using accountability and humility with kids, and balancing “fighter pilot” mode with being a husband and dad. 00:30:30 — Future Conflict, Growth, and Pride in the Long Blue Line Risk and future fight, Institute for Future Conflict, exposure to other AFSCs and logistics, daily growth habits (mentors, mentees, reading, writing, running), advice to younger self, and closing message on being proud of USAFA and the A‑team.   ABOUT COL. BLEDSOE BIO Lt. Col. Joseph “Paveway” Bledsoe '11 is a U.S. Air Force Academy graduate and recognized leader whose career has spanned combat operations, advanced airpower development and service to the Long Blue Line. A native of rural Pennsylvania, Bledsoe graduated from the Academy in 2011 with a degree in biology before earning a Master of Public Policy from the University of Maryland.  He is Currently assigned to the Institute for Future Conflict at the U.S. Air Force Academy where he studies the future of airpower, emerging technologies and the challenges of great-power competition. Prior to joining the Institute, he helped lead training and operational planning efforts at the 366th Fighter Wing, contributing to major exercises and the wing's first deployment to the Indo-Pacific region. His work bridges the gap between today's operational realities and tomorrow's strategic challenges. A recipient of the Association & Foundation's Young Alumni Excellence Award, Bledsoe is widely respected for his emphasis on faith, family and service. Throughout his career, he has remained deeply connected to the Academy community through mentorship, alumni leadership and a commitment to developing the next generation of leaders. On this episode of Long Blue Leadership, he shares lessons learned from leading peers, building influence before authority and navigating high-stakes decisions in both the cockpit and the profession of arms.   CONNECT WITH JOE LINKEDIN   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 Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Joe "Paveway" Bledsoe" '11  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership begins long before you've ever been put in charge. It starts when people trust you enough to follow your example, your ideas or your vision. I'm Naviere Walkewicz, Class of '99; Long Blue Leadership starts now. Well, Lt. Col. Joe “Paveway” Bledsoe the Third. Welcome to Long Blue Leadership. Lt. Col. Joe Bledsoe 0:20 Naviere, it's great to see you. Thank you for having me here today. I'm looking forward to the conversation. Col. Naviere Walkewicz 0:24 So, Joe, your career has been exciting so far, and you're still in it. You know, you have been operational leader, obviously an F-15E Strike Eagle pilot. You've been deployed, you have been a researcher, you're a Young Alumni Excellence Award winner for our Association & Foundation, you've been an AOG board director and a fellow for the Institute for Future Conflict. And that, that's just, you know, a short little list, because you're a student heading back into, over to, is it North Carolina, right? Seymour Johnson.   Col. Joe Bledsoe 0:53 That's correct. Seymour Johnson, yep.   Col. Naviere Walkewicz 0:54 In the cockpit, yeah. Col. Joe Bledsoe 0:56 Yeah, we're super excited. Col. Naviere Walkewicz 0:59 Yes. Well, we're going to touch on probably many of those places, but I want to dial it back to something that only one graduate in every class experiences, and for you it happened shortly after Basic Cadet Training. Your class selected you as your class president. How did that come about? Col. Joe Bledsoe 1:14 How did that all go down? That's a great question. So there we were, right after basic training. I was in Cadet Squadron 19 for my freshman year, and I got the opportunity — this is one of those voluntold moments, right — where the upperclassmen and BCT cadre said, “Joe,” or “Cadet Bledsoe, report to H-1 during transition week.” That's when everybody's coming back, and you're like, “Sure, yep, yes, sir, yes, ma'am. Here we go.” So I show up with 40, 50 other fourth-class cadets, and we come to find out it was for us, and we were going to go through who was going to be the class officers. So first off, as I look back on that experience, a lot of respect and no humility being asked to go like represent Squadron 19, right? Like, I didn't volunteer, they just kind of pointed me in that direction, so we show up and got to interview with the upperclassmen, class officers, and there's funny interview questions, real serious interview questions. You know, I was just honest, right? Like, I'm here. This is what I think about what being a leader looks like, and how I could help serve the class, not thinking I would ever be selected, right? And as the night is going on, and ACQ is right around the corner, they kind of whittle it down to four or five of us, and we get up in front of the rest of the cadets and classmates that were there, and it was an open forum, like you know, back in Rome times, like you're standing in the gauntlet, Yeah, like it was like Roman voting, right? And asked a bunch of questions, and I remember standing up there with, you know, preppies, prior enlisted, and then me, just like straight off the street, and there's a couple other of us up there, and just answer the questions honestly, and at the end of that, there was a vote, and you know, they read the results, and I was like, "Holy smokes, I'm class president. How did this, how did this happen,” right? And I think there's a lot that — it was daunting at first, right? And then also, like, “This is awesome, I don't know what I'm getting into,” right? I just found out about it. I remember walking back on the Tizo. This was the first time I can say this now, because you know, grad, and I didn't run the strips because the upperclassmen and class officers walked me back, and I distinctly remember to — back to my squadron to — Jordan Kraft and Forrest Underwood walked back and were given some mentorship to me, like here's how to succeed, here's things we would recommend, and it was just an awesome opportunity to like kind of learn what pure leadership looks like, what it means to be in this not org chart that is unique to the Academy, and that's where the, that's where the adventure started for class president. I'm still, I haven't been fired yet, and I still proudly serve the Class of 2011 — Robin Olds' class — as their class president, and it's one of the best jobs that I have the privilege of doing. Col. Naviere Walkewicz 4:10 My goodness. I mean, just to unpack that a little bit, obviously, in basic cadet training, you did enough to impress your cadre, I'm sure that there was probably some sort of cadre selection to bring however many of them forth first. Would you say that you would you agree with that, or is that — am I way off? Col. Joe Bledsoe 4:28 Yeah, I would say —I think when I look back my time at basic training, like I wanted to come to the Academy since I was in your school, right? So, like, I thrived — I'm not saying it was easy by any means, right? We all know that, but I thrived in like this new adventure, right? And I took everything, I embraced everything. I think that may have been something they saw, right? Like I was clay to be molded, right? And I had some prior opportunities in basic to show that to my BCT cadre, and they picked up on it. It wasn't that I was trying, but I think looking back on that experience, there was moments of like my freshness, my eagerness, my like pride in that I made it to basic training, that I wanted to just try as hard as I could, and I think some of that probably shown through, and ultimately may have been why I was selected to go try that interview process, right? Col. Naviere Walkewicz 5:20 So that interview process, at the end of the day, you were elected by your peers, and you know it — to your point — you said in that unusual, the not normal org chart, right, the one that doesn't exist, but yet you have leadership of your class. What did that look like? How did that translate? Because not many of us are class president, I'm certainly not my class president, and so I'm not sure what that leadership role looks like. Can you share a little bit more about some examples? Col. Joe Bledsoe 5:46 Yeah, I think that that leadership role was very different each year, right? As a freshman and a sophomore, as a four-degree and a three-degree, before any official academy leadership position starts to present themselves, that they do for two-degrees and firsties, it was a lot of helping the class stay as a collective whole, right? So one of the first big things as freshmen was selecting our class exemplar, right? And running like — how do, who do we select? How do we come together and figure that process out? How do we then, once we have a name, once we selected Robin Olds, how do we have a formal dining in? Things that I had never even heard of, right? As well as on the other side, the shenanigans, right? So, the spirit missions, right? There was many times I've had to go to the commandant's office and say, I don't know where the class crest is, like, out of pure honesty, right? But, like, that is, that was like a way, as an underclassman, that we kind of got that informal leadership, but also you're the leader by default here, so we're gonna, we're gonna make you accountable for your class. So I got to see both sides, that transitioning a little bit more to two-degree and first a year was now taking a little bit step back in writing in the informal leadership position, so I looked as myself as like a supporting agent, supporting member to our cadet leadership, and I always presented that like, “Hey, if you need our class to do something, I will do that, but if militarily you own that, like, I'm not ever going to step on your toes or push back,” right? The other thing we got, I was able to do is also help provide, like, morale inputs, right? Like you kind of had the pulse of morale, I think, more as the class president sometimes than in the official leadership, so could help provide some inputs along those ways, and there are some, say more shenanigans or morale events that we get to help put forth and present those to the cadet leadership for official approval later on as we firsties. Col. Naviere Walkewicz 8:04 Gosh, well, that was, I mean, it's really insightful for us to understand some of the roles that a class president and class cabinet plays, and so understanding that it's — I like how you put it as a supporting agent to the formal leadership. And we're gonna touch on this a lot more, because I think there's going to be times when you'll share how you build that trust and credibility throughout, both when you're a cadet and as an officer. But before we jump there, I happen to find out, Joe, that you weren't coming to the Air Force Academy to become a fighter pilot, but to become a physician. Can we talk about that for a moment? Col. Joe Bledsoe 8:37 Absolutely, that's absolutely a — I came to the Air Force Academy, wanted to be a doctor. I knew I wanted to be a biology major. I declared, I think, the first day I could declare and went through the gauntlet of getting ready for med school applications, and I loved every second of it. It was awesome. Even my fellow classmates would say he was a huge nerd and studying all the time, because that was my goal, right? I came into the Academy, and I wanted to be a doctor, and I knew the gauntlet that is, that that is required to do such a thing. And I still love medicine, right? I still love — I think medicine is fascinating. Every time my probably get there someday, or in the conversation, but anytime my kids have to go to the ER, like I'm like, “Can I scrub in,” right? All that kind of stuff. Yeah, put me in. I love medicine, and it wasn't till the summer between my two-degree and firstie year did I have that midlife crisis at the age of 21 and then firstie year is when that crisis kind of came to a head, and new doors opened, and here we are today, right? So that, yes, you're absolutely right. Always wanted to be a doctor. I was still fascinated by medicine, but now I'm just a pilot. So, there we go. Col. Naviere Walkewicz 9:57 So, can we, can you expand a bit more on it? So, was it a decision you wanted to make or a decision you had to make? Col. Joe Bledsoe 10:03 Yeah, yeah, that's great. It was a decision I had to make, ultimately, myself. Right? No one, no one said, “Joe, you can't be a doctor.” So, the summer — there's two key things that really happened that helped influence that decision. The first one was the summer between two-degree in firstie year, I had the opportunity to deploy to the Middle East, and we've heard of Ops Air Force. You know Ops Air Force. Well, at that time we had a deployed Ops Air Force, so they sent cadets overseas to deployed locations to see what was, you know, to get the full experience in a deployed location. Col. Naviere Walkewicz 10:40 Wow. Col. Joe Bledsoe 10:40 So I had the opportunity to do that. Spent the summer in CENTCOM and kind of opened my eyes to… Col. Naviere Walkewicz 10:47 Oh, Central Command. Col. Joe Bledsoe 10:47 Yeah, sorry, Central Command, and got to experience — I got attached to a C-130 unit, right, and I got to see what flying looked like in a deployed environment, and I kind of opened my eyes, where I've been hyper focused on medicine, right? Like, you know, so focused on this is what it takes to be a doctor. I kind of like put my blinders on to what the rest of the Air Force did, right? So I was like, “This is pretty, this is, these guys and gals are doing awesome stuff, like this is this is the pointy end of what was going on.” And that planted a seed, that planted a seed. So it came back, firstie year was doing the med school applications, going through, I had some free time in my academic calendar, and I got to go down to the airfield and do the powered flight program. So, I got to see flying over the summer, and then I was blessed enough to have the opportunity to go fly an airplane, and I was like, “OK, the seed was planted, let's see if I get air sick, like, let's see if there's anything else here that might make me not want to do this.” And I loved it. Right, I fell in love with flying down at the airfield. I came back, and I was like, I'm gonna pause the med school applications and put my name in the hat for pilot training, and the rest was history, right? So, doors open, doors close, right? But that was my story, and I loved getting to talk to cadets about that, because so many can be — so many times we see some that are hyper focused, and like there's always other options out there, and it's OK to have a crisis we can talk you through. Col. Naviere Walkewicz 12:23 I think that's a fantastic lesson that you actually learned early, because you know it's interesting — had you not been sent to Ops Air Force at a deployed location, you might not have taken Alex flight, and so you know when you think about leadership opportunities and lessons, this is one of those moments where it actually steered you in a new direction. So, as we think about that, I'm curious, how your family responded to that, because, you know, you had come to the Air Force Academy to be a doctor. Were they happy for you? Were they surprised, a little nervous? Col. Joe Bledsoe 12:57 Yeah, there was a ton of mentorship there, right? Not just from my family, but from upperclassmen peers, permanent party, like, “What are you doing? Like, you came here telling us this was your goal. Where did this new goal come from?” So, there was a lot of time talking that through, and I needed that myself. It wasn't, as you know, in any decision, like, it wasn't a snap decision. So, a lot of time walking through that decision process and leaning on mentors and kind of asking the questions, like I knew what four years of med school, and then residency, but I knew what that like, what does pilot training look like? How long does that take, right? So, a lot of questions to help answer, or to find answers through, and ultimately, my family was super supportive, super supportive, and they still joke, like, “Hey, how come you're not doctor.” Well, because I fly F-15s now, right? But all supportive all throughout the process, right? And that's where you lean on others, right? Lean on others, because it very much felt like a crisis, like I still have scar tissue over it. But looking back on it, it wasn't just me making — I ultimately made the decision, but they helped me through it. Col. Naviere Walkewicz 14:08 That's fantastic. You know, I think about you as an officer, as a fighter pilot, and obviously there's a lot of steps you took to get there on the road was certainly not easy. Often, though, I think that there can be some misconceptions, or maybe this is accurate, that earlier in your pilot life or your aviator life, there's probably not a lot of leadership lessons where you're leading others. Maybe, maybe that's a misperception, and we'd love to talk about that. You know, how do you find the leadership opportunities then when you are, you know, you're party of one, right? You don't necessarily have any direct reports. What does leadership look like there? Col. Joe Bledsoe 14:43 Yeah, can we take that back to like some lessons I learned at the Academy?   Col. Naviere Walkewicz 14:46 Oh, absolutely.   Col. Joe Bledsoe 14:47 Right, I think, I think that's where I've leaned most heavily in, like, not in there's this difference between formal leadership and informal, positional versus informal, and I was blessed enough at a pretty young age to learn the plus — the how to succeed and how to fail in informal leadership. I've tried to carry that throughout my career. So when you say like the younger days of being a wingman in the F-15 community, it's a lot about credibility. It's a lot about that peer leadership. How do you build the credibility? How do you build the trust to be someone that others look up to in that informal system, right, in that informal system. When they look down their phone, like, “Who do I call? Who do I have to call? Who do I want to call?” Right? and I think that's where you have to balance some of that stuff, and I spent time thinking about that, and trying to lean on lessons that I learned from the Academy, and while formal leadership positions were never handed to me, that doesn't mean you're not a leader, right? Like, you can't beat it, doesn't mean you don't just get to sit back and not lead. Col. Naviere Walkewicz 16:02 Can you share an example of a time when you learned that about yourself, or what that looked like?   Col. Joe Bledsoe 16:09 In the flying world? Col. Naviere Walkewicz 16:11 Or as a cadet?   Col. Joe Bledsoe 16:12 Yeah, as a cadet, I think the biggest one was — I'll take it back to, like, freshman, sophomore year, where I learned one of the key pillars that I'm convinced the Air Force Academy teaches all us grads about is time management, right? And I thought I was pretty good at time management, and then when you're now the president of 1,000 other cadets, your inbox fills up very quickly, right? Or you're like, “I thought I was good at time management.” And I learned very quickly that you can't do it alone, right? You can't do it alone, and I had to learn to surround myself with people that I trusted and that I could delegate or hand tasks off to, and just say, “I need this accomplished,” and I did that to my friends that I knew would get the mission done, right? And I had to have that level of trust, and I think that is translated throughout my career, where I inherently trust people with a project, right? I think there's two versions of trust, inherent trust and earned trust. When I look at the graduate network, whether that's the Air Force Academy, Navy, West Point, and I see a class ring, I'm like, “I inherently trust you,” and I can, I believe, or I see some other veterans have on — like, “I inherently trust you,” and then in other cases where I've had to learn and work with people, it's now, “I'm earning your trust, and I hope you're earning mine as well,” and that is this unique balance of I inherently trust you, I learned that at the Academy. Now let's build on that as a foundation and get this earned trust to as high as we can. Col. Naviere Walkewicz 17:54 What does some of that earned trust or becoming more credible look like when young leaders don't have the benefit of time? Right, so I, the more time I work with you, the more I learn about you. You build that credibility, etc. How does one accomplish that, maybe either shorten the gap or do that a little quicker or impactfully earlier? Col. Joe Bledsoe 18:18 Yeah, time is always — like we always need more time, right? How often do you say, like, “I only have 24 hours, but I need more time,” right? So, if we're always fighting time, like, and everybody's fighting time, then, like, that's a constant. So, let's not worry about time. So, I look at it as, like, what traits do people bring to the table, or what traits can we can we sharpen? Honesty, right? Honesty is huge. You have to be honest, and that's a pillar of trust. Integrity, right? Integrity first and showing people that you display integrity is really important. Humility, I think, is also really important. Humility is really important. I was listening to a podcast the other day, and it really struck home to me, a sense of humility is — if a leader is able to say three things, they're gonna — I know I could, I can build that trust, no matter what that time gap is. “I'm sorry,” “I was wrong,” or one of the seven basic responses: “I don't know, but I'll find out,” right? I think that's really important with humility. The other one is presence, not with a T, like we're not giving presents, but presence. Being present is really important character trait in my mind, and the fifth one that I try to reflect on a lot is action. Right? I think defaulting to not doing something is not what we want. That doesn't help build trust. Taking action with what knowledge you have and making a decision is really important, and I think those are the traits that help build that credibility, help build that trust in that time gap, whatever that looks like. If you can hit those, the five that I try to hit home. If you can do that, hopefully you're building that relationship that is going to foster — have great fruition out of it. Col. Naviere Walkewicz 20:06 That's outstanding, and that's really helpful, I think. I love how you took out the constant of time being an excuse, right? Like, we don't always have the benefit of time, whether it's time and getting more experience or just time in general, I think those are outstanding examples of how you can build credibility. So, thank you for sharing that. You know, one of the things that I also would love to kind of dig into a little bit of your experiences, Joe — because they've been really vast, right? So, I don't believe that everyone has the same kind of path. How have you grown as a leader in these different experiences that really, again, aren't positional leadership roles? I'm just curious, how your growth has been in that space. Col. Joe Bledsoe 20:47 Think a lot of it's been through failure. I think a lot of it's been through failure. These might not be huge, like we lost a million dollars, or like, not through those kind of failures, but relationship failures, or conversation failure at the micro level, and how I've tried to handle that is surround myself with people that will tell me that the emperor — I'm gonna go back to the, I'm gonna go back to the old fairy tale, or fable, right? If you surround yourself with people that are able to come up to you, and you trust them, and you trust their feedback, that is something I've tried, that was Cadet Bledsoe, advice given to me is Cadet Bledsoe. Surround yourself with people that you will listen to and take their feedback honestly. And sometimes that means if I don't have that person in the room and I know I fumbled a conversation or I made a poor decision, it's going to that individual and saying, “I messed up, I'm sorry, I was wrong,” or “I don't know,” right. And that's how I try to use that to present humility, I think, and that's important, because we're all fallible, we all make mistakes, and if I can't admit that, then, like, we're off to the wrong foot right away. Col. Naviere Walkewicz 22:06 Do you think some of that that skill that you've developed over time has been something that you've learned in, and forgive me, I don't know if it's a fighter pilot community, specifically, or you know, I think about when you do your sorties and you have some sort of debrief, right? I feel what I've heard, I've not actually sat in one, but they're very real. Like, there's no, it's not about making you feel good about it, like it's about the safety and the mission, and so I'm curious, if that skill of humility, and you know, calling a spade a spade, and calling it I'm wrong and I'm wrong, did that come from some of that experience, and maybe you can talk through what that's like, because not everyone, I think, practices at that level of transparency. Col. Joe Bledsoe 22:46 Yeah, the fighter pilot debrief. I learned some of the importance of that through mentorship as a cadet, and then that was sharpened as a fighter pilot. And I learned the importance of that through the form, my formal job, right, the mission, the lives at stake, aircraft, that kind of stuff. And I think I've tried, I've only honed that skill through Air Force training, right? The Air Force has trained me to think like that, and I've tried to translate that into my personal life and leadership positions, because I think there's tons of value to that. There is tons of value in being willing to find a mistake, own up to that mistake with the knowledge and hope that it doesn't happen again, right? And if that is like, if you, if that's your north star, we don't do this again, like, why wouldn't you want to be on that team? Why wouldn't, why don't you want to be? That's how we get better, right? And I think that seed again was planted as a cadet. Like, let's, I tell cadets all the time, like, you're joining the A-team, so put in A effort, right? Like, if you're going to join the A-team, I don't want B-players, and this is what we got to get, like, let's go, right? It's a motivating factor in my mind. Col. Naviere Walkewicz 24:08 What are some of the ways to approach that in a leadership conversation for someone who would be interested in taking on some of those, those learned lessons? Col. Joe Bledsoe 24:18 Yeah, I think the first thing is transparency and honesty right up front. Like this, Naviere, if we were flying together, right and you were my instructor, your job is not to degrade me as a human, but to prove to me that I made a mistake with the ultimate goal of making me better, right? Your job is to always, like — and the relationship you and I have as an instructor and a student is my — I'm gonna sit here in the debrief and go, and Naviere is here to make me better, right? Like, that's your, that's your job, right? Right. So, once you start that as the foundation, like, it can only get better if I know your job is to make me better, and your job is I'm supposed to make this guy better, right. And often we can, when feedback is provided, you're like, this could be a personal attack, or, like, that's all left out, that's all left outside the debrief room, right? Like, we're here to make everybody better, and I think that's where it starts: with that transparency and honesty up front of the expectation. Col. Naviere Walkewicz 25:15 So you'll actually say that. You would actually… Col. Joe Bledsoe 25:17 No, I think that's just a common, that's a common theme, right? That's the expectation in the community. And not just in the fighter community. I think it's throughout the Air Force, right? I think that's what makes us really, really unique. Col. Naviere Walkewicz 25:32 Because feedback is something that we, we do — although maybe some can do it better than others — I think that's a really fantastic way — before you're giving someone feedback, you're really clear on this is what we're hoping to accomplish by having this time together. And so, I think what you just said can make feedback so much more impactful, because it's not about the person, it's about what are we trying to accomplish and helping you, I guess. It is about you, but ultimately helping you. Col. Joe Bledsoe 25:59 Absolutely, right? Like the where every debrief starts is we had a mission objective and we had tactical objectives. Did we do them? If we didn't, let's figure out why, right? So translating to the business world or private sector, it's a root cause analysis, right? It's a root cause analysis, and we will get down to the nitty gritty of like, what type of error — did you make a decision error? Did you perceive the environment wrong? Did your actions cause the error, right? And we get down to that level, so that when the student, student Paveway walks away, Naviere, knows, Naviere, you gave me the exact, like, you decided wrong, because X, Y and Z; don't do that again. Col. Naviere Walkewicz 26:43 Right. Col. Joe Bledsoe 26:44 Here's your fix. You know, that debrief can take hours, and that's the beauty of it, right? “We're gonna sit there, and we're not gonna let anything not be uncovered, because we're gonna go do this again tomorrow, and we can't make the same mistake tomorrow,” right? “We can't make the same mistake.” Col. Naviere Walkewicz 27:01 No, that's, that's fantastic. I mean, to have it that clear, and to know it, like, OK, we're not gonna, we don't stay in that space. We've addressed it, we know we've identified a fix, and we move forward. Is that what you said? Col. Joe Bledsoe 27:12 Absolutely. Col. Naviere Walkewicz 27:13 There's no like, continue to revisit, like… Col. Joe Bledsoe 27:15 Yep, that's the point, right? Like, “I've learned something, I know, I've acknowledged my mistake. Let's move on. This wasn't personal, this was you making me better.” Iron sharpens iron, right? So, here we go, and then move on. And now that translates, as you asked kind of a couple minutes ago, right, that can translate to so many things in your life, right? And I try to do that sometimes, like my wife will tell me, I go too fighter pilot, but there's versions of that that translate as we are not in a fight or pilot debrief. Col. Naviere Walkewicz 27:50 You literally got in my head because I was gonna say, now I want to put you on the spot, because Joe, you are married to your high school sweetheart, you make a 2% club, right? Like, you actually started the Academy with a sweetheart and ended with the same sweetheart. And now you have three amazing, beautiful children. How do you translate that to, you know, feedback to your family or your personal life? And I love how your wife said too fighter pilot, but how about to your kids? Col. Joe Bledsoe 28:15 Yeah, married my high school sweetheart, Alicia. We started dating our sophomore year, and we've been together ever since. So she is not a grad, but she has a lot of Air Force in her blood, so that's great, and the kids, I would say there's a couple things when it comes to taking some things I've learned or been trained in the Air Force, translating on the home front. The first one goes to accountability, right? I think accountability is really important because in an aircraft, you have to be accountable for your actions, and I think that translates to being a parent, as well as trying to teach the kids some humility. Right, where to be humble, when to own up to your mistakes, and sometimes that works in the fighter pilot way, sometimes it doesn't, and I think that's leadership, right? You can have leadership skills and be consistent in some, in some ways, but other times adaptability is really important, especially with the kids, and each one of my kids is very unique, and we have to cater to each one of them and their unique skills. I will say about my wife, I love her with all my heart, but she knows the words “knock it off” as well, right, because that's a sacred word, not just in the military, but on our, in our homefront, and that usually means stop being a full fighter pilot, like go back to being Dad, right? So she knows, she knows the words and how to make that all go down. Col. Naviere Walkewicz 29:47 I love that it's another language, right? You have your, your fighter pilot language, and you have a home front language. I love that. Thank you for sharing that. You know, I'd like to switch gears a little bit to your time operationally, and maybe this translates into now your work at the Institute, or your most recent work at the Institute for Future Conflict and preparing cadets for the future fight. I'm curious, how all of these skills that you've learned, and these leadership traits that you've continued to develop in yourself, have translated in moments of, you know, like, real conflict, real distress, like when the stakes are high, and how you prepare cadets to think that way, even though maybe they've not experienced that. I'm just curious, what that looks like. Col. Joe Bledsoe 30:31 Yeah, it is hard to translate — like cadets love war stories, right? Like, “So there I was…” but it's hard to translate some of, like, the putting, having the cadets put themselves in the shoes of someone that has 15 years of flying under their belt, right? Like, that's hard for them to grasp, and I understand that, and that's not what I'm asking of them to do, but there are certain skills that I think are really important, and that I've got to experience and talk to cadets and research and spend time thinking about at the Institute for Future Conflict at the IFC. One is risk, right? How do we, how do we think about risk, right? Are we risk prone? We risk adverse? How do we think about risk, not just in this moment, but how does our decision today affect five days from now, a month, right? And, as you remember, because I know it happened to you as a cadet, like you're just in the, like, “What's my next problem,” right? What's my next — OK, how does, like, fixing this problem affect next week? Right. And I think that's what I've got had the opportunity to think a lot about the IFC, as well as try one thing I've learned being back here at the Academy was my experience as a cadet is not the same experience as the cadets now. And what do I mean by that is when I graduated, GWOT, Global War on Terror was the thing we knew what we were getting into. I very much knew flying, going to the Middle East. Now the cadets looked to me and other permanent party, and like, what's our fight going to look like? And right, the question mark is, I don't know, but let me tell you, think about this, and I could be wrong, and I think that is where I've had a lot of time to think about future conflict and what's problems, maybe not nations or adversaries, but like big meta level things they'll have to think about, information access, information sharing, trust, right? How do you, how do you help develop some of these skills in the cadets? And that's where I've spent a lot of time the last two years trying to think and spend, spend some brain bytes, like what does air power look like in this unknown environment? Col. Naviere Walkewicz 32:52 And as you're about to step back into it, I'm thoughtful of that, and so now you're taking what you've helped cadets start to hone in and think about. How are you different now as a leader going back into the cockpit than you were when you came to the Academy? Col. Joe Bledsoe 33:09 Yeah, let me get back to the cockpit, and everyone can tell me what, how I'm different. We'll use that as the test. But here's one thing I think — I've reflected on this recently, going back to the Strike Eagle community. One has been my exposure here in Colorado Springs and at the Air Force Academy, meaning I've learned a lot about what others do that I wasn't — I knew other jobs existed, I knew other AFSCs did things, but not being in a flying day-to-day ops tempo, I've had the opportunity to sit down and, like, “What do you say you do?” “Oh, that has some effects here, here, and here,” and I use a specific vignette would be, I've got to spend a lot of time in the management department and helped teach in the global logistics minor, and like, I knew there was logisticians in the Air Force, and like, that's yeah, right? That's how stuff got here, but like, understanding the importance of, like, that's how my bombs got here, this is how the b…, right, like, truly understanding their frustrations, I think will make me get less frustrated in my day to day, right, and I think that has been one thing that the Academy has given back to me the second time I've been here, is a little bit more exposure to the Air Force, as well as the Space Force, being here in Colorado Springs, like seeing what each team member, like each cog in the machine brings to the fight, right? And I think that's been a blessing here. Col. Naviere Walkewicz 34:42 So those that you will begin to get back working with — your men and women in your community — they won't have had that exposure, and so I'm now going back to our where we started with the sense of informal leadership. How do you help others gain that experience and thought, and maybe thought process informally, since they haven't really been exposed to that? How would you help them navigate it? Col. Joe Bledsoe 35:09 Naviere, I think the best way to do stuff like that is, like, you raised your hand when you said logistics officers, like Naviere, we're doing a podcast with my next squadron, you're coming to talk, right? Col. Naviere Walkewicz 35:19 Right, it's like that was like a long time ago, we need someone more recent. Col. Joe Bledsoe 35:24 But, OK, Naviere, it's not you, but you know people, that's how stuff gets done, right, that's how stuff gets done. And while I by no means want to stand up in front of everybody and say I'm the expert on logistics, but I, I'm not that person, but I trust Naviere, Naviere's contact here, and that's how, like, you create this network of knowledge and this network of trust and credibility. And to my, to the fighter pilots that I'll be flying with, it's somewhat like throwing mud at the wall sometimes, like we're gonna keep throwing mud and see what sticks, but at least they know it's there, right? Like, we're gonna, your job is still to go kill things and blow things up, but at the same time, you know there's this other network out there that you can lean into. But let me be a conduit to make that happen. Col. Naviere Walkewicz 36:15 That is awesome. That's fantastic. So I want to go into this period now, where we talk about you and your continued growth as a leader. What is something, Joe, that you're doing every day to be a better leader? Col. Joe Bledsoe 36:30 I have mentors, and I've tried to find mentees. I think that is where growth can happen, leaning on others for mentorship and mentees to try to talk through some things you've thought through and give experience and exposure to others, right? And that's that network we were just talking about, right? Other things I think are really important is reading and writing. Read a lot, write a lot, nobody writes good anymore, right? Thanks, ChatGPT. But being able to communicate in the written form is really important. So, writing and reading. And the other thing, too, is as a leader, just find an outlet, find something, find a hobby, find something that's fun to do, right. So, I got into running here at the Academy, because we're at high elevation, and I'm, why not, right? But find something that, like, rounds you out, right? It's fine, find an outlet that helps give you some relief from all the stresses that can happen in leadership. That's where I would say I spend a lot of time, or what I think about trying to sharpen my skills. Col. Naviere Walkewicz 37:34 Daily. So, what are you reading right now? Col. Joe Bledsoe 37:37 Oh, that's a great question. I have a couple books that are on the table. Mask of Command is one that I'm reading as I get ready to go back and potentially be in a leadership role. There's a couple other books that come to mind. I'm reading a baseball coaching book, because I coach my baseball, it's a basketball book by Coach K from Duke, as I go back to North Carolina, but it's a book, how to coach kids, right, Leadership on the Court, and it's fun to just think about training and coaching kids and how to keep them inspired. Col. Naviere Walkewicz 38:18 Oh, that's awesome. So, speaking of kids, if you were to go back in time, and talk to younger Joe Bledsoe, the third, what advice would you give him? Col. Joe Bledsoe 38:30 Yeah, if I had to go back, I would say it's worth it. Every second, work hard at the Academy, right? The doors that it opens, that's where my mind went when you asked the question, like, younger me at the Academy. Be good to Alicia, my wife, right? Be good, because she's going to be with you for a long time. So be good to her, as well as foster your, foster your friendships. They're going to mean a lot to you in the future, right? The relationships you build on that hill are going to come back in ways you have no idea years to come. So take time and prioritize the people that you meet. Col. Naviere Walkewicz 39:10 Those are really great reflections. Joe, is there anything that we haven't covered in our conversation that you would love to share with our Long Blue Leadership listeners and viewers? Col. Joe Bledsoe 39:24 Absolutely, be proud of this institution. I'm proud of it. I know you are too, Naviere. Proud of this Academy. Be proud of the cadets, be proud of the permanent party that work here. There's an A-team out there, and this is this is where it starts, right? And it's not just if you're serving in blue or in the Space Force, right? If you're out there doing awesome things for our country on the private, in the private sector, thank you. Keep doing what you're doing. There's no shade of blue in the Long Blue Line, that's my, my phrase for that one. There's no shade of blue. Serve your country, be proud. And that's — just be proud to be an Academy grad. Col. Naviere Walkewicz 40:07 That's fantastic. So, you know, in our time together, I have loved this, this, this leadership conversation, because we really span an area that I don't think a lot of people talk about, and it's, how do you demonstrate leadership in an informal way, you know, without titles and without necessarily key positions or in the hierarchical structure, and so some of the things that really stood with me, Joe, that you've covered, have been being credible, being present, and humble. I really like that, and you didn't say this in these words, but what I took from that was, you know, being honest and truthful is almost one of the most kind ways you can be right, because you're actually helping someone be better, and that really stuck with me, you know. I don't, we have an A-team, we don't need B-players, that I think you exactly said that, so definitely stuck with me. But watching the way that you have led, not with your class, not just the cadets, and, you know, certainly not the squadron that you will have here shortly as a director of operations, but I think you've continued to just be who you've always been, which is someone who leads with integrity through those pillars and certainly by example. So this has been an incredible conversation, and for anyone that is watching us and listening to this, for others that are in their leadership journeys, this is another one you're going to want to share, because it's not just about, you know, Lt. Col. Bledsoe's journey right now, it's been all of these moments and experiences and memories and they really do connect with anyone on a leadership journey. So, be sure to join in on longblueleadership.org or wherever you get your podcasts, not just to see this one, but all of our other conversations. So, Joe, thank you so much for joining us today. Col. Joe Bledsoe 41:46 Thank you Naviere. Go Air Force! Col. Naviere Walkewicz 41:48 Go Air Force!   Col. Joe Bledsoe 41:49 There we go. Col. Naviere Walkewicz 41:50 Absolutely, until next time, we'll see you on Long Blue Leadership. KEYWORDS informal leadership, peer leadership, Air Force Academy leadership, USAFA class president, fighter pilot debrief culture, building trust and credibility, leadership humility, future conflict and airpower, Long Blue Leadership podcast, military leadership lessons.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation          

H55 is a Swiss company pioneering electric propulsion systems for aircraft, from energy storage to battery management. Founded in 2017, they operate across Switzerland, Canada, and France. With roots in the groundbreaking Solar Impulse project, H55's technology promises to help to decarbonize air transport. H55's vision is for a cleaner, quieter, more efficient aviation industry.We head inside H55's headquarters in Sion, Switzerland with co-founder Gregory Blatt. He tells us more about their B23 aircraft, a two-seater training aircraft powered by electric propulsion. Gregory also explains how PTC's Codebeamer software allows H55 to ensure compliance and scalability. Find out more about H55 here. Find out more about Codebeamer here.Your host is Paul Haimes from industrial software company PTC. Episodes are released bi-weekly. Follow us on LinkedIn and X for updates.This is an 18Sixty production for PTC. Executive producer is Jacqui Cook. Location recording by Giles Pitts. Sound design and editing by Clarissa Maycock. Music by Rowan Bishop.

In this episode, we talk to Karine Guenan, Vice President of ZEROe ecosystem at Airbus, who shares insights into Airbus's ambitious plans to bring hydrogen-powered commercial aircraft to market by 2035 and the unprecedented ecosystem development required to make this vision a reality.Guenan discusses:The technical challenges of developing hydrogen-powered aircraft, including the need for cryogenic storage at -253° C and specially designed insulated tanks, contrasting with traditional jet fuel storage in aircraft wings.Airbus's exploration of two potential technological platforms - fuel cell propulsion and direct hydrogen combustion - aimed at serving the 100-200 seat market with ranges of 1,000-2,000 nautical miles.The extensive ecosystem partnerships being built worldwide, including collaborations with airports (like Gatwick), energy suppliers (like Air Products), airlines (like easyJet), and lessors (like Avalon) to create the infrastructure needed for hydrogen-powered aviation.The advantages of hydrogen as a zero-emission fuel source when produced from renewable energy, including its potential to reduce both CO2 and non-CO2 emissions.The safety considerations around hydrogen aviation, emphasising that hydrogen is non-toxic and actually dissipates more quickly than conventional fuels in case of leakage.Throughout the conversation, Guenan emphasises that while the 2035 target for commercial entry into service is ambitious, it's achievable through unprecedented collaboration across the aviation industry and beyond. She notes that while hydrogen aircraft will have a marginal impact by 2050, they represent a crucial long-term solution for aviation's decarbonisation challenge.Looking to the future, Guenan advocates for a multi-pronged approach to aviation sustainability, combining immediate solutions like sustainable aviation fuel (SAF) with longer-term transformative technologies like hydrogen-powered aircraft.If you LOVED this episode, you'll also love the conversation we had with Jane Ashton, Director of Sustainability at easyJet. Check it out here. Learn more about the innovators who are navigating the industry's challenges to make sustainable aviation a reality, in our new book ‘Sustainability in the Air'. Click here to learn more.Feel free to reach out via email to podcast@simpliflying.com. For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:ZEROe - Airbus First ZEROe engine fuel cell successfully powers on - AGNAirbus partners with Avolon to explore future of hydrogen aviation - Fuel Cells WorksAirbus to begin hydrogen fuel feasibility studies with North American airports - Flight Global 

Ingenuity's legacy is more than fantasy. The remarkable helicopter proved that powered, controlled flight on another world is possible.

Think niche businesses have limited potential? Roberto Capodieci, CTO of SimFly.io, may change your mind. He helped launch a virtual airline that lets flight simulator enthusiasts live out pilot dreams. Powered by blockchain and NFTs, it turned profitable immediately.Hear why targeting a global “community of interest” can eclipse local targeting today. Learn strategies Roberto used to educate suspicious simulation veterans about crypto benefits. Discover how niche YouTubers deliver better conversion than broad influencers.If you've dismissed niche ventures as trivial or tapped-out, Roberto's story is a must-listen. Let him inspire you to re-examine specialized interests with monetization potential. With the right technology and trust-building, even obscure passions can take off into very real profits.Loom: Loom on. Meetings off. Record quick videos to update your team and cut down meetings by 29%.Viddyoze: Create client-grabbing videos Client-grabbing videos in just 3 clicks with the world's most powerful video animation platformTurn your ideas into unique products Create custom products with your own design!Turn your content into shareable videos Turn your talks, podcasts, videos, audios or streams into shareable videos in just a few clicks!Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showAm I adding value to you?If so - I'd like to ask you to support the show.In return, I will continue to bring massive value with two weekly shows, up to 3 hours per month of brilliant conversations and insights.Monthly subscriptions start at $3 per month. At $1 per hour, that's much less than the minimum wage, but we'll take what we can at this stage of the business.Of course, this is still free, but as an entrepreneur, the actual test of anything is if people are willing to pay for it.If I'm adding value to you, please support me by clicking the link now. Go ahead, make my day :)Support the show here.

On this day in 1979, hang glider pilot and amateur cyclist Bryan Allen made the first human-powered flight across the English Channel. See omnystudio.com/listener for privacy information.

Join Hackaday Editors Elliot Williams and Tom Nardi as they review some of their favorite hacks and projects of the past week. The episode starts with a discussion about the recently announced Artemis II crew, and how their mission compares to the Apollo program of the 1960s and 70s. From there, the pair theorize as to why Amazon's family of Echo devices have managed to evade eager hardware hackers, take a look at a very impressive SMD soldering jig created with some fascinating OpenSCAD code, marvel at the intersection of art and electronic design, and wonder aloud where all the cheap motorized satellite dishes are hiding. Stick around for some questionable PCB design ideas, a Raspberry Pi expansion that can read your mind, and the first flight of a (semi) hydrogen-powered aircraft. Check out the links over at Hackaday.

Psychiatrist, aviator and explorer, Bertrand Piccard made history in 1999 by accomplishing the first ever non-stop round-the-world balloon flight, and a number of years later the first round-the-world solar-powered flight. Piccard has dedicated his life to demonstrating sustainable development opportunities. He is Founder and Chairman of the Solar Impulse Foundation, which has assembled a verified portfolio of over 1400 actionable and profitable climate solutions. As a pioneer of new ways of thinking that reconcile ecology and economy, he uses his exploration feats to motivate governments and industries to take action. He is a United Nations Goodwill Ambassador for the Environment, Special Advisor to the European Commission, and is author of Réaliste, Changer d'Altitude, and other books."So this is why I prefer to speak with a really down to earth language. So maybe the people who love nature are going to say, 'Oh, Bertrand Piccard, now he is too down to earth. He's speaking about profitable solutions. He's speaking to the industries that are polluting,' but we have to speak to the industries that are polluting and bring them profitable solutions, otherwise the world will never change, or humankind will never change. And don't forget one thing, what we are damaging is not the beauty of nature. What is being damaged is the quality of life of human beings on Earth because we can still have beautiful things to see, but if we have climate change, if we have tropical disease in Europe, if we have heat waves, floods, droughts, millions of climate refugees, life will be miserable, even if nature is still beautiful.”Solar Impulse Foundationbertrandpiccard.comSolar Impulse Solutions Explorer (1400+)RéalisteChanger d'altitudewww.oneplanetpodcast.orgwww.creativeprocess.infoPhoto credit: Philipp Böhlen

"So this is why I prefer to speak with a really down to earth language. So maybe the people who love nature are going to say, 'Oh, Bertrand Piccard, now he is too down to earth. He's speaking about profitable solutions. He's speaking to the industries that are polluting,' but we have to speak to the industries that are polluting and bring them profitable solutions, otherwise the world will never change, or humankind will never change. And don't forget one thing, what we are damaging is not the beauty of nature. What is being damaged is the quality of life of human beings on Earth because we can still have beautiful things to see, but if we have climate change, if we have tropical disease in Europe, if we have heat waves, floods, droughts, millions of climate refugees, life will be miserable, even if nature is still beautiful.”Psychiatrist, aviator and explorer, Bertrand Piccard made history in 1999 by accomplishing the first ever non-stop round-the-world balloon flight, and a number of years later the first round-the-world solar-powered flight. Piccard has dedicated his life to demonstrating sustainable development opportunities. He is Founder and Chairman of the Solar Impulse Foundation, which has assembled a verified portfolio of over 1400 actionable and profitable climate solutions. As a pioneer of new ways of thinking that reconcile ecology and economy, he uses his exploration feats to motivate governments and industries to take action. He is a United Nations Goodwill Ambassador for the Environment and Special Advisor to the European Commission. He's author of Réaliste, Changer d'Altitude, and other books.Solar Impulse Foundationbertrandpiccard.comSolar Impulse Solutions Explorer (1400+)RéalisteChanger d'altitudePhoto credit: Solar Impulse/ StefatouAbu Dhabi, UAE, March 1st, 2015, Solar Impulse 2 second test flight over Abu Dhabiwww.oneplanetpodcast.orgwww.creativeprocess.info

Cranfield Aerospace Solutions' (CAeS) is an established aerospace business of over 33 years, with 100+ staff and is one of very few aerospace SMEs globally to have both whole aircraft concept design capability and to hold a range of regulatory approvals for the design and manufacture of modifications to existing aircraft. CAeS is based at Cranfield Airport, Bedfordshire, UK where the company has access to some of the UK's most advanced aviation test and research facilities. Phase 1 of their roadmap is “Project Fresson” – the conversion of a Britten-Norman Islander 9-seat aircraft from conventional fossil fuel to that of gaseous hydrogen propulsion. This development is set to deliver the world's first fully certified, truly green, passenger-carrying aircraft using hydrogen fuel cell technology. The end solution will deliver emissions-free commercial air travel and is planned to be certified for passenger flight in 2026. CAeS ultimate ambition is to become an aircraft designer and manufacturer of zero emissions aircraft. Cranfield Aerospace Solutions Website: https://cranfieldaerospace.com/ Twitter http://twitter.com/ CAeS_UK LinkedIn – https://www.linkedin.com/company/cranfieldaerospace/ Aviation Xtended Partners • Royal Aeronautical Society https://www.aerosociety.com/ • Global Aviation Resource http://www.globalaviationresource.com/v2/ • XTPMedia https://www.xtpmedia.co.uk/ • Ellie Carter https://twitter.com/dragongirl94 Show Supporters • The Aviation Historian http://www.theaviationhistorian.com/ • Wings Over New Zealand Show http://cambridgeairforce.org.nz/WONZ_Show.html • Aviation Enthusiasts Book Club https://www.facebook.com/groups/359410134220076 • Aircrew Book Review http://aircrewbookreview.blogspot.com/ You can shop through this Amazon link (No cost to you but a small benefit to us): • https://www.amazon.co.uk/?tag=xtenaeroradi-21&linkCode=ur1 For Aviation and Aerospace Podcasts join https://www.facebook.com/groups/FlightAudioandVideo/

Florian Maderspacher from Current Biology joins Nels and Vincent to discuss a special issue of the journal on birds. Hosts: Nels Elde and Vincent Racaniello Guest: Florian Maderspacher Subscribe (free): Apple Podcasts, Google Podcasts, RSS, email Become a patron of TWiEVO Links for this episode Current Biology Issue on Birds Scott Edwards bikes across the US (Audubon) Support Diversity Issues in Evolution (Go Fund Me) Time stamps by Jolene. Thanks! Science Picks Florian – Favorite birds of authors/contributors in Birds issue Nels –Loss of avian intromittent organs as a sperm competition strategy: a race to be last Vincent – Malaria at the Bronx Zoo (TWiP 110) Music on TWiEVO is performed by Trampled by Turtles Send your evolution questions and comments to twievo@microbe.tv

"as names go, those two are handle-bar moustaches"

Battery-powered air travel company, Eviation, is set to take flight with their all-electric passenger airplane. We speak to the CEO, Omer Bar-Yohay, about its nine-passenger plane. Plus, Axel Krieger, Assistant Professor of Mechanical Engineering at Johns Hopkins' Whiting School of Engineering, discusses their significant step towards fully-automated AI surgery performed on humans. Also, Quan is helping prevent burnout of managers and teams through their digital platform that assists organizations by offering a holistic method to improve self-care. CEO and Co-Founder, Arosha Brouwer, shares the details. In Socially Speaking, we focus on tone we project when speaking to others. Find out more information from our guests here: Omer Bar-Yohay: https://www.eviation.co (Eviation) Axel Krieger: https://engineering.jhu.edu (Johns Hopkins' Whiting School of Engineering) Arosha Brouwer: http://www.quanwellbeing.com (Quan) You can also find both https://twitter.com/ambermac (AmberMac) and https://twitter.com/MBancroft80 (Michael B) on Twitter.

We've been flying planes with engines for over a century, so have a guess at the record for the longest duration of powered flight - more than two months! And it was set more than half a century ago.

Most of us would prefer to avoid an argument at work or at home. But there are times when arguments—at least when they're civil—can help surface important information for decision-making. In this episode of Choiceology with Katy Milkman, we look at situations where certain types of conflict can actually lead to better outcomes.You're probably familiar with the story of Orville and Wilbur Wright. The Wright brothers secured their place in history by achieving the world's first sustained flight of a powered, heavier-than-air aircraft at Kitty Hawk, North Carolina, in December of 1903. Less well known is the fact that the brothers would often argue intensely with each other over their engineering ideas.Tom Crouch reveals the family culture of argument and debate inside the Wright home as the brothers were growing up, and he explains how that argumentative streak may have helped them solve a key problem in their quest for powered flight.Tom D. Crouch is curator emeritus of the Smithsonian Institution and the author of The Bishop's Boys: A Lifeof Wilbur and Orville Wright.A version of the Wright Brothers story appears in Adam Grant's new book, Think Again: The Power of Knowing What You Don't Know. Adam joins Katy to discuss how you can leverage constructive conflict to arrive at better decisions. He also explains how agreeableness can sometimes hold you back. Adam Grant is the Saul P. Steinberg Professor of Management at the Wharton School of the University of Pennsylvania. He's also host of the popular TED podcast WorkLife.Finally, Katy provides advice on how to find the right level of task conflict in order to maximize the creativity and innovation that comes from collaborative problem solving.Choiceology is an original podcast from Charles Schwab. For more on the series, visit schwab.com/podcast.If you enjoy the show, please leave a ⭐⭐⭐⭐⭐ rating or review on Apple Podcasts.Important DisclosuresAll expressions of opinion are subject to change without notice in reaction to shifting market conditions.The comments, views, and opinions expressed in the presentation are those of the speakers and do not necessarily represent the views of Charles Schwab.Data contained herein from third-party providers is obtained from what are considered reliable sources. However, its accuracy, completeness or reliability cannot be guaranteed.The book How to Change: The Science of Getting from Where You Are to Where You Want to Be is not affiliated with, sponsored by, or endorsed by Charles Schwab & Co., Inc. (CS&Co.). Charles Schwab & Co., Inc. (CS&Co.) has not reviewed the book and makes no representations about its content.(1021-1WX2)

NASA hits the bullseye with the successful deployment of its autonomous Ingenuity drone at Jezero Crater on Mars. This 'tech demo' paves the way for future drone missions where vast distances can be easily covered and previously inaccessible terrain studied from the air.

As Ingenuity flies for just under forty seconds on Mars, President Biden pledges another $1.5 billion to the NASA coffers, former Shuttle Commander Pamela Melroy receives a nomination to the Deputy NASA Administrator post, SpaceX's Starship is chosen to land Artemis on the Moon and a partnership here in Brisbane will lead to the countries […] The post Humanities First Powered Flight on Another Planet! : Supanova Week Continues With Talkin' Science appeared first on Trekzone.

Nasa’s Ingenuity helicopter has had its Wright Brothers moment after it successfully launched off Mars. The test was the tiny helicopter’s baby step towards proving powered flight on another world. Plus, why young people who’ve previously had Covid-19 are to be deliberately re-infected with the virus, Facebook set ‘to launch audio-social products’, two men killed in Tesla, which officials say had no one at the wheel, and the Lord of the Rings MMO is officially cancelled. Listen to our other podcasts:Women Tech Charge: interviews with incredible women leading in Science, Technology, Engineering and MathsThe Leader: a daily news podcast helping you make sense of the day’s most important stories Ask your Smart Speaker to ‘play the news from the Evening Standard' Visit standard.co.uk/tech for more tech news See acast.com/privacy for privacy and opt-out information.

Wright brothers Wilbur Wright and his brother Orville Wright, American aviation pioneers achieved the first powered, sustained, and controlled airplane flight in 1903. Photo by Rodrigo Rodriguez on Unsplash

Richard Branson will just have to keep waiting for his first microgravity day trip. Learn more about your ad choices. Visit megaphone.fm/adchoices

Thom plays and discusses the song “Non-Powered Flight”, which was a song written between the “Mumbles and Screams” and “Clearly Confused” Records. Download and Subscribe to the “Am I Crazy or Am I Just Raving” Podcast here: Apple Podcasts: https://itunes.apple.com/us/podcast/am-i-crazy-or-am-i-just-raving/id1334445824 Spotify: https://open.spotify.com/show/2YlCtWjpLQ6Lyt74n27bz9?si=EMmnxNTqQ7aAsDXdsKIqLA Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9oZW5yeXNjaGlsZC5saWJzeW4uY29tL3Jzcw?sa=X&ved=2ahUKEwi-poCptdDrAhUUtJ4KHSbnBWEQ4aUDegQIARAC&hl=en YouTube: https://youtu.be/hXFFH8kmqWw HENRY’S CHILD URLs: Official Website http://henryschild.com/ YouTube: https://www.youtube.com/channel/UCo31Ezkv6jKZBkdgpJSKH4A Bandcamp: https://henryschild.bandcamp.com Reverb Nation: https://www.reverbnation.com/henryschild Facebook: https://www.facebook.com/henryschild1/ Twitter: https://twitter.com/henrys_child Instagram: https://www.instagram.com/henryschildband/  

Ingenuity, the first Mars helicopter will ride to the Red Planet attached to the belly of the Perseverance rover.

America has a long tradition of the lone inventor, and Ohio has long been a leader in aerospace innovation.

America has a long tradition of the lone inventor, and Ohio has long been a leader in aerospace innovation. An inventor in Oberlin combines the two by creating a new form of aircraft in his backyard. On this week’s Exploradio, we look at the quest for a flying machine with no moving parts.

This episode begins with Rolls-Royce’s head of aero engines, talking about the gas turbine engines of the 1950s, including the Rolls-Royce Tyne, before Raymond Baxter asks Sir George Edwards of Vickers about the turboprop generation of aircraft. The episode concludes with Gp. Capt. John Cunningham on test flying the de Havilland Comet series of aircraft. This is the fifth episode of Powered Flight, the British contribution to flying. It was a BBC Overseas Service documentary first broadcast in 1959 and was introduced by Charles Gibbs-Smith. The recording was supplied by the BBC/Getty images, was edited by Mike Stanberry FRAeS and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallett.

This episode begins with Geoffrey Hall of Fairey Aviation looking to the future of rotorcraft and V/TOL aircraft, followed by Air Cdre W. K. Stewart, the then Director of the RAF Institute of Aviation Medicine, describing the different ways that research on humans at high altitudes has affected flight. The then Director of the Royal Aircraft Establishment, Sir George Gardner, looks towards the future of aviation. This is the sixth and last episode of Powered Flight, the British contribution to flying. It was first broadcast by the BBC Overseas Service in 1959 and was introduced by Charles Gibbs-Smith. The recording was edited by Mike Stanberry FRAeS, was licenced from BBC/Getty Images and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallet.

This episode begins with Sir Graham Sutton, Director General of the Meteorological Office, on the impact that the weather has on flying and how the science of aviation meteorology has evolved over time, before Raymond Baxter asks Sir Alan Cobham about the greatest problems that confronted him on his pioneering flights across the world and the establishment of the first aircraft charter company. The episode finishes with Captain O. P. Jones, recounting tales of flying the early scheduled aircraft routes. This is the third episode of Powered Flight, the British contribution to flying. It was first broadcast by the BBC Overseas Service in 1959 and was introduced by Charles Gibbs-Smith. The recording was edited by Mike Stanberry FRAeS, was licenced from BBC/Getty Images and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallet.

This episode begins with AVM Sir Alec Coryton explaining how the Second World War spurred-on many technical innovations that the moved aeronautics rapidly forward, then Hayne Constant, a member of A. A. Griffith’s and Sir Frank Whittle’s teams, telling the story of the early development of the jet engine and finishes with the father of radar explaining the science behind the technology and how he and his team developed the technology that was so important to the British war effort. This is the fourth episode of Powered Flight, the British contribution to flying. It was first broadcast by the BBC Overseas Service in 1959 and was introduced by Charles Gibbs-Smith. The recording was edited by Mike Stanberry FRAeS, was licenced from BBC/Getty Images and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallet.

Holder of GB’s first pilot’s licence and an eminent aero historian tells the story of British aeronautics up to 1910. Charles Gibbs-Smith explains the work of the early British pioneers including Sir George Cayley, John Stringfellow, W. S. Henson and Percy Pilcher, together with the work of the Wright Brothers. Lord Brabazon of Tara, holder of Aviators’ Certificate No. 1, then colourfully explains how he and his contempories brought powered flight to Britain and gives a colourful insight into the early years of flying in the UK. This is the first episode of Powered Flight, the British contribution to flying. It was first broadcast by the BBC Overseas Service in 1959. The recording was edited by Mike Stanberry FRAeS, was licenced from BBC/Getty Images and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallett.

Sir Geoffrey de Havilland tells the story of how he designed his first aircraft, test flew and designed aircraft for the Royal Aircraft Factory during World War I, before Major George Bulman, the man charge of engine development at the Air Ministry for most of the interwar period, outlines how aero engines developed in the piston era. This episode finishes with Sir Harold Roxbee Cox, later to become Lord Kings Norton, who outlines the increasing amount of knowledge that interwar engineers could call upon to strengthen aircraft and allow them to build larger aircraft and airships. This is the second episode of Powered Flight, the British contribution to flying was first broadcast by the BBC Overseas Service documentary in 1959. The recording was supplied by the BBC/Getty images, was edited by Mike Stanberry FRAeS and was digitised and released thanks to a grant from the Royal Aeronautical Society Foundation and a bequest from E. H. J. Pallett.

Why Babies Kick in the Womb @ 52:00 (A Restless Stay / Martin Herzberg) Henry Fordâ??s Doomed Flying Car @ 4:39 (East Autumn / Michael Mucklow) Cattle Kate @ 13:28 (Misty Morning / Blazej Lindner) Cliff Changes Our Understanding of Time @ 25:00 (Willful Amnesia / Ashelyn Summers) John Stringfellow, The Father of Powered Flight @ 35:44 (I Miss You / Michael Mucklow) New Zealand Mice @ 43:11 (Nightbook / Ludovico Einaudi) Oyster Pirates @ 50:15 (Armature / Dr Sounds) Coca Cola Vending Machines @ 1:00:39 (Elapsed / Lobo Loco)

The DaSH project is the first successful HPA that has flown in the U.S. since the mid-1990s. Leaning on and learning from the advice and knowledge of those that have been successful in the past was key to having DaSH fly well from the very first flight. Alec will talk about what choices were made in the design that led to that success, but most of all he will focus on all the interesting failures and setbacks that happened during the design and testing phases, and what has been learned from them. How can DaSH be improved, and what are some other, perhaps better ways to build a similar plane in the future? The speaker will then focus on the role of contests, rallies and school projects in creating interest and excitement, and most importantly, viable, flying aircraft. Can HPA flying become a sport? What would that look like? What should the focus be as we try to foster and build and even more vibrant HPA community?

Happy Friday! Thanks for listening to the show! There's a lot of new listeners to the show and I want to say welcome! I'm happy to have you here and look forward to sharing history and interviews with you over the coming months! AC Thanks to everyone that's subscribed to the podcast. If you could do me a favor and leave a review for the podcast, I'd appreciate it! If you take a screenshot of your review and send it to @johnmulnix, pretty much anywhere on the Internet, I will send you a Space Shot sticker and a thank you! Connect with me on Facebook, Instagram, and Twitter, just click the links below. Facebook (https://m.facebook.com/thespaceshot/) Instagram (https://www.instagram.com/johnmulnix/) Twitter (https://twitter.com/johnmulnix) Episode Links: Ariane 5 lofts SES-14 and Al Yah-3 despite concerns (https://www.nasaspaceflight.com/2018/01/ariane-5-ses-14-al-yah-3-launch/) Ranger Program- NASA (https://science.nasa.gov/missions/ranger) Episode 75 Links: Ranger Mission Links- Ranger 7- NASA (https://www.jpl.nasa.gov/missions/ranger-7/) Ranger 7 Mission Page (https://nssdc.gsfc.nasa.gov/nmc/spacecraftDisplay.do?id=1964-041A) Surveyor 1 (https://nssdc.gsfc.nasa.gov/nmc/spacecraftDisplay.do?id=1966-045A) Empire State Building Crash- B-25 bomber crashes into Empire State Building in 1945 (http://www.nydailynews.com/new-york/b-25-bomber-crashed-empire-state-building-1945-article-1.2300615) On This Day in Aviation History: July 28th (http://www.nycaviation.com/2010/07/on-this-day-in-aviation-history-july-28th/2114) NASA Aviation Safety and Technology- NASA Office of Safety & Mission Assurance (https://sma.nasa.gov/sma-disciplines/aviation-safety) NASA One Hundred Years of Powered Flight (https://spinoff.nasa.gov/spinoff2003/pf_1.html) Synthetic Vision Changes Pilot Views (https://www.nasa.gov/aeroresearch/tech-excellence/2005/synthetic-vision-changes-pilots-views) A Clear View for Pilots (https://www.nasa.gov/vision/earth/improvingflight/clear_view.html) ForeFlight- Global Synthetic Vision iPad App Website (https://foreflight.com/products/foreflight-mobile/synthetic-vision/)

Episode Links: Ranger Mission Links- Ranger 7- NASA (https://www.jpl.nasa.gov/missions/ranger-7/) Ranger 7 Mission Page (https://nssdc.gsfc.nasa.gov/nmc/spacecraftDisplay.do?id=1964-041A) Surveyor 1 (https://nssdc.gsfc.nasa.gov/nmc/spacecraftDisplay.do?id=1966-045A) Empire State Building Crash- B-25 bomber crashes into Empire State Building in 1945 (http://www.nydailynews.com/new-york/b-25-bomber-crashed-empire-state-building-1945-article-1.2300615) On This Day in Aviation History: July 28th (http://www.nycaviation.com/2010/07/on-this-day-in-aviation-history-july-28th/2114) NASA Aviation Safety and Technology- NASA Office of Safety & Mission Assurance (https://sma.nasa.gov/sma-disciplines/aviation-safety) NASA One Hundred Years of Powered Flight (https://spinoff.nasa.gov/spinoff2003/pf_1.html) Synthetic Vision Changes Pilot Views (https://www.nasa.gov/aeroresearch/tech-excellence/2005/synthetic-vision-changes-pilots-views) A Clear View for Pilots (https://www.nasa.gov/vision/earth/improvingflight/clear_view.html) ForeFlight- Global Synthetic Vision iPad App Website (https://foreflight.com/products/foreflight-mobile/synthetic-vision/)

Daniel dives into the world of materials engineering as he discusses the creation of the world's first human-powered helicopter with engineer Aidan Muller! As usual, things take a turn for the random as space elevators, high tech bikes, and Wikipedia all fall under discussion!

In episode 16, we called up Roman Kalyakin, co-founder of Flystein, the "genius powered flight search". We had a little chat about what team Flystein does, how they do it, and how it makes traveling a whole lot easier for anyone who has ever felt the pain of trying to find good flight deals.

What can we learn from a shoulder joint? Smithsonian Predoctoral Fellow Daniel Field examines osteological correlates of flying ability, helping settle debates about when powered flight evolved and which fossil birds were capable of flying.

From the first flight to supersonic air-travel was achieved in under 50 years. To discover what made it all possible we look at the advances in technology, engineering and materials that were needed, and the social and political pressures that drove the field forward since the first tentative steps toward take-off in the 1870s...

From the first flight to supersonic air-travel was achieved in under 50 years. To discover what made it all possible we look at the advances in technology, engineering and materials that were needed, and the social and political pressures that drove the field forward since the first tentative steps toward take-off in the 1870s... Like this podcast? Please help us by supporting the Naked Scientists

From the first flight to supersonic air-travel was achieved in under 50 years. To discover what made it all possible we look at the advances in technology, engineering and materials that were needed, and the social and political pressures that drove the field forward since the first tentative steps toward take-off in the 1870s... Like this podcast? Please help us by supporting the Naked Scientists