Podcasts about RET

Host of the Dangerous Intellectuals podcast and Ret. Brig. General Blaine Holt joins me to do and up to the minute look at the situation with the state of US foreign policy objectives, how that ties into the larger war in process, and who really controls the pace and timing of those decisions.  Show Notes:Blaine on XDangerous Intellectuals PodcastTom on XGGnG on Patreon

En 1935, el biólogo y escritor Aldo Leopold comenzó a registrar los cambios de temporada en su parcela en el condado de Sauk, Wisconsin. Por ejemplo, qué flores aparecían primero, qué pájaros regresaban, cuándo helaba la última vez. Lo hizo año tras año, sin interrupciones, durante más de catorce años consecutivos. Esas observaciones simples y fieles, anotadas en cuadernos sin pretensión, se convirtieron en la base del almanaque, “A Sand County Almanac”, publicado en 1949. Esa obra fundó el movimiento conservacionista moderno. La constancia discreta de una sola persona, registrando lo ordinario con fidelidad, cambió el pensamiento de todo un siglo.El Señor Jesús no eligió a Sus discípulos por su visibilidad; los eligió por su disponibilidad constante. La constancia discreta, sostenida en el tiempo, produce un fruto que ningún destello ocasional de brillantez puede igualar. Dios no honra los espectáculos; Él honra la fidelidad sostenida día tras día.¿Qué hábito espiritual pequeño has abandonado? Retómalo hoy. No para mostrarlo; para que Dios lo use con el tiempo en formas que hoy no puedes anticipar.La Biblia dice en 1 Corintios 15:58: "Sed firmes y constantes, creciendo en la obra del Señor siempre". (RV1960).

Day Break | CHINA HACKED 220 MILLION VOTER FILES? Trump's Explosive Claims --- 00:00 - Monologue 19:16 – Robert Romano, Executive Director of Americans for Limited Government. Romano discusses concerns about undisclosed funding in the American judicial system, arguing that greater transparency is needed to protect the integrity of the courts and preserve the nation's economic competitiveness. 28:18 – Rob Rene, founder of Exodus Strong. Rene discusses the growing popularity of red light therapy, explaining its potential health and recovery benefits while highlighting the return of the company's red light therapy bundle and broader approaches to improving wellness naturally. 38:29 - Monologue Featuring Ivey Gruber 47:31 – Stephen Richer, former Maricopa County Recorder and Legal Fellow with the Cato Institute's Robert A. Levy Center for Constitutional Studies. Richer discusses election administration as renewed attention focuses on Georgia and the 2020 election, offering his perspective on election security, public confidence, and ongoing debates over election integrity. 57:47 – Maj. Gen. (Ret.) Dennis J. Laich, retired U.S. Army Reserve two-star general. Laich discusses escalating tensions between the United States and Iran, assessing whether the U.S. military is prepared for a prolonged regional conflict and examining the strategic and logistical challenges such a conflict could present. 1:06:49 – Indy Pederson, author of Sacrificing Humanity: The UFO Is a Portent of Nuclear War. Pederson discusses his book's exploration of unidentified aerial phenomena, nuclear conflict, and theories surrounding elite disaster preparedness, examining why some believe these issues deserve greater public attention. 1:16:59 - Monologue 1:26:00 – Sam Davis, CEO of Bridger Aerospace. Davis discusses the ongoing wildfire season, the impact of smoke on communities, travel, and public health, and explains how aerial firefighting technology is being used to combat increasingly complex wildfire conditions across North America. 1:36:17 – Chris Burgard, filmmaker and director of the documentary Remember the Alamo: Don't Sharia My Texas. Burgard discusses his new documentary, examining the historical significance of the Alamo while drawing connections to contemporary debates over Texas identity, border security, and the state's cultural future. 1:45:11 – Ivey Gruber, President of the Michigan Talk Network. Gruber recaps several notable stories from around the world, including Spain's victory in the FIFA World Cup, inspiring stories of immigrants embracing the American dream, a historic mile world-record performance, and an upcoming FCC vote that could significantly reshape the future of broadcasting. --- Check out our brand new podcast, 'Forgotten America'... Episode 23 is live NOW at Steve Gruber on YouTube! Link below: https://youtu.be/zFbIurpG2H4

Ghost and Chris Ponder join Lt. Gen. (Ret.) Steven L. Kwast for a genuinely fun one, recorded live from Madison Square Garden, where the trio starts unveiling a "rule set" designed to help ordinary people triangulate truth without needing a physics degree. Think of it like a calculator: you don't need to understand the circuitry to trust the math. Chris walks everyone through a diagram built from an X laid over a plus sign, forming an octagon, and starts defining the core building blocks: life, logic, space, and spectrum, using ancient Egypt as the working example. Ghost brings the analogies, Chris brings the framework, and Steve ties it all back to the bigger mission of turning space and information into tools for discernment. It's the first bite of what promises to be a much bigger conversation, so expect homework, patience, and a slow build toward something worth understanding fully.

Hugh discusses the latest in Iran and talks with North Carolina Congressman Pat Harrigan, National Review's Noah Rothman, former Missouri Senator Jim Talent, Rear Adm. Mark C. Montgomery (USN, Ret.), Mary Katharine Ham, and Norton Rainey. See omnystudio.com/listener for privacy information.

51:23- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Iran's threats against President Trump 1:10:20- Congressman Steve Scalise, Republican representing Louisiana's 1st district and the House Majority Leader Topic: Rise of Democratic Socialism; SAVE America Act; Remembering Lindsey Graham 1:24:02- David Fischer, CEO of Landmark Capital Topic: U.S. Treasury Report about AI; Wealth Tax; Gold and Silver news 1:35:35- Councilwoman Inna Vernikov, Minority Whip of the New York City Council representing the 48th District Topic: Migrant shelter 1:47:55- Alan Dershowitz, Harvard Law Professor Emeritus, host of "The DerShow," and the author of the new book "Founding Fathers and One Jewish Mother" Topic: President Trump's birthright citizenship fight comes roaring back 2:00:13- Dr. Michael Youssef, host of "Leading the Way with Dr. Michael Youssef" Weekdays at 5:30 pm and Saturdays at 4 am on AM 570 The Mission/WMCA Topic: Latest in the Iran conflict; Mayor Mamdani's socialist politics and the damage it is doing to NYC 2:10:40- Christina Farrell, Commissioner of the NYC Office of Emergency Management Topic: Extreme heat tomorrow and WednesdaySee omnystudio.com/listener for privacy information.

Col. Kurt Schlichter fills in for Hugh and covers Iran, Graham Platner's exit from the Maine Senate race, and more with Marc Caputo, Eliana Johnson, Senator Jim Banks, Larry O'Connor, Victorino Matus, Batya Ungar-Sargon, and Col. Rob Maness (USAF, Ret.).See omnystudio.com/listener for privacy information.

FDD Senior Fellow Lt. Col. (Ret.) Jonathan Conricus fills in for Jonathan Schanzer, providing timely situational updates and analysis ahead of a conversation with documentary filmmaker and "Operation Arnon" producer Hannah Puder.Learn more at: fdd.org/fddmorningbrief

Ever wonder why a bunch of satellites floating in the sky matters so much to your daily reality? Lt. Gen. (Ret.) Steven L. Kwast sits down with Chris Ponder to lay the groundwork for their new "Tools for Truth" series, starting with a crash course in orbital mechanics that's part physics lecture, part treasure map. They break down the difference between low Earth orbit, medium Earth orbit, and geosynchronous orbit, and why that distinction matters far beyond rocket science. Along the way, the conversation drifts into the difference between "intelligence" and "information," how ancient logic and rhetoric still hold the keys to discernment, and why space itself might be one of humanity's best shots at building an incorruptible ledger of truth. Expect big ideas, some fun visuals, and a reminder that this is a journey best taken one lesson at a time.

Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Trump says tentative ceasefire is over; Trump at NATO Brian Falconer, Structural Engineer and Managing Principal at Severud Associates Consulting EngineersTopic: High rise in Midtown on the verge of partial collapse Matt Rooney, Founder and Editor-in-Chief of SaveJersey.comTopic: Debate with John Bramnick Patrick J. Brosnan, Retired and Decorated NYPD Detective and the host of "Pat Brosnan: Live From the Batcave" Saturdays at 9 a.m. on AM 970 The AnswerTopic: Security of Midtown high rise on the verge of collapse and surrounding buildings, and the NYPD's role in securing the safety of civilians Lt. Col. Robert Maginnis, a retired U.S. Army officer and an experienced military analyst with on-the-ground experience inside Russia and Ukraine and the author of "Preparing for World War III"Topic: Trump says tentative ceasefire is over Dr. Marc Siegel, physician, Professor of Medicine at the NYU Langone Medical Center, author of "The Miracles Among Us," and contributor to Fox NewsTopic: Legionnaire's outbreak in NYC; New sleep recommendations 9 Gianno Caldwell, Fox News Political Analyst, founder of the Caldwell Institute for Public Safety and the host of the "Outloud with Gianno Caldwell" podcastTopic: Graham Platner allegations; Addressing crime from Fourth of July weekendSee omnystudio.com/listener for privacy information.

July 8, 2026 ~ Rocky Raczkowski, Ret. Lt. Colonel in the US Army, Former Michigan House Speaker and former head of the Oakland County GOP discusses his nationwide effort to overturn birthright citizenship and Trump saying ceasefire in Iran is over. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

The conflict in the Middle East has sent shock waves around the globe. Lt. Gen. (Ret.) William “Dave” Beydler, former Director of Strategy, Plans and Policy at U.S. Central Command and later Commander of U.S. Marine Corps Forces, U.S. Central Command, joined us to share insights on military strategy in Iran and the region. He weighed in on the current global geopolitical landscape, the changing nature of global conflicts today, U.S. alliances and national security challenges. A career naval aviator who served more than 37 years in the U.S. Marine Corps, Lt. Gen. Beydler also discussed military recruitment and veteran employment and support. Today he represents Academy Securities' Geopolitical Intelligence Group.Watch the original Wednesdays with Woodward® webinar, recorded on May 27, 2026: https://institute.travelers.com/webinar-series/symposia-series/global-risk-landscape.---Visit the Travelers Institute® website: http://travelersinstitute.org/.Join the Travelers Institute® email list: https://travl.rs/488XJZM.Subscribe to the Travelers Institute® podcast newsletter on LinkedIn: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7328774828839100417.Connect with Travelers Institute® President Joan Woodward on LinkedIn: https://www.linkedin.com/in/joan-kois-woodward/.

What do you call a life filled with service, curiosity, humor, and love? In Episode 197 of the Adventures in Learning Podcast, Dr. Diane Jackson Schnoor shares a deeply personal tribute to her father, Dr. Edward John Jackson, a quiet hero whose life touched military service, higher education, community leadership, and family in lasting ways.This episode honors Dr. Jackson's journey from a difficult childhood to a distinguished Army career and a decades-long legacy at Fayetteville Technical Community College. Along the way, Dr. Diane weaves in stories that reveal his adventurous spirit, his gift for play, his commitment to equity and education, and the joyful way he showed up for the people he loved.Listeners will hear memories of travel, teaching, theater, puppets, family adventures, and the creation of programs that made education more accessible for service members and working adults. At its heart, this episode is a celebration of a life that embodied wonder, connection, and the belief that learning should open doors for others.Chapters00:00 Opening tribute and introduction to Dr. Edward Jackson02:00 Pamela the chimpanzee and an early summer job05:20 Choosing the Army and seeing the world09:00 Rising from enlisted soldier to officer13:06 Korea, OCS, and the realities of military life16:01 Segregation, service, and standing for equal rights17:16 Women in the Army and supporting change18:44 Education, graduate school, and teaching20:24 Building SOCAD and changing degree pathways23:27 Transforming Fayetteville Technical Community College25:28 Theater, the arts, and community service26:31 Play, family adventures, and imagination33:19 Sunday school, teaching, and faith36:11 Final reflections and closing tributeKey momentsDr. Jackson helped build smoother educational pathways for service members through SOCAD and transfer credit reform.He lived through major social change in the Army and supported equal rights, women soldiers, and integration.He brought play, creativity, and wonder into family life through puppets, forts, games, and travel.He served his community through education, theater, faith, and civic organizations.His legacy continues through his daughters, granddaughters, and the many people whose lives he shaped.About Dr. Edward John JacksonDr. Edward John Jackson (Maj. Ret.) served more than 20 years in the United States Army, including tours in Korea and Vietnam, and later dedicated decades to Fayetteville Technical Community College. He was a builder of programs, a champion for equity, a lover of learning, and a devoted husband, father, grandfather, and friend.Memorial informationMemorial gifts may be made to the Dr. Edward and Eleanor Jackson Memorial Scholarship at the Fayetteville Technical Community College Foundation, P.O. Box 35236, Fayetteville, NC 28303, or online through Fayetteville Tech's giving page by selecting “give now” and noting “Dr. Edward Jackson” in the comments.Support the showShare this episodeIf this conversation sparked wonder, gave you a helpful strategy, or offered a needed reminder of hope, please share it with a friend or colleague.Subscribe • Download • Review • Tell a friendStay updated with our latest episodes and follow us on Instagram, LinkedIn, and the Adventures in Learning website. Don't forget to subscribe on Apple Podcasts, Spotify, or wherever you get your podcasts! *Disclosure: I am a Bookshop.org. affiliate.

+ Evangelio de nuestro Señor Jesucristo según san Mateo 9, 18-26             Mientras Jesús les estaba diciendo estas cosas, se presentó un alto jefe y, postrándose ante él, le dijo: «Señor, mi hija acaba de morir, pero ven a imponerle tu mano y vivirá.» Jesús se levantó y lo siguió con sus discípulos.            Entonces se le acercó por detrás una mujer que padecía de hemorragias desde hacía doce años, y le tocó los flecos de su manto, pensando: «Con sólo tocar su manto, quedaré curada.» Jesús se dio vuelta, y al verla, le dijo: «Ten confianza, hija, tu fe te ha salvado.» Y desde ese instante la mujer quedó curada.            Al llegar a la casa del jefe, Jesús vio a los que tocaban música fúnebre y a la gente que gritaba, y dijo: «Retírense, la niña no está muerta, sino que duerme.» Y se reían de él. Cuando hicieron salir a la gente, él entró, la tomó de la mano, y ella se levantó. Y esta noticia se divulgó por aquella región. Palabra del Señor. 

Mt 9,18-26.Mientras Jesús les estaba diciendo estas cosas, se presentó un alto jefe y, postrándose ante él, le dijo: "Señor, mi hija acaba de morir, pero ven a imponerle tu mano y vivirá".Jesús se levantó y lo siguió con sus discípulos.Entonces se le acercó por detrás una mujer que padecía de hemorragias desde hacía doce años, y le tocó los flecos de su manto,pensando: "Con sólo tocar su manto, quedaré curada".Jesús se dio vuelta, y al verla, le dijo: "Ten confianza, hija, tu fe te ha salvado". Y desde ese instante la mujer quedó curada.Al llegar a la casa del jefe, Jesús vio a los que tocaban música fúnebre y a la gente que gritaba, y dijo:"Retírense, la niña no está muerta, sino que duerme". Y se reían de él.Cuando hicieron salir a la gente, él entró, la tomó de la mano, y ella se levantó.Y esta noticia se divulgó por aquella región.

“Mi hija acaba de morir; pero ven tú y volverá a vivir.”Del santo Evangelio según san Mateo: 9, 18-26.Lectura y reflexión: Pbro. Pablo Rodríguez Madrigal.En aquel tiempo, mientras Jesús hablaba, se le acercó un jefe de la sinagoga, se postró ante él y le dijo: «Señor, mi hija acaba de morir; pero ven tú a imponerle las manos y volverá a vivir».Jesús se levantó y lo siguió, acompañado de sus discípulos. Entonces, una mujer que padecía flujo de sangre desde hacía doce años, se le acercó por detrás y le tocó la orilla del manto, pues pensaba: «Con sólo tocar su manto, me curaré».Jesús, volviéndose, la miró y le dijo: «Hija, ten confianza; tu fe te ha curado». Y en aquel mismo instante quedó curada la mujer. Cuando llegó a la casa del jefe de la sinagoga, vio Jesús a los flautistas, y el tumulto de la gente y les dijo: «Retírense de aquí. La niña no está muerta; está dormida». Y todos se burlaron de él. En cuanto hicieron salir a la gente, entró Jesús, tomó a la niña de la mano y ésta se levantó. La noticia se difundió por toda aquella región. Palabra del Señor.Gloria a ti, Señor Jesús.

+ Del Evangelio según San Mateo +En aquel tiempo, mientras Jesús hablaba, se le acercó un jefe de la sinagoga, se postró ante él y le dijo: "Señor, mi hija acaba de morir; pero ven tú a imponerle las manos y volverá a vivir".Jesús se levantó y lo siguió, acompañado de sus discípulos. Entonces, una mujer que padecía flujo de sangre desde hacía doce años, se le acercó por detrás y le tocó la orilla del manto, pues pensaba: "Con sólo tocar su manto, me curaré". Jesús, volviéndose, la miró y le dijo: "Hija, ten confianza; tu fe te ha curado". Y en aquel mismo instante quedó curada la mujer.Cuando llegó a la casa del jefe de la sinagoga, vio Jesús a los flautistas, y el tumulto de la gente y les dijo: "Retírense de aquí. La niña no está muerta; está dormida". Y todos se burlaban de él. En cuanto hicieron salir a la gente, entró Jesús, tomó a la niña de la mano y ésta se levantó. La noticia se difundió por toda aquella región.Palabra del Señor.

En aquel tiempo, mientras Jesús hablaba, se le acercó un jefe de la sinagoga, se postró ante él y le dijo: "Señor, mi hija acaba de morir; pero ven tú a imponerle las manos y volverá a vivir".Jesús se levantó y lo siguió, acompañado de sus discípulos. Entonces, una mujer que padecía flujo de sangre desde hacía doce años, se le acercó por detrás y le tocó la orilla del manto, pues pensaba: "Con sólo tocar su manto, me curaré". Jesús, volviéndose, la miró y le dijo: "Hija, ten confianza; tu fe te ha curado". Y en aquel mismo instante quedó curada la mujer.Cuando llegó a la casa del jefe de la sinagoga, vio Jesús a los flautistas, y el tumulto de la gente y les dijo: "Retírense de aquí. La niña no está muerta; está dormida". Y todos se burlaron de él. En cuanto hicieron salir a la gente, entró Jesús, tomó a la niña de la mano y ésta se levantó. La noticia se difundió por toda aquella región.Mateo 9,18-26

Mt 9, 18-26Mientras Jesús les estaba diciendo estas cosas, se presentó un alto jefe y, postrándose ante él, le dijo: «Señor, mi hija acaba de morir, pero ven a imponerle tu mano y vivirá».Jesús se levantó y lo siguió con sus discípulos.Entonces se le acercó por detrás una mujer que padecía de hemorragias desde hacía doce años, y le tocó los flecos de su manto,pensando: «Con sólo tocar su manto, quedaré curada».Jesús se dio vuelta, y al verla, le dijo: «Ten confianza, hija, tu fe te ha salvado». Y desde ese instante la mujer quedó curada.Al llegar a la casa del jefe, Jesús vio a los que tocaban música fúnebre y a la gente que gritaba, y dijo:«Retírense, la niña no está muerta, sino que duerme». Y se reían de él.Cuando hicieron salir a la gente, él entró, la tomó de la mano, y ella se levantó.Y esta noticia se divulgó por aquella región.…………..Además puedes escuchar el Evangelio diario en las siguientes plataformas:Spotify: https://open.spotify.com/show/2M0Ubx3Jh55B6W3b20c3GOApple podcast: https://podcasts.apple.com/us/podcast/evangelio-del-d%C3%ADa/id1590423907 Para más información puede consultar nuestro sitio: https://www.vozcatolica.com o escríbanos a info@vozcatolica.com .Si quiere colaborar con este Apostolado lo puede hacer dirigiéndose a: https://vozcatolica.com/ayudanos . Desde ya muchas gracias.

36:20- Robert Greenway, Senior VP of American Global Strategies, Former Deputy Assistant to the President and Senior Director for the Middle East and North Africa in the Trump administration, and principal architect of the Abraham Accords Topic: U.S.-Iran talks gaining momentum in Doha 49:37- Craig Shirley, Presidential Historian, Political Consultant, and Reagan biographer Topic: New Theodore Roosevelt Presidential Library and the great Presidents of American History for America's 250th 1:00:11- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: At least 13 killed in Russian drone and missile strikes on Kyiv 1:10:17- Patrick J. Brosnan, Retired and Decorated NYPD Detective and the host of "Pat Brosnan: Live From the Batcave" Saturdays at 9 a.m. on AM 970 The Answer Topic: Couple climes spire of the Empire State Building 1:32:12- Larry Elder, host of "The Larry Elder Show" on the Salem Radio Network, author of "As Goes California: My Mission to Rescue the Golden State and Save the Nation" and the host of the "We’ve Got A Country to Save" podcast Topic: Democratic socialist candidates and the threat they pose to the U.S. 1:44:59- Lara Trump, Host of "My View with Lara Trump" on Fox News, Former Co-Chair of the Republican National Committee, daughter-in-law of Donald Trump, and host of "The Right View with Lara Trump" on the Salem Podcast Network Topic: Celebrating America 250, Other news of the day 1:58:28- Amanda Martin, author of the children's book "Henry, the Star-Spangled Spaniel"Topic: Alleged censorship of her book by Instagram 2:07:52- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: July 4th and the concept of Divine ProvidenceSee omnystudio.com/listener for privacy information.

In this episode, Dr. Paul Wheatley-Price sits down with Dr. Tony Mok, Li Shu Fan Professor in the Department of Clinical Oncology at the Chinese University of Hong Kong, to break down some of the biggest lung cancer highlights from the 2026 ASCO Conference, held in Chicago this June. Together, they discuss new research on targeted treatment after surgery for RET-positive lung cancer, immunotherapy for advanced squamous NSCLC, and a long-term update on first-line targeted therapy for ALK-positive lung cancer. They also look ahead to emerging research coming up in KRAS-mutated lung cancer!

This week on This Way Out: Emma Schulman takes to the LAPRIDE streets to hear what folks have to say about PRIDE, plus, a Rainbow Rewind featuring playwright, activist, Larry Kramer and in the news, the Supreme Courts of Nepal and Eswatini are ordering marriage equality and queer civil rights; don't bet on trans protections in the U.K.'s game of Prime Minister roulette, and don't bet on the New York Times for covering trans news; say goodbye to U.S.-funded AIDS care via PEPFAR in South Africa, but say hello to animal world DEI in the documentary Second Nature. Credits: Associate Producer/Host Lucia Chappelle, Producer Brian DeShazor, News writer Jeb Backe, feature producer Emma Schulman, NewsWrap reporters Marcos Najera and Ret, music: Purrfect the way you are by Tatsu & Lyov, Two, Three, Fall by Mice Parade from Freemusicarchive License by CC BY-NC-ND, and Kim Wilson

WOKV military affairs analyst and host of First Coast Militar Life, Col. Chris Budihas, Ret., joins JMN to look at the latest in military life affairs, leadership/policies from the Pentagon, domestic service by National and State Guard vs deployed service, America's 250th celebrations, and more.

In this episode of The Mentors Radio, Host Dan Hesse talks with General (Ret.) Stanley McChrystal about his career, leadership, building teams, risk management and more. A one-of-a-kind commander with a new perspective on organizational dynamics, Ret. General Stan McChrystal is known for helping elite teams tap into the potential of their people to better compete in a complex and interconnected world. Few can speak about leadership, teamwork, technology and international affairs with as much insight can he. Ret. General McChrystal is the former Commander of U.S. and International Forces in Afghanistan, former leader of Joint Special Operations Command (JSOC) and co-founder of The McChrystal Group. His exceptional and innovative understanding of organizational dynamics has led to remarkable achievements in both military and business applications. McChrystal is the author of several best-selling books on leadership, building teams, engagement and risk management. After retiring from the U.S. Army as a four-star general, General McChrystal turned his expertise to the business world. He is the Founder and CEO of the McChrystal Group, which helps Fortune 500 Companies strike the right balance between hierarchical and decentralized team mindsets and structures. He and his firm focus on the power of network analysis and machine learning to strengthen how companies connect, internally and externally. As the author of several best-selling management books, General McChrystal offers a battle-tested system for detecting and responding to risk. LISTEN TO the radio broadcast live on iHeart Radio, or to “THE MENTORS RADIO” podcast any time, anywhere, on any podcast platform – subscribe here and don't miss an episode! SHOW NOTES: GENERAL (RET.) STANLEY A. McCHRYSTAL: BIO: https://www.mcchrystalgroup.com/people/stan-mcchrystal/ BOOKS: My Share of the Task: A Memoir, by Stanley McChrystal Team of Teams: New Rules of Engagement for a Complex World, by Stanley McChrystal Leaders: Myth and Reality, by Stanley McChrystal Risk: A User's Guide, by Stanley McChrystal WEBSITE: www.mcchrystalgroup.com/

This interview is disseminated on behalf of Allied Critical Metals Inc. In this episode of Stocks to Watch, we sit down with Maj. Gen. (Ret.) James A. "Spider" Marks, Director of Allied Critical Metals (CSE: ACM | OTCQB: ACMIF | FSE: 0VJ0), to discuss the growing strategic importance of tungsten amid evolving geopolitical and supply chain dynamics.Used in defense, advanced manufacturing, and electric vehicles, tungsten has become an increasingly important critical metal as governments and industries seek secure sources of supply. James explains how Allied Critical Metals is reviving historic tungsten mines in Portugal to help meet this demand.Learn more: https://alliedcritical.com/Watch the full YouTube interview here: https://youtu.be/-9j8Jt-2Ra4And follow us to stay updated: https://www.youtube.com/GlobalOneMedia 

Podcast: Exploited: The Cyber Truth Episode: From Compliance to Resilience: Securing Digital Mission Systems at Military ScalePub date: 2026-06-25Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn this episode of Exploited: The Cyber Truth, host Paul Ducklin is joined by RunSafe Security CEO Joe Saunders and Lt. Gen. (Ret.) Bill Bender, former Chief Information Officer of the U.S. Air Force, to discuss what it takes to build true cyber resilience across some of the world's most complex digital environments. Drawing on his experience overseeing a $17 billion IT portfolio and helping establish the first Chief Information Security Officer (CISO) and Chief Data Officer (CDO) offices within the Department of Defense, Bender explains why organizations must move beyond checklist-driven security and adopt a mission-focused approach to risk management. Together, they explore: Why compliance alone cannot secure mission-critical systemsBuilding cybersecurity leadership, accountability, and culture at scaleManaging technical debt and long-lived systems that cannot easily be replacedThe role of Zero Trust in protecting complex defense environmentsHow software supply chains and SBOMs support mission assuranceWhy public-private collaboration is essential for modernization and innovationThe growing impact of AI on cyber defense and critical infrastructure security From defense acquisition to critical infrastructure protection, this episode examines how organizations can strengthen resilience.The podcast and artwork embedded on this page are from RunSafe Security, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

What happens when 57 airmen — most with zero combat experience — are handed the keys to a top-secret mission and told to go start a war?

Hugh discusses last night's New York primary elections and the U.S.-Iran MOU with Mary Katharine Ham, Noah Rothman, Sarah Bedford, Tim Rice, Danielle Pletka, Rear Adm. Mark Montgomery (USN, Ret.), and Dr. Matthew Mehan.See omnystudio.com/listener for privacy information.

24:59- Kate Lisa, New York Politics Reporter at City & State NY Topics: New York Primary recap 51:03- Arthur Aidala, former Brooklyn Prosecutor, star criminal defense attorney, and host of "The Arthur Aidala Power Hour" weeknights at 6 p.m. on AM 970 The Answer Topic: Former chief of staff to Eric Adams, Frank Carone, arrested in federal bribery case 1:02:28- Dr. Darrin Porcher, Retired NYPD Lieutenant, Criminal Justice Professor at Pace University and a former Army Officer Topic: FBI and NYPD's corruption investigation of police executives 1:11:40- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: U.S. forces killed ISIS leader in air strike 1:24:48- Congresswoman Nicole Malliotakis, Representative for New York's 11th Congressional District Topic: President Trump refuses to sign housing bill; Joining ICE to highlight the worst of worst arrests & sound alarm on Hochul sanctuary law 1:35:40- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: Socialism; Greater good vs common good; What deists believe 1:46:36- Karol Markowicz, Columnist for the New York Post Topic: "Mayor Brandon Johnson declares a ‘transfemicide’ crisis, ignores hundreds of black deaths" (New York Post op ed) 2:00:55- Assemblywoman Dawn Fantasia, Republican representing New Jersey's 24th legislative district Topic: New Jersey's $60.7 billion spending planSee omnystudio.com/listener for privacy information.

In this podcast, Greg Voisen sits down with three powerhouse co-authors — Susan MacKenty Brady, Stuart D. Kliman, and Lt. Gen. (Ret.) Leslie C. Smith — to explore their Harvard Business Review Press book, All the Difference: Six Leadership Actions to Bridge Perspectives, Strengthen Teams, and Create Value. Together, they bring perspectives from the academy, the boardroom, and the battlefield — and what they've uncovered might just change the way you lead forever. What if the biggest threat to your team isn't a lack of strategy — but a failure to lead through difference? These three authors make a bold case: managing difference may be the single most important leadership competency of our time — more critical than strategy itself, because it determines whether strategy ever gets implemented at all. They reveal the four hidden "landmines" — certainty, justification, inconsistency, and reactivity — that silently derail even well-intentioned leaders, and the six target actions that the best leaders use to turn those differences into extraordinary value. From why vulnerability is actually your greatest leadership strength, to why bias isn't a moral flaw but a feature of the human brain, to the real reason 85% of employees are withholding their concerns right now — this conversation is packed with insights that will make you rethink everything you thought you knew about leadership.

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          

John talks with Ret. General Jack Keane about the pivot in American foreign policy, shifting from military force to economic and diplomatic objectives to prevent a global financial crisis. Learn more about your ad choices. Visit megaphone.fm/adchoices

Part two of Ashe's conversation with Lt. Gen. (Ret.) Steven L. Kwast picks up where Space Revolution Ep. 22 left off, and this time they go further out. Literally. From China's 30-year plan to dominate the space economy to SpaceX's Earth-to-Earth rocket that can get you from LA to Singapore in under 20 minutes, this episode is equal parts geopolitical reality check and genuine wonder. Kwast explains why China is building battleships while America builds better buoys, what a livable space habitat actually looks like, and why Elon Musk's "future of human consciousness" comment still bothers Ashe. The answer, as always, is not a technology problem. It is a moral one.

June 15, 2026 ~ Rocky Raczkowski, Ret. Lt. Colonel in the US Army discusses the peace deal between Iran and America expected to be signed on Friday. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Fala, pirataria! Está no mar o nosso novo podcast! Neste episódio, Daniel Gomes de Carvalho (@danielgomesdecr) e Rafinha (@rafaverdasca) recebem Eunice Ostrensky, professora do departamento de ciência política da USP, para uma conversa sobre seu livro "Política, Retórica e Contingência." No podcast, passamos por Maquiavel, Locke, Harrington, Wollsonecraft e conversamos também sobre o mundo contemporâneo. Canal do História Pirata no YouTube: www.youtube.com/@historiapirata chave pix: podcast.historiapirata@gmail.com Episódio foi editado por: Marcos Sorrilha (@canaldosorrilha) Livro do Prof. Daniel sobre a Revolução Francesa: www.editoracontexto.com.br/produto/rev…esa/5105603 Livro "História em Público", com Bruno Leal, download gratuito: livros.unb.br/index.php/portal/catalog/book/722 Livro sobre Thomas Paine e a Revolução Francesa, download gratuito: www.academia.edu/127250233/Thomas…mes_de_Carvalho_ Livro O Jacobinismo e a Revolução Francesa, LF Editorial, preço reduzido: lfeditorial.com.br/produto/o-jacob…nGfGLZOZQ5PaeLh Livro "As Origens dos Estados Unidos", por Marcos Sorrilha: www.amazon.com.br/origens-dos-Esta…o&s=books&sr=1-1

War Room Trump Says Iran War Deal Coming Soon, As Tehran Demands $300bn! Musk Becomes World's First Trillionaire… PLUS, Exclusive Interview with Fmr. National Counterterrorism Center Director Joe Kent and Ret. Lt. Col. Anthony Aguilar

The Joe Piscopo Show 5-12-26 49:55- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: President Trump's settlement with Iran; "Trump’s counterterrorism strategy scores big wins against global terror threats" (Fox News op ed) 1:08:13- Lt. Col. Robert Maginnis, a retired U.S. Army officer and an experienced military analyst with on-the-ground experience inside Russia and Ukraine and the author of "Preparing for World War III" Topic: "Three choices now define Trump's Iran war and all of them have a cost" (Fox News op ed) 1:21:23- Lee Zeldin, Administrator of the Environmental Protection Agency Topic: Administrator Zeldin's New York tour 1:32:37- Dr. Eric Kaplan, New York City’s first board certified Functional Neurologist practicing in New York and New Jersey, founder of Kaplan Brain & Body, and the host of "Boost Your Brain Power with Dr. Eric Kaplan,” airing Saturdays at 8 a.m. on AM 970 The Answer Topic: Alzheimer's & Brain Awareness Month 1:56:11- Grover Norquist, President of Americans for Tax Reform Topic: Graham Platner's tax hike agendaSee omnystudio.com/listener for privacy information.

ASCO 2026 is a wrap, and we needed an extra week to digest it all! Here the review list: 1. RASolute 302 - daraxonrasib and its standing ovation 2. MajesTEC-9 - 2L teclistamab in multiple myeloma in patient population 100% exposed to CD-38 targeting drugs 3. Initsmeran autogene + pembrolizumab in resected melanoma. Only a Phase 2 study, but super promising and exciting use of personalized medicine using mRNA technology 4. Libretto-043 - adjuvant selpercatinib in RET-fusion positive NSCLC following resection and platinum-based chemotherapy (in most of these patients) 5. PROTEUS - meh 6. SARC041 - Phase study of abemaciclib vs. placebo in dedifferntiated liposarcoma. The placebo did very poorly 7. CROWN at 7-years continues to offer an enticing PFS plateau with lorlatinib use in advanced ALK rearrangement+ NSCLC The Learning Oncology Companion from KelleyCPharmD: https://www.kelleycpharmd.com/learning-oncology-companion-oncopharm

FDD Executive Director Jon Schanzer hosts a special SITREP featuring FDD experts Lt. Col. (Ret.) Jonathan Conricus, RADM (Ret.) Mark Montgomery, and Behnam Ben Taleblu.Learn more at: https://www.fdd.org/fddmorningbrief

Hugh discusses Iran, Scott Pelley, and talks with Charles C.W. Cooke, Senator Tom Cotton, James Phillips, Rear Adm. Mark Montgomery (USN, Ret.), and Brad Thor (book).See omnystudio.com/listener for privacy information.

A devastating injury nearly ended her dreams of becoming a pilot. SUMMARY Lt. Col. (Ret.) Jannell MacAulay '98, Ph.D., says the accident was merely the first chapter in a career defined by perseverance, service and leadership. Listen to this inspiring story on Long Blue Leadership.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN DR. MACAULAY'S TOP 10 LEADERSHIP TAKEAWAYS 1. Choose your hard: You don't escape difficulty in life or leadership, you intentionally pick the hard path that aligns with who you want to become. 2. Let vision — not other people's verdicts — define you by holding a clear internal picture of your future that outvotes external “no's.” 3. Train your mind to eliminate the noise — unhelpful thoughts, doubts and narratives — to stay focused on what truly serves your goals. 4. Aim to harmonize your roles (leader, parent, partner, professional) across seasons of life rather than chasing a perfect work-life balance. 5. Be the calm in the storm by regulating your own stress response so your presence stabilizes your team instead of amplifying chaos. 6. Stop glorifying exhaustion and competitive stress and instead model healthy, high performance built on sleep, focus and quality over quantity. 7. Use simple daily mental skills — like mindfulness reps, the waterfall technique and a mindful minute at transitions — to protect clarity and compassion. 8. Replace “How are you doing?” with “What's going well for you today?” to surface real insight, build hope and better detect those sliding toward hopelessness. 9. Practice present, personalized recognition, because small, intentional gestures of appreciation can forge lifelong trust and loyalty. 10. When you hit a crucible moment and feel unsure you're ready, choose to commit and let the challenge grow you rather than hesitate.   CHAPTERS 00:00:00 – Introduction, Jannell's Academy injury, broken femur, and redefining “no” as possibility 00:05:54 – Her father's influence, early visions of command and flight, and limitless expectations 00:09:26 – “Choose your hard,” setting vision, eliminating noise, and turning barriers into options 00:12:22 – Air Force career breadth, strategy path, and introduction to the Syria chemical weapons mission 00:16:31 – Saying yes to Syria as a mother, family conversations, and the weight of the mission 00:19:00 – Syria as a crucible moment, inner critic vs external “no,” and committing through discomfort 00:22:17 – Identity beyond the uniform, family strain, rare eye disease, and pivot to mental performance work 00:27:06 – What stress really is, burnout, competitive stress culture, and leaders as calm vs storm 00:36:35 – Mindful leadership in action: no-email Fridays, recognition calls, and the “waterfall” technique 00:52:16 – “Breathless,” stories of Syrian mothers, legacy, and final advice to young leaders   ABOUT DR. MACAULAY BIO Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98, is a combat veteran who served 20 years in the U.S. Air Force, as a pilot, commander, special operations consultant, international diplomat and professionalism instructor. With her innovative leadership style, she was the first leader to introduce mindfulness as a proactive performance strategy within the United States military. Throughout her career she gained experience leading and building teams, designing and implementing complex organizational change, and creating innovative solutions to optimize the human weapon system when operating in rugged and high-stress environments. With over 3,000 flying hours in the C-21, C-130 and KC-10, and extensive education in performance and wellness, she specializes in high-performance under stress with a holistic approach. Dr. MacAulay currently serves as a leadership and human performance consultant for the Department of War, government sector and corporate America. She is the co-founder of Warrior's Edge, a high-performance mindset training program she developed with Pete Carroll of the Seattle Seahawks and high-performance sports psychologist, Dr. Michael Gervais. Dr. MacAulay is a graduate of the U.S. Air Force Academy, has a master's degree in kinesiology from Pennsylvania State University, and a Ph.D. with work in the field of strategic health and human performance. She is a certified wellness educator, yoga instructor and holds a certificate in plant-based nutrition. Dr. MacAulay is a TEDx speaker, military spouse and mother of two.     CONNECT WITH JANNELL LINKEDIN  |  WEBSITE   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. Naviere Walkewicz 0:00 Leadership begins the moment someone tells you what you can't do, and you decide they don't get to write the rest of your story. Lt. Col. Naviere Walkewicz 0:00 I'm Naviere Walkewicz, Class of '99. Long Blue Leadership starts now. Well, Dr. Janelle McCauley, Class of '98 welcome to Long Blue Leadership. This is an amazing time for us. Excited to have you.   Lt. Col. Jannell MacAulay 0:19 Thank you so much for having me. I know this has been a long time coming, so I'm excited to be here with you to start a conversation.   Lt. Col. Naviere Walkewicz 0:24 Absolutely, you know, I do want to highlight some of the things you've done. It's probably true that the list is shorter for me to say what you haven't done, but pilot, combat veteran, you're a leadership strategist, you're a mother, a wife, author — we'll talk about that later. You know, also really getting into the space of a human performance specialist, a commander, all of these things that you've done and, gosh, 20 years in the Air Force, and now having been out, so excited to talk today. Lt. Col. Jannell MacAulay 0:51 Thank you so much for that amazing introduction. I don't know if I could live up to even what you just said, in some ways. But yeah, I just would love to share with your listeners how amazing the Air Force Academy can be for the potential and the possibilities for someone's future. Col. Naviere Walkewicz 1:07 Absolutely, so let's actually jump into a time early in your cadet days, so we'll tie it right to the Air Force Academy. There was a moment in time where you literally broke your femur. I'm curious, did it break your dreams too, of being a cadet at the time? Col. Jannell MacAulay 1:21 It almost did. And there's a story to that, so I'll go into that a little bit. So, during basic training, I developed a stress fracture. You know, running in combat boots, especially the old black version that we used to run in. Lt. Col. Naviere Walkewicz 1:35 Yes, I remember.   Col. Jannell MacAulay 1:36 Not a good thing for your body. And so I had developed this pain in my right quad to the point where I could not even stand on my right leg to put my left pant leg on, during, you know, as you're rushing to — banging on the doors, we'll be dressed, like, “Open the doors, you will be dressed,” yeah, and I would be, you know, Welcome to the Jungleplaying —   Lt. Col. Naviere Walkewicz 1:55 I remember that.   Col. Jannell MacAulay 1:56 I'm putting up my pants and I'm in pain, and my roommate's like, “What is happening?” Like, “You need to go to the doctor,” and I refused to, at first, of course, right? Push through it, right? And then when I finally went, they were like, “Here's the Ace bandage and some vitamin M, you know, Motrin. And, of course, I didn't know anything different, so I kept going. And then it was three days after basic training had finished, and I was at cheerleading practice, and I was doing a back flip, and my femur, like, literally snapped in half. It sounded like a tree branch. It was — I just collapsed to the floor, and this was before we had cell phones, right? So, if you can imagine, I'm 17 years old, so I hadn't turned 18 yet, and so they couldn't give me any pain medication, you know. The emergency — the ambulances rushing into the emergency room at the Academy hospital, which was not equipped to deal with what just happened to me. So, they sent me up to the Army hospital in Denver at the time, was Fitzsimmons. They couldn't understand why a 17-year-old's femur would just snap, and no one wanted to really address the fact that maybe it was a stress fracture at the time, so they actually told me I had cancer. So, they did — a bone type, a bone type of cancer, and so they did a biopsy on the bone. I lived in traction for 10 days while all my classmates were continuing on with their freshman year. So I was about — they eventually determined that this was not cancer, this was actually stress fracture, and so the two choices they gave me was a cast from my hip to my toe for about six months, or they were going to put a rod and four screws. So a rod the length of my femur, two screws of screws on my knee, two screws in my hip. And then the doctor said, “Either way, you're never flying airplanes,”   Col. Naviere Walkewicz 3:36 And that was your dream?   Col. Jannell MacAulay 3:38 That was my dream. Yes, my uncle had flown Marine 1 for President Reagan, so I grew up watching him fly helicopters in the Marine Corps, fly the President, and just he was the coolest person ever, and I wanted to be just like him. He took me to the air shows, so yes, it was a crushing moment. You know, it was something where I thought I could either let what people were telling me, the doctor saying, “You're never gonna bend your leg like this, you're never gonna be a runner, you're never gonna be a pilot,” and I could let that define me, or I could choose to define myself and what I was going to be capable of, and what the possibilities would be for me in the future. And so it was very hard for 17-, 18-year-olds to process all of this, but my dad used to give, tell me a quote, and it was, “Vision is the art of seeing the invisible,” and he would always tell me, “If you could see it for yourself, you can make it happen,” and so when it came time for being pilot qualified, I actually chose to get all of the metal removed out of my leg, just so that there was no reason for them to not allow me to go to pilot training. And so I went through that, which was — Col. Naviere Walkewicz 4:49 Another surgery, wow. Col. Jannell MacAulay 4:50 Yes. So through all of that, I have learned that was the first experience where I learned a lot about myself and what I was, what I could focus on, how I could set a vision for myself in the future, and how I could start to eliminate the noise — that's what I call it now. I didn't have language for it at the time, but it's eliminate the noise that does not serve us in pursuit of our passions, in pursuit of our dreams. And that was what I had started to do, which it's kind of full circle that that is now my career, to help other people do it. Col. Naviere Walkewicz 5:26 I want to peel that back a little bit. There's so many things. I mean, your dad's quote: “Vision is when you can see the invisible. I think I paraphrased that a bit. One more time.   Col. Jannell MacAulay 5:33 It's actually a Jonathan Swift quote, and that “vision is the art of seeing the invisible.” Col. Naviere Walkewicz 5:39 OK, so were you always that way growing up because you had, you know, your dad in your life sharing that kind of thought with you, or has it been a series of experiences that you've had that have kind of really made you that way? Col. Jannell MacAulay 5:54 So, my dad has always been a very positive role model in the sense of eliminating barriers and dreaming big. So, when I was 7 years old, and I was a ballerina, he used to tell anyone that — and I distinctly remember this as a little girl — he would tell anyone that would listen that I was going to grow up to be a submarine warfare commander or a combat pilot. Col. Naviere Walkewicz 6:16 Oh, wow, not a swan, no ballerina, you know — Col. Jannell MacAulay 6:18 And I would literally be in my tutu, and he would tell strangers at the grocery store, right, “This is my daughter, Jannell, she's gonna grow up and do these amazing things.” And in the '80s, women couldn't do it, right? We weren't there yet, right? We were not allowed to — and so I didn't know that. I didn't grow up thinking that there were barriers on what I could become, and I think that's a, we have this role as parents to help our children see what's possible, because you know they can either be told where the limits are or they could be told where the possibilities exist, and I think my dad did a lot of that for me, and so that I think is a lot of my story is, like, journeying through challenge and trauma to figure out that I didn't have to listen to that voice. I could create a new one, and my dad taught me how to do that, and then I've kind of developed, what I think, are skills and training, because it's hard. It is very hard to do, and so I like that's been what my Ph.D. work and my research has been focused on, is how can I help other people who don't have maybe that those resources or their parents in their life that have taught them those things. How can I give them those tools?   Col. Naviere Walkewicz 7:27 So you were a cadet when you made the decision that you still wanted to be a pilot, and you didn't want there to be anything that said you couldn't, so you made the decision to have the metal removed from your body. As we think about decisions that we have to make in life, that could be dream-opening decisions or dream-closing decisions. How did you come to that decision? And you know what would you share to someone who's at a similar crossroads in their life? Like, how do you navigate? That's a tough decision you made.   Col. Jannell MacAulay 7:54 It was a huge decision. I think part of it is understanding what are you passionate about? Who do you want to become? And not just about what you want to do, what type of person you are. That's a lot of what I think mental skills work is as well, is like, who's the person underneath, because once you figure that out, then the doing follows, right? Like, you could do anything, and I was the type of person underneath it all that did not like to be told no, right? Or I loved it when someone would say, “You can't do that,” right? It's like the challenge is what inspires me and motivates me, and so when they were saying you will not be a pilot, it was like, OK, well, then how do I get to yes? And part of that path was I had to have the metal removed. Now, there were some arguments, like, “Maybe you'll be fine.” I don't want to take the risk, right? I was like, “Nope, I don't want to give anyone an excuse to take something away from me.” That was kind of the mindset at the time. Col. Naviere Walkewicz 9:00 So, I think that really dives into this idea of, you can, when you said yourself: The no in front of you is kind of like, “How do I turn that into a yes?” You know, clear out the noise. How did that play into your life as an Air Force officer? Because I'm sure that you came across a lot of what we're seemingly no's. What did that look like? Col. Jannell MacAulay 9:22 So, here's, but, and this goes back to the Academy as well. I tell young people today, my greatest gift is to tell them, “Choose your hard.”   Col. Naviere Walkewicz 9:34 Choose your hard.   Col. Jannell MacAulay 9:35 Choose your hard, right. Anytime I'm asked to speak to a college, you know, high school audience, like, I do mental skills, but a lot of times the theme is “choose your hard,” because I think people are — young people are always in pursuit of the easy button, and then when they encounter hard, like, “Oh, there's got to be a better way.” The lesson is, it's all hard, right? It's all hard. So, determine what you want to do, or who you want to be more, and how you're going to get there, set the vision, and then navigate through the hard. And I would argue you need to equip yourself with the mental skills to do that, and in pursuit of that, there is going to be no right, there are going to be challenges, and part of it is accepting the challenges instead of being afraid of them, because it is through those challenges that we're actually going to accomplish great things, and we're going to get to reach our dreams and our goals. And I think that that is something I struggled with, but I found a way and a path through it. So, I think that there's always going to be no in your life, and I like to create opportunities, so then I have, I get the choice instead of just having to default to someone else telling me no, like even when I left the Academy, I applied for pilot training for grad school, for physical therapy school. Because I wanted to have opportunities, so then I got to choose which path I wanted in the future, which hard I was going to choose for myself in that moment.   Col. Naviere Walkewicz 11:03 I just — I'm thinking about you, went into the Air Force as a pilot, and you talk about choosing your hard, and you also are a mother. Let's talk about that piece. I think just navigating the and in being a mother and a leader and an Air Force officer and a combat veteran, a pilot, etc. I mean, that's a lot.   Col. Jannell MacAulay 11:23 It is a lot, but I think underneath it all, the person that I am is one who not balances my life but harmonizes it and all the roles that I get to play. I think that's the greatest thing about the Air Force. You list all those things that I've done. I was watching the cadets yesterday, I was one of them, with just a bright future and so much possibility. And under one organization, I got to fly multiple airplanes, I got to go back to school numerous times, study a lot of interesting topics, from my degree in exercise physiology, from Penn State to my Ph.D. in strategy. So I got to study all these different things. I got to work in chemical weapons, which I know we're going to talk about later. I got to fly around the world, I got to lead people all under one team, right, one organization, and that is the greatest thing I think the Air Force can give people if they take those opportunities that are in front of them. Col. Naviere Walkewicz 12:23 Yes. Well, let's, let's jump into a time — you actually brought up Syria. And so let's go there, because I think I would like to hear more about the story, and how it kind of unfolded around the chemical weapons there. Col. Jannell MacAulay 12:36 So, I got sent to — it's post… So I went to the School of Advanced Air and Space Studies — SAASS time, and my husband and I were actually the first married couple to go through SAASS together. And stayed married at the end. There was one other married concept that it were exactly that. There was one other married couple with us at the time, which is really unique, but I took — you know, through SAASS, you get a strategy focus, and you have to go do a strategy job somewhere for your staff to work. OK, and so my husband really wanted to go work at the Pentagon, so he was on the joint staff working on the Israel-Palestine desk for the chairman, and I was like, “What else can I do in DC to keep my family together, that would be interesting?” And there was this job at this little organization called the Defense Threat Reduction Agency, and DTRA, as they're known, is the brain trust for everything weapons of mass destruction, so chemical, biological, nuclear weapons, planning, research, execution of mission, that is all run out of DTRA, and so I was like, “That sounds interesting, I've never done anything in any of this space, but it'll be an easy job,” is what I thought, because I was about to have my second baby, and every time I call them, no one ever answered, like, past 3 o'clock so I'm like, “Great job.” Exactly. Like, I got my staff tour done, and I get to do something new. But I was a fish out of water, you know, like former pilots, like going into this situation, the WMDs. They gave me that job also, because no one wanted it, it was almost asking people who are experienced in the world of chemical weapons to do an impossible task, right, to handle an impossible problem. And so, at the time, nobody really wanted to put their name to it, because there was a no-win. We don't have diplomatic relations with Syria, like this — a bad civil war was happening there with an evil dictator, right? Like, how were we going to solve that problem without any type of relations? And then, you know their proxy of Russia, right? So then it's like we don't even have — we didn't have the greatest relations with them. So when August of 2013 occurred, and Assad used chemical weapons against a civilian population, 1,400 people died almost instantaneously from sarin gas. Sarin gas is one of the most awful chemicals, immediately, right? It's like paralysis. It makes your eyes water, like you become — it's a horrific way to die. And when that happened, my life changed, because all of a sudden it was like, “Oh my gosh, this is real. And, “Who's been studying this problem?” And at the time, it was you and your team. And so we kind of got thrust — I got — I went to London almost immediately to start briefing our international partners on what we had been building and studying, and luckily we had been, for the better part of six months, working on this problem. And then shortly after that, I went to the Hague, because Syria did turn over their chemical weapons to the international community, and there's a whole story behind that. Obviously, we got the Russians to help with that. And then I got sent to the Hague to work at the Organization for the Prohibition of Chemical Weapons — the OPCW is who has all the inspectors and the teams who helped destroy and inspect the status of these chemical weapons — and so I got sent there to work with them and negotiate directly with the Syrians and the Russians to build the plan. And I remember my boss was like, “You have to go, and I don't know when you're coming back, we need someone over there to be running point on this mission,” and yeah, he sent me, and he said I didn't have to go writing my little kids, Andrew just turned 1, but he said, you know, “We need you, and this is what I picked you for, this mission, and this is what it's for.” So, yeah. Col. Naviere Walkewicz 16:31 Wow, what did you — what went through your mind when you were asked to go, and you had the opportunity to make that decision? What do you mind besides the fact that you have young children? Col. Jannell MacAulay 16:44 Well, of course, like, I think, like most mothers, you never are like, “I still want to leave my kids,” right? I want to go, but I knew it was the right thing to do, because I had the ability to make an impact and a difference, because I knew the mission inside and out. I was the right person at the right time, and I was ready. I distinctly remember I went home to talk to my children. Well, Ally, she was 6 at the time, and I remember talking to her, and I said, 'Mommy has to go away to handle this mission. And what I'm going to do while I'm away is there's some really bad stuff that some really bad people have, and I'm going to work to take that stuff away from them, so that they cannot hurt anyone anymore, and she looks up, and she's, you know, crying. We're both crying, and she said, “Mommy, like a superhero?” And, I just, like, kind of nodded, and she's like, “You can go, Mommy,” like, “You can go.” And it was in that moment that I realized, like, that's why we do these jobs. It was to protect her, to model to her that, like, I can be a mom, I can be a strong mom, and I can also go do things in the service of my country and the service of my nation and it was important for me to go, and then — so that was a driving force, like knowing that my family was going to be OK and supportive, but the other driving force was thinking about the mothers in Syria who lost their children, and thinking, here I was holding mine and they will never get to hold their children anymore. I mean, hundreds of children died and were put in mass graves after this, and mothers didn't get to say goodbye, mothers didn't get to hold their children, and they suffered immensely in those moments. And so I kept thinking about the Syrian mothers, and how if I could do anything to help prevent something like that from happening again, then I had to go, right, I had to do that for them. Col. Naviere Walkewicz 18:44 Would you say that that mission, or that part, that time in your career, was something that was so impactful in your life it changed you, or it maybe shifted your focus on things you were going to do later, or was it just at that time, this is where I need to be doing and making an impact? Col. Jannell MacAulay 19:01 There's a whole story behind it, where we were dismissed, and we came up with the innovative idea of how to solve this problem by destroying these chemical weapons on a boat, ship — sorry, Navy — on a ship in the middle of the Mediterranean. Col. Naviere Walkewicz 19:12 Was that because you were told it couldn't be done that way? Col. Jannell MacAulay 19:14 Yeah, exactly. Col. Naviere Walkewicz 19:15 Oh, interesting. Col. Jannell MacAulay 19:17 We had to actually start a whisper campaign within the Pentagon, and the State Department and the National Security Council to get our idea heard. And eventually, it was. Col. Naviere Walkewicz 19:28 So I'd like to take a little bit of time in that space of when you recognize that need to keep pushing for, right, the choosing your hard. How do you navigate that? What would you recommend to somebody who has been no, no, no, no, no, no, no. How do you work your way through that? Col. Jannell MacAulay 19:45 Well, I would first ask, where is the no coming from? Because if the no is coming from your inner critic, right, I know how to get rid of that and eliminate that, and that is actually what most people — like, that is what prevents most people from doing great things. I like to say that we all have these crucible moments in our life, a moment where we're asked to do something that we really don't think we could do, right? Like, we're kind of like, “Oh my God, deep down you're like, “Oh, I don't think I'm gonna do this. Can I do this?” And in that moment, we have the opportunity to either hesitate or commit. Col. Naviere Walkewicz 20:24 Was Syria your yes? Col. Jannell MacAulay 20:26 It was very much a crucible moment. You could either hesitate and say, “Oh no, I can't do this, it's too big for me,” like, “I can't take this responsibility,” or “I can't make this decision,” or “I can't believe in my idea,” because the voice in your head says so. But sometimes it could even be real people telling you and dismissing you and saying, like, “You can't do this.” So, “Where does the no come from?” is always the first question. And if it's an internal no, you can train your mind to eliminate that noise. Col. Naviere Walkewicz 20:54 Yes. OK, I like that, because then you — it opened up your eyes to the possibilities of who you might connect with that can then help navigate through some of that challenge. Col. Jannell MacAulay 21:03 And here's the reason why we, as humans, love this: What happens when you step into discomfort, right? You're at that moment, that crucible moment, and then you decide to commit, and you step into discomfort, and you navigate through it, and you get to the other side. How does that feel? Col. Naviere Walkewicz 21:18 Amazing. Col. Jannell MacAulay 21:18 Right? You throw your arms up in the air: “I'm a badass! Look at what I just did.” And even you're like, I didn't think I could do that, and I did it. That is what we live for as humans. I don't think people realize that, right? Like, we want those moments, but we don't want the discomfort that comes in getting them. Col. Naviere Walkewicz 21:35 We want to be at the other end, right?   Col. Naviere Walkewicz 21:37 We just want to be at the other end of that, because we love that moment where you throw — so you're not gonna throw your hands up if you're like, “Oh yeah, that was so easy.” Col. Naviere Walkewicz 21:43 That's a good point. Col. Jannell MacAulay 21:44 Right. You wouldn't be like, “I feel so good about it.” I'll come—   Col. Naviere Walkewicz 21:45 We wouldn't share with people if everybody could do it. Col. Jannell MacAulay 21:47 Right? Exactly, so we do love those moments as humans, and I think that is part of what — I teach people how to not be afraid of discomfort, to get more opportunity and more times, more reps of those throw your hands up in the air and be a badass. Right? Like, and that's really what I think it's about, is being ready for that moment, and the more often you're ready for that moment, the more often you step into discomfort, the more throw your hands up in the moments you get.. Col. Naviere Walkewicz 22:18 So, if humans are chasing that, and that feeling of, like, you know, commit, raise your hand, get through it, and you know, kind of bask in like that, that moment, because you loved it so much. There's probably a desire to seek more of those opportunities. How did you navigate your career after that? I know you served 20 years. Was there a point where you're like, “It's time for me to move into this space,” or did you just happen to really decide to commit to this new world of mental performance and toughness? Col. Jannell MacAulay 22:49 So, I, like, most military members, I went through a phase where I got really caught up in my identity as an Air Force officer, Air Force pilot, and it can be scary to leave that identity with the one you've always known, the one that you've been comfortable with, and even though I'm successful in — and even though I do enjoy challenge and discomfort, it was scary, right? It is scary, and I think that, well, first, part of my story was, I don't know that I was necessarily completely ready to leave, but the Air Force was making it really difficult for my family. My husband and I, he was a maintenance officer, pilot, you would think maintenance and pilot, very like cohesive, compatible. We would be able to be stationed together. We spent six years apart, and two of the last three that I was in the Air Force, we did not live together. OK, and that was hard. Our kids are getting older, and I distinctly remember I was in New Jersey, commanding a squadron. My husband was in New Mexico, commanding a group. Note to the Air Force: New Mexico and New Jersey are only close in the alphabet, right? These are not close locations, not at all. And full disclosure, I had the kids with me and an au pair, because I couldn't have done it otherwise. And I remember my husband flew home, you know? He thought he would get in at like 2 a.m. on Friday night and have sleep for 10 a.m. on Sunday morning, right? Get back. I remember we woke up our son, he was four at the time, and he looks up and he goes, “Mom, Dad, you're together,” and I was like, “No, this is not OK.” Like I don't want my children to just wake up or just be grateful when their parents are in the same room, like, that's not what I want for their childhood experience. And so I actually gave up my command six months early, and that was one of the hardest things I've ever done, because I loved being a commander, but I was at a point in my life where I realized my squadron will get another commander who cares so much about them, just like I do, but my kids only have like one mom, yeah, and they had one dad, and they needed us together. And so that was a hard decision, but it did set me like on a trajectory to think about retirement, to think about, you know, what I could do on the outside, and actually it was like divine intervention, I actually lost my pilot qualification. I have a rare eye disease, and so I've gone very blind to my central vision, like 80% blind to my right eye. So I was going to get my pilot qualification taken from me, and so I think that was God's way of saying, “It's time, this is not your path anymore. You have a different gift,” right? Flying was a great gift, leading in the Air Force was a great gift. “There's a different path for you.” And so that's when I retired, and then kind of realized there were so many people that wanted to hear this information. There were so many people that were struggling with this idea of “How do I perform? How do I manage stress? How do I get those badass, like, throw my hands up in air moments?” And I started by working with high-performing teams, the military, first responders, hospital workers, you know. Then COVID hit, and I realized everybody, everybody needs it, stress, like psychological disorders, like they're on the rise, anxiety, and if I knew how to help people, why would I keep that to myself, right? Like, it's just became something I'd be passionate about. Col. Naviere Walkewicz 26:29 Goodness, that's probably something that people don't know just by looking at you, that you actually have an eye disease that you battle through, and I'm curious on when you started into this work, like you said, COVID hit, and you realize everybody needed this. It almost is a bit of, maybe reinvention is not the right word, but you literally change your trajectory completely, even though you had all that schooling. So, my question is, how did you actually, how do you determine who you work with, because the land is so vast of who needs it, you know? I mean, how do you actually do that? Col. Jannell MacAulay 27:06 There's only one of me. It has been hard. My tribe is always the military, and even though I do spend a lot of time in the private sector working with, you know, companies from Amazon, NBC Universal, like, hotel chains, different industries — which I love — anytime a military commander reaches out and says, “We need help,” whether it's burnout, whether it's just not optimizing performance, whether it's stress-management, because if you look at the majority of DOCS today, people are burnout and stressed out, and—   Col. Naviere Walkewicz 27:47 Oh, the organizational climate service.   Col. Jannell MacAulay 27:49 Yes, yes, the climate service. And so most of the time, how do you, how do you manage that as a commander? Because, and here's the thing about stress and burnout: Stress is a perceived emotion. People don't think about it, but the actual what stress is, is your perception as to whether you have the mental resources to meet the demands of a given moment. So, your brain, when you're faced with a stressor, something comes at you, and it's a stimulant, right? And your environment, whether it was like a contentious conversation, traffic, it was like a big decision, like flying a plane in combat, right, whatever that is coming at you, your brain does a like split-second calculation as to whether you have the mental resources to meet the demands of that moment, and if your brain says, “Oh hell no,” it becomes overwhelming, it becomes stress, it be it sends you into this like spiral of like anxiety, which is like — what anxiety actually is, it's your mind's creation of what you think is going to happen in the future. It actually hasn't happened to you. Anxiety is a complete creation of the mind, right? It is. Our minds are fantastic at mental time travel. They will take us in catastrophizing about the future. I like to tell people, the majority of the catastrophes you will experience in your lifetime, they will only happen inside your head, right? They will feel very real, because our minds are fantastic at this time travel. Col. Naviere Walkewicz 29:11 Then it turns physical. Col. Jannell MacAulay 29:12 Yes, then it becomes like part of our physiology. So that's what this is, what leads to chronic stress. It leads to preventive illness that sets in, because we live our lives in this chronic state of stress, and stress again is a perception. So you could also be stimulated by that stressor, and instead of getting overwhelmed, you could say, “Bring it on.” Like, this is a challenge and I've got the resources to meet this moment. It's a choice. Again, I get people, “It's not as simple as that.” It is as simple as that, but it's hard in practice, and most of that is because we have spent 20, 30, 40 years training and wiring our brains for one direction, which is to strat for stress and survival, right. And so when I do ask people to flip it, you can't just flip it over, but these are not soft skills. This is why what I teach is very hard, because you're rewiring your brain. The good news is it's called neuroplasticity. We can rewire our brains, but it does take work and deliberate commitment, and that's why, you know, I see this all the time with spouses. They're like, “I don't see what is the big deal. My wife is freaking out,” or vice versa, like in a cockpit. Like, I'm calm, and I'm like, “Why is my co-pilot freaking out?” It's that perception, and how our brain deals stressors. Col. Naviere Walkewicz 30:27 So, we have a lot of listeners that are leading people. How do you navigate their ability to help others through that, or is it really more dependent on the individual themselves? Like, do you need the individual to do with the work with you, or can you work with the leader and help them navigate that with their folks? Col. Jannell MacAulay 30:46 You can absolutely work with the leader, and as a leader, you can role model the behaviors. So, there's some real science behind this. For example, how often is a leader creating a storm instead of being the calm in the storm, right?   Col. Naviere Walkewicz 31:02 More often than people realize.   Col. Jannell MacAulay 31:03 Right, it really is, and it's almost one of those things where later can be the calm in the storm, right? But when they're not, they embody the stress that then pervades through the organization, right? Like they create that culture, and so if you have a boss that comes in every day stressed out, you have a boss that's not sleeping. I absolutely, this is what drives you crazy about leaders in the Air Force, who will say things like, “I only sleep three, four hours a night,” and like, you are bragging your suboptimal, right, from someone who studies performance and psychology, and like, you are literally telling people, “I am not ready to make decisions on your behalf or be your leader today.” Col. Naviere Walkewicz 31:42 I like how you said that: “You are bragging your suboptimal.” That is right, there, those words, that's fantastic. Col. Jannell MacAuley 31:48 Right, but we — it's part of our culture, right, to even kind of be like proud of it. Col. Naviere Walkewicz 31:51 How much did I actually, you know, keep myself up to get more done? Col. Jannell MacAulay 31:55 Yes, yes. And so here's another example. I'll tell a quick story. I was a commander, sat down Monday morning meeting with my peers, and one guy says, “Oh, I worked all day Sunday on performance reports, like, I have a sick kid at home, so I only got like two hours of sleep, like barely had time to grab coffee, you know, but I'm here to be a badass.” And then the next guy goes, “Well, let me tell you something. I worked Saturday and Sunday on all my performance reports, and, oh, by the way, two sick kids at home, so I didn't sleep last night.” Wow, you know, “I didn't have time to grab coffee, but like, I'm here to be a badass.” And then they turned to me, like, expecting me to one up them on my stress. It's a culture of competitive stress that we live in. And instead, I said, “Well, my husband doesn't live with me. I had to get all my work done last week, so I can spend the weekend with my kids,” but mind you, I had the OSS, the flying squadron, so I had triple the size squadron, “but I got all my work done last week because I was more focused in my work. Then I hung out with my kids, everyone slept great, like no one's sick, we're all good. I've got my yummy green smoothie to start the day,” and instead of anyone at that table saying, “Oh my gosh, how do you do that?” The sentiment was, “Well, she's obviously not working hard now.” That's our culture, like our culture is one of, if you're not stressed, if you're not showing how busy you are, you're not valued, and actually that is not the path to performance. The path to performance is quality over quantity, it's sleeping, it's demonstrating to stay calm, it's making good decisions, it's, you know, so we as leaders can either set that tone that we're in this competitive stress, which then makes our captains not want to be us, like that's a huge problem, right? But if you're the type of leader who stays calm, if you're the type of leader that they see, “Oh, they go home every night on time, they do spend — they do leave early sometimes to go to their kids' soccer game.” That could, should be OK, but it never — I never didn't perform my job right, I was still working hard and doing the things I needed to do every day, I just was more efficient. Here's the stat: We mind-wander half our waking moments. Do you know what that means? Like, we've all read a page in the book, back to the bottom. Yep, don't know what I read. Drove in your car someplace, don't know how I got there. Yep,   Col. Naviere Walkewicz 34:06 Yep, autopilot   Col. Jannell MacAulay 34:06 That's when you have an off-task thought, your brain, your attention system goes off task during an ongoing task or activity. I'm telling my brain to pay attention to driving or reading, it goes elsewhere. It's unintentional, and when our brain does that. t mind-wanders towards stressors, worries, catastrophes, Col. Naviere Walkewicz 39:41 To-do lists.   Col. Jannell MacAulay 34:22 To-do lists, exactly. All of those horrible things that then make you more angry and distraught and unhappy, right? So, what if we could get control of that, stop spending so much time in that distraction and be more focused? Well, you do that by not having your phone all the time, you do that by looking at people and actually listening, because this is where leadership comes in. If we're having a conversation and I'm telling you something important, you're my, you're my commander, and I look at you and I'm like, “She's looking at me but not listening.” You can feel that as you can see. And so leaders can be mindful and focused and pay attention. It doesn't take that much, but it takes awareness. That's really what we're training when we train our minds. We are training our awareness. I'm not saying that I am perfect at being focused, I am not perfect at staying calm. The difference is, is when I start to get out of control, I recognize it quickly, and I redirect. When I notice myself not paying attention to our conversation, I redirect very quickly. That's the skill, and that's what we're not teaching enough leaders, I don't think. We're getting there, because I think leaders can set the talent, leaders can set the example, and when I was a commander, I collected data, and we found that, you know, 60, over 60% of the leaders I was interacting with on a daily basis changing their life based on the things I was teaching them, based on the way I was modeling behaviors, and then a greater squadron, it was like 35% and that's — I didn't even teach them anything, I just demonstrated an example. So imagine once you start teaching people how much more those stats will grow and how people's lives will change. Col. Naviere Walkewicz 36:04 Right. well, one of my favorite stories, I think, that you know, and I'm thinking about our leaders that are listening in here as they, as they think about how they can be better leaders. One of the stories you shared previously was actually recognizing someone by calling someone important in their life to share their good news, and it took like two minutes. I think what a wonderful lesson, like being a great leader and championing someone does not have to take a long time, but the impact lasts — could be forever. Do you mind sharing that story? Because I just think that's such a wonderful one. Col. Jannell MacAulay 36:35 I love that story. So, I had an airman who got below-the-zone senior airman, and I used to do a thing where, you know, whether it was a coin or whether it was an award or whether it was just a job all done, and we wanted to celebrate someone in the squadron, you know, you could send someone an email. I hate email, which I did — also as a commander, No- Email Friday. Col. Naviere Walkewicz 36:56 Really?!   Col. Jannell MacAulay 36:56 Did not check my emails on Fridays because I wanted one day where I wasn't chained to my desk, like I was like, in fact, you know how my wing commander found out I was doing No-email Friday? Col. Naviere Walkewicz 37:06 Because they emailed and you didn't email back? Col. Jannell MacAulay 37:08 He got my out-of-office response. Welcome to No-email Friday. “I'm not checking my email today. If you really need to get a hold of me, call me. There's my phone number.”   Col. Naviere Walkewicz 37:15 I love that.   Col. Jannell MacAulay 37:16 So I did that to ensure that I could spend more time with, like, how do you lead people if you don't know them?   Col. Naviere Walkewicz 37:23 Right, you can't.   Col. Jannell MacAulay 37:24 And if you're sitting behind your desk or you're checking emails, like, you can't know people. So I would spend Friday down and about, and we used to do this thing where I would call someone special first for someone, if maybe they had a big event or whatever we were celebrating. So one day, this gentleman got below the zone, and I asked him to pull out his phone, because I used to call people, and people don't answer strange numbers anymore. So that stopped working. I was like, “You pick — pull out your phone, let's call someone special that you pick, and because everyone's gonna answer their kids, right? And I actually talked to, like, spouses, parents, grandparents, aunts, uncles, like brothers, sisters of people, yeah, over the course of my commands, and I asked him to pull out his phone, called his dad. I got to brag on him a little bit, saying, like, “Hey, this is what your son is doing,” and most of the time kids don't even tell their parents what they're doing in the Air Force, so it was an opportunity for that. At the end of the conversation, I remember it just like it was yesterday. The dad said, “I'm so proud of you, I love you, son.” And I looked up, and my airman just had tears streaming down his face, and I was getting choked up, and my airman said, my dad has never said that to me before. So we're busy as leaders, like we are, go, go, go, we are in a competitive stress environment, whether we want to be or not, and I'm just asking leaders to pause, right, and it doesn't have to take a lot of time, right, just pause. Those types of interactions you have with an airman, the next time you need them to work late, the next time you need them to take the hill, the next time you need them to go deploy, or whatever it is, you've built a level of trust that only happens when you're paying attention, and that's what the future fight is about. The future fight is about connecting as human beings and focusing when we're doing those hard and challenging things, and the way we do both of those is by training our attention system. You know, we have to pay attention to each other, and we have to pay attention to our job, so that we can be high performing when it's hard.   Col. Naviere Walkewicz 39:25 This has been excellent. I didn't — wow. Got me… Tears. Eyes are sweating here in the studio. No, this is wonderful. I'm curious, with all the work that you do in helping others, what is something you're doing every day to stay sharp yourself in this space to be better as a leader, what's something you do?   Col. Jannell MacAulay 39:46 I am really big on continuously challenging myself, like I always want to have a goal or something hard in my future, like I think that that, especially as we get older, I think it's really important. And so, on a personal front, I just signed up to run 50 miles.   Col. Naviere Walkewicz 40:04 Oh my goodness.   Col. Jannell MacAulay 40:04 I got five friends to do it with me, so I'm like excited. Yeah, it's not all in one day, it's like you run a 5k, 10k, half-marathon, marathon over the course of four days. Col. Naviere Walkewicz 40:14 And so the longest race at the end. Wow. Col. Jannell MacAulay 40:16 At the end. Yes, that's why it's a big challenge. And so that's my next one. Col. Naviere Walkewicz 40:22 When is that?   Col. Jannell MacAulay 40:23 That is in January. Col. Naviere Walkewicz 40:24 Oh my goodness, so yeah.   Col. Jannell MacAulay 40:25 Just about. And again, for someone who was told you will never be a runner, I think that's also why I want to do it, you know, just to prove to myself that I can, so that's kind of a personal challenge, but on the leadership front, you know, I challenge myself every day. Writing a book was scary, right? You know, when I go and work with each team, whether it's someone in the, you know, like a company or whether it's a military unit, I try to take my time to like customize exactly what they need. It's not just going to be like cookie cutter for everyone, and so that's like my continuous challenge is, can I go into an environment and lead and instruct and educate and train in a way that's meaningful to that group, and that's, you know, what I would, I do for my job, but most importantly, I love this sentiment that you can be everything to someone or you can be someone to everyone. Sometimes in my job I get on a stage, I talk to thousands of people, and I'm someone to a lot of people, right? I can give them a little piece of what I teach, but I also have two young people in my life, my children, that my role to be everything to them is also very important, and so I try to harmonize that the best I can, because it's easy. They get caught up in, like, I'm just gonna go out there and keep sharing this message and forget that there's people closest to me. You know, leadership is about influence, right? Your 3-foot circle, which one of my classmates at the academy, Ronnie Buller, taught me, right? Your 3-foot circle is who you interact with, whether it's your family, your team, your neighbors, your community, and so you have the ability to continuously lead, and that's I want to continuously lead by example and teach people that we need to train their minds. It's not a whoo whoo thing, it's a hard thing that requires deliberate and consistent practice, and it will pay dividends if you give it the focus and time it deserves. Col. Naviere Walkewicz 42:28 I appreciate that you use the word that you like to harmonize things in your life versus balance. I think that's a very distinct difference. It's really impressive. If you could go back in time and talk to Janelle, young Janelle, or maybe it's even just talking to your daughter once you're young girl. What advice would you give her in the space of leadership? Col. Jannell MacAulay 42:48 Well, I would say to choose your hard, and I wish somebody would have imparted that a little bit more on me. I had that sentiment, and I had a lot of grit, and I had a lot of determination, and that's why I did accomplish a lot when I was younger, but it was more difficult than it needed to be. I'm not here to say, like, it makes it easy, it can be easier when correspondingly, like, you're, you're, you have great, you have determination, you're repetitively challenging yourself, that builds mental strength. But if I had known that I could also train my mind in a deliberate way, in parallel, just to make it a little bit easier, and to also find the joy in the journey. There's a picture of me when I got back from a KC-10 deployment, and I'm holding my daughter. She was 15 months, so it was like the first time I had deployed when she was young, and that was a hard deployment. And I remember, like, I look at that picture, and I can see in my face and in my eyes, that I was always already worried about the next thing. Like, instead of being joyful that I was holding my daughter, I was like, in this great moment—   Col. Naviere Walkewicz 44:04 That's what I was expecting you to actually explain, that's crazy. Col. Jannell MacAulay 44:07 I wasn't there, like, my mind was already like, “OK, gotta go again,” like, “When's the next thing?” like, “When is was my next three-week trip that I have to leave her, when is the next thing that I'm gonna miss in her life?” And, you know, we spend a lot of time living our lives, stressful moments, a stressful moment to stressful moment, and I wish that I could have learned earlier to embrace the moments in between, to see them, right? I mind-wandered through many of them, I was just worried, I was catastrophizing. I mean, how many of us spend time in the military? As soon as you get to your first, your next assignment, you're already worried about what your next one is, right? You're like, OK, what do I need to do? Like, like, yes. And you're for me as a joint-spouse couple, there was no protections for us back then. Like, I love that they're finally gone, and I better know, yes, right? I'm so grateful for that, because we did not have those protections. It was like, here's where he's going, here's where you're going, and unless you had a commander or a leader that cared enough to make a phone call, you're going separate ways. And so I wish that somebody would have told me then to stop worrying so much about the next thing and just live more in the moment, I would have saved myself a lot of extra stress, a lot of extra angst, and I would have had more joy. And so that's really what I want for this generation, and that's why I work so hard, and I'm so passionate about this, is because if I could do it again, that's what I would want to remember.   Col. Naviere Walkewicz 45:31 So, with so many listening and watching, this is your opportunity to be, you know, something for many. What is the thing that they might do? A small thing they could do, just in their lives, to be a little bit better in their mental space and their mental capacity or performance.   Col. Jannell MacAulay 45:48 Gosh, I have, like, an 8-hour course.   Col. Naviere Walkewicz 45:51 I know. That's why I was like, “Here's a nugget everybody, pay attention.”   Col. Jannell MacAulay 45:56 OK, I'm going to give you — can I give you three? Which ones to pick? The first one is to start practicing mindfulness, to start doing mental pushups. You cannot layer in productive thinking, you cannot pivot your mind unless you eliminate the noise. Like, that's the first thing you have to do. You have to be able to see the thoughts inside your head and make a conscious choice not to follow them. Because a lot of them are not providing value to you, right? And the skill set that does that is mental pushups, is mindfulness, and it's this idea of the definition of mindfulness is being in the present moment without any emotional reactivity or judgment. Like, just be here now without judgment, that's what it means. And it's a deliberate practice of continuously being here now without judgment, so that when you are in a moment with lots of judgment, you can filter right, and especially that's where greatness comes from. It's not because of a great moment, it's because of what you do in the moments you're given. Second thing is, for leaders, stop asking people, “How are you doing?” I want them to rephrase that question and ask, “What's going well for you today?” And the reason we do that is for those two reasons: The first one is when you ask someone how they're doing, you're gonna get — most people are just gonna give you like, “Busy,” right? “Good,” “Fine,” “Liiving the dream,” whatever, right? But did I, as a leader, get any information from you when you say any of those in response? No. And then what we do as leaders? We get, “How are you doing?” “How are you doing?” “How are you doing?” And then we—   Col. Naviere Walkewicz 47:36 Check the box, check the box, check the box.   Col. Jannell MacAulay 47:37 Yes. And if you happen to have someone who's like, "Oh my gosh, let me tell you,” you're almost like, “Oh my God, good for you.” I didn't mean for you guys to tell me, because that's our cluster again, right? So I want leaders to start asking people what's going well for you, and that does two things. Now I'm going to get information from you based on your answer, and that information is also going to start training your mind and your psychological framework toward optimism and hope, because do you know the biggest problem for leaders today? I think is missing the hopeless people. We think that there's this binary of optimism and pessimism, and so the optimistic people, we can find them easy, and the pessimistic people, we can find them easy too, right? They're usually, I'm usually focused on the pessimism, because they're noisy and they're loud and they're annoying and they're bothering us and they're bothering the whole unit, right? And sometimes we're like, “Oh my gosh, Bob is so negative and angry,” like, “We should worry about Bob.” But the thing is, is that actually Bob's not your worry, because people who are pessimistic understand they're on a sliding scale. A pessimist thinks that there's a genuine belief that things could get worse, but if you believe things can get worse, you know they can also get better, right? Which is what optimism is. I genuinely believe things will get better. So, a pessimist — it's not binary. I want people at leaders to open up the aperture. There's optimism, pessimism, and then there's hopelessness and hope. That's the second thing. And then the last thing is leaders suffer from what I call compassion fatigue. OK, it's a very real thing. How many of us spend all day at work — it's kind of a combination of decision fatigue and compassion fat. You spend all day at work making decisions for other people, you make, you spend all day at work taking other people's problems, and if you're an empathetic person, like you take it on, right? You're like, “Oh my god, feel so bad, like airmen that are struggling with all these things.” Then you go home and someone at home says, “What's for dinner,” and you flip out about what's for dinner, right? And it's like, oh my gosh, where did that come from? Like, I didn't mean to snap, or someone in your — it's very important to you, and your whole life comes to you and needs you, needs your attention, and you're like, I have no more attention to give you, I have no more compassion to offer, because I am done, like I am burnt, so it's a very real thing, and it's not an excuse, I might have given people a label for what's happening, like it's this thing—   Col. Naviere Walkewicz 49:57 I have compassion fatigue. Col. Jannell MacAulay 49:59 Which is very true, and it's a very real thing, and I'm not giving you an excuse, I'm telling you, you need to fix it, and here's how you need to every time, like the whole time you're at work during the day, you need to shed all the mental distress that happens. You need to shed the empathy, right? Your empathetic, the empathy that you use when you're in an interaction with someone builds like extra stress into your. It's actually in your like body, yes? Right? Like, exactly. you take on those physical, and it becomes a physical manifestation. You need to shed that. So, what I have is called a waterfall technique.   Col. Naviere Walkewicz 50:36 Waterfall?   Col. Jannell MacAulay 50:38 So when you're, yeah, yep, so when you're engaging with people, remember we don't want to be distracted and not paying attention. So, put your phone away once you invite someone in your office. I don't have it. It distracts you by 20% if you have it on your body or in your view, right? Just have it put away. So now you're more attentive. Then I'm going to listen to you when you tell me whatever's going on in your life, and I'm going to envision we're at the top of the waterfall. Visualization is very powerful for our minds, so we're going to visualize that waterfall, and I'm talking to you, we're having a conversation, I'm fully present. You might have some stuff going on in your life, like I might have to take a note, I might be OK, follow up, I might give you some mentorship, but when we're done, your problems go down the waterfall, right? Like, we want to feel, “Oh, I'm  their commander.” No, it's still not your problem, right? The problem goes down the waterfall, so then the next person can come in. Now you're at the top of the waterfall again. I'm fully present with my next person that's coming in. I'm paying attention, I'm not thinking about the other conversation. Then when we're done, your problems get to go down the waterfall. It will protect your energy, it will protect your compassion, and so that when you go home, it'll just offer, you know. And then the other technique is before you walk in the door, do a mindful, mindful minute. Col. Naviere Walkewicz 51:48 Mindful minute right there. Col. Jannell MacAulay 51:49 Right. Col. Naviere Walkewicz 51:49 Well, I'm glad you shared three, because I think you know, I think that's what it's about when you're on your leadership journey, and I think leadership is a lifelong journey, and I think anything we can do better, not only to help others but to help ourselves as well, is really important. So, thank you for sharing that. Well, I want, before we close, I want to go into this moment, because you said yourself is a little bit vulnerable, you've written a book. Let's talk about Breathless, and this journey you've now undertaken. Col. Jannell MacAulay 52:17 So, Breathless is the story of mothers, and it's my story. And one of the women that worked on my Syria team with me, she was an Army officer, and we were both mothers of very young children at the time, and we also have two mothers in Syria that are sharing their stories with us, and they lost their children in a chemical attack. And so it's a story of mothers persevering through unimaginable odds, us working breathlessly to solve this problem, and basically having kind of this weight of the world on us to come up with a solution that would work and solve the problem, and then these mothers living in this horrible genocide, right, in this horrible time of a civil war, and under a ruthless dictator, and so they, the only reason why we're able to share their stories is because Assad, right, the liberation happened. Col. Naviere Walkewicz 53:16 I was like, I was going to say they're actually featured in your book. Gotcha. Col. Jannell MacAulay 53:20 Yes, and we originally started writing this book without their stories, and then once Assad fell, like we reached out and we got two mothers to share their story, and one of the mothers, her children were just slightly older than my children, and she lost both of them. The other mother lost her daughter, and her daughter was in prison during the Arab Spring. Her son traded out with her daughter because she was afraid of the conditions and what was going to happen to her daughter in prison. So the brother traded out with his sister, and the mother didn't find out until — her name is Amsaeed — she did not find out that her son Saeed had died, executed with 25 other prisoners before Assad left the country, so she didn't find that out till after liberation, so she lost a son, she lost a daughter, this other mother had two children taken from her, and so the story is about both of our struggles. Sarin literally takes her breath away, and we were working breathlessly, you know, to help them, and just the story of what it means to be a mother, like what a mother's love, what a mother's heart will do. And I just talked to Amsaeed last week, we coordinated a Zoom together, and I got to hear her story firsthand. She got to meet me and understand my story, and it was very evident to me that she said something that was very pertinent. She , “The world has a short memory, and people have probably already forgotten about Syria,” right? Like, oh yeah, something with chemical weapons, bad dictator, like it's another part of the world. And so part of writing this book also is to keep her story alive, to not let the awful things that happened to these women, I mean, to the whole community of Syrians, right, civilians, but especially the mothers who had to not even get to bury their children, and to help their stories surviv

Britt, Craig, and (RET.)Sinch are back together for an offseason episode filled with NFL predictions, roster debates, and plenty of classic Fignuts banter. The crew discusses major storylines around the league, including trade rumors, team outlooks, and which franchises are being overrated heading into the season. As always, the conversation drifts from football into drinks, random stories, and a few laughs before wrapping up with fantasy advice. 

Welcome back to the Oncology Brothers podcast! In this episode, we were joined by Dr. Isabel Preeshagul from Memorial Sloan-Kettering to discuss the latest advancements in lung cancer presented at ASCO 2026. Listen us on: Spotify: https://open.spotify.com/show/31BXhY9FM4gPWG10WgE11o Apple Podcast: https://podcasts.apple.com/us/podcast/oncology-brothers-practice-changing-cancer-discussions/id1653340966 Follow us on social media: X/Twitter: https://twitter.com/oncbrothers ⁠Instagram: https://www.instagram.com/oncbrothers Website: https://oncbrothers.com/ We dived into four key studies that could change clinical practice: LIBRETTO-432: exploring the promising event-free survival data with selpercatinib in RET-positive disease and its implications for adjuvant therapy. CROWN 7yr Update: seven-year progression-free survival results with lorlatinib in ALK-positive non-small cell lung cancer and the associated side effects. CHRYSALIS-2: exciting findings regarding amivantamab for atypical EGFR mutations and its potential to become the new standard of care. HARMONi-6: dual-headed drug ivonescimab combined with chemotherapy in metastatic squamous cell lung cancer and its intriguing results. We also touched on the importance of molecular testing for all patients, regardless of stage or histology, and highlighted the latest updates on tarlatamab in small cell lung cancer. Tune in for an insightful discussion that aims to keep our oncology community informed and engaged with the latest research and treatment options! Don't forget to like, subscribe, and check out our other episodes for more insights on oncology treatments, conference highlights, and FDA approvals. #ASCO2026, #LungCancer, #ALKPositive, #RETPositive, #OncologyBrothers

45:57- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: California tech CEO accused of smuggling U.S. equipment to Iran's military 57:03- Jim McLaughlin, pollster for President Donald Trump, strategic consultant, and CEO and Partner of McLaughlin & Associates Topic: Latest in the California primary results 1:07:03- Liz Peek, Fox News contributor, columnist for Fox News and The Hill, and former partner of major bracket Wall Street firm Wertheim & Company Topic: "Democrats face a socialist reckoning they are too scared to stop" (Fox News op ed) 1:22:24- Morgan Wright, Senior Fellow at the Center for Digital Government and Former Senior Advisor US State Dept Antiterrorism Assistance Program Topic: Trump's AI executive order to increase government oversight 1:30:21- Mark Morgan, Visiting Fellow at the Heritage Foundation, Former Acting Commissioner of U.S. Customs & Border Protection, Former Acting Director of ICE, and Former Assistant Director with the FBI Topic: Four Tren De Aragua members plead guilty to murdering two U.S. citizens in New York City 1:40:36- Gregg Jarrett, Legal and political analyst for Fox News Channel and the author of "The Trial Of The Century" Topic: "Judge who axed Trump name from DC landmark tied to anti-Trump conspiracy theory" (Fox News) 1:54:15- Congressman Mike Haridopolos, Republican representing Florida's 8th Congressional District Topic: House passes Iran War Powers resolution 2:01:59- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: Can reading the bible by verses stunt your spiritual growth?; World hunger; How America fits into the Bible's end-of-time prophecySee omnystudio.com/listener for privacy information.

¿Te sientes indigno o avergonzado delante de Dios? En este episodio el Pastor Danny Rojas explora Hebreos 4:14-16, revelando cómo Jesús, nuestro Gran Sumo Sacerdote, rompe las cadenas del legalismo y la vergüenza, ofreciéndonos gracia, compasión y acceso audaz a la presencia de Dios.  

In this week's NewsWrap there's identification liberation for Kenya's trans people, there's been yet another bust at an alleged “gay party” in Malaysia, abusive behavior roils UK schools, the Stonewall National Monument is in jeopardy, and PornHub Sapphic is launching. A Rainbow Rewind features June occasions from the birth of Zachary Quinto to the victory of marriage equality. And we'll share samples from our upcoming series for Pride Season, with Los Angeles Poet Laureate Brian Sonia-Wallace and series producers Emma Shulman and Abigail DeRoberts. Featured Speakers: Los Angeles Poet Laureate Brian Sonia-Wallace, Emma Shulman, Abigail DeRoberts, Cherie Moraga, Christopher Isherwood, Harvey Milk, Ivy Botini, Urvashi Vaid, Quentin Chrisp, James Baldwin Credits: Associate Producer/Host Lucia Chappelle, Producer Brian DeShazor, News writer Jeb Backe, feature producer Lucia Chappelle, NewsWrap reporters, Ret and Sarah Montague, music by Kim Wilson

The Joe Piscopo Show 5-29-26 33:27- Col. Kurt Schlichter, Attorney, Retired Army Infantry Colonel with a Master's in Strategic Studies from the United States Army War College, Senior Columnist at Town Hall, and the author of the new book "Panama Red" Topic: U.S. and Iran reach a deal pending President Trump's approval 48:19- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Feds seize $40 million in gold bars from the home of an ex-CIA official; Latest in Iran 57:23- Ammon Blair, former U.S. Army officer and Border Patrol agent and a Senior Fellow for the Texas Public Policy Foundation’s ‘Secure & Sovereign Nation’ Initiative Topic: Delaney Hall protests; DHS possibly blocking international flight processing in sanctuary cities 1:07:23- Gordon Chang, Asia expert, columnist and author of "China is Going to War" Topic: China-linked spy site expansion in Cuba 1:19:52- Laine Schoneberger, Chief Investment Officer, Managing Partner, and Founder of Yrefy Topic: Paying student loans on Fox Saturday 1:42:43- Heather Johnston, Founder of the U.S. Israel Education Association Topic: Marching in the Israel Parade on Sunday; Mamdani skipping the parade 1:55:27- Mike Davis, Founder of the Article III Project, Former Law Clerk for Justice Neil Gorsuch, and Former Chief Counsel for Nominations for the U.S. Senate Committee on the Judiciary Topic: Pam Bondi to appear before the House Oversight Committee; Biden's DOJ lawsuit; E. Jean Carroll investigation 2:04:15- Dottie Herman, host of "Eye on Real Estate" (Saturdays at 10 am) and "Real Talk with Dottie Herman" (Sundays at 10 am) on AM 970 The Answer Topic: Latest in New York and New Jersey real estate See omnystudio.com/listener for privacy information.

0:30 - Homan on ICE detention facilities 12:55 - BLM Brandon on teen takeovers: hold social media companies accountable 31:26 - Muckraker expose on food stamp fraud in Lawrence, MA 55:26 - Abundance Institute Head of AI Policy Neil Chilson reacts to Pope Leo XIV’s encyclical, saying he appreciates the Pope’s concerns and agrees “we have to use these tools in a way that serves our humanity.” Follow Neil on X @neil_chilson 01:14:17 - Sports & Politics 01:32:40 - Ret. Air Force Col. Rob Maness says Donald Trump is approaching Iran differently, and it’s time America’s adversaries—and allies—understand that. Col Maness hosts the “Rob Maness Show” robmaness.com 01:52:35 - First Things editor R. R. Reno weighs in on Pope Leo XIV’s encyclical, saying the real danger of transhumanism is how AI reshapes our moral understanding of what it means to be human 02:12:12 - Bryan Anderson, combat veteran, triple amputee, Purple Heart recipient, Emmy Award-winning host, actor, and author, discusses the new film Sum Funtion. Sum Function will have its hometown premiere this Saturday at the Hard Rock Casino in Rockford. For details casino.hardrock.comSee omnystudio.com/listener for privacy information.

On this episode of The Council of Dudes, we sit down with Ret Taylor.  Entrepreneur, guide, and founder who spent more than two decades building companies, leading teams, and navigating the real pressures that come with success, uncertainty, growth, and acquisition. But after years in business and leadership, deeper questions began to emerge. Ret shares his journey from scaling a nationally recognized wellness brand to finding clarity in the mountains and deserts that helped ground him and reconnect him with what truly mattered. We dive into modern leadership, alignment, transition, identity, burnout, perspective, and what happens when success alone no longer feels like enough. Through coaching, wilderness immersions, and modern rites of passage like Vision Quests, Ret now helps others step away from the noise of modern life and reconnect with themselves in a more honest and meaningful way. This conversation explores: Entrepreneurship and the hidden weight of leadership Growth, success, and the search for deeper meaning Modern masculinity and transition The importance of solitude, perspective, and wilderness Living and leading in alignment Reconnecting with purpose in a distracted world A powerful conversation about clarity, identity, and what comes next. Follow Ret Taylor:

35:16- Hans von Spakovsky, Senior Legal Fellow in the new Edwin Meese III Institute for the Rule of Law at Advancing American Freedom Topic: Indictment of Raul Castro; Other legal news of the day 49:11- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News Contributor Topic: Xi and Putin’s meeting 1:00:21- Dr. Jennifer Edmonds, Dean of the School of Business and Digital Media at Georgian Court University Topic: Ocean County spotlight 1:23:29- Congresswoman Nicole Malliotakis, Representative for New York’s 11th Congressional District Topic: Raul Castro indictment 1:34:59- Laine Schoneberger, Chief Investment Officer, Managing Partner, and Founder of Yrefy Topic: Latest from Yrefy 1:44:34- Gordon Chang, Asia expert, columnist and author of “China is Going to War” Topic: Trump’s defense of Chinese students in the U.S. 1:57:44- Christian Toto, Entertainment Commentator, host of the “Hollywood in Toto” podcast, and Managing Editor of Hollywood in Toto.com Topic: “Stephen Colbert embodies Hollywood’s partisan self-destruction” 2:06:21- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of “God in Our City” on WMCA Topic: Memorial Day; Pentecost Sunday; Recap of the Rededicate 250 eventSee omnystudio.com/listener for privacy information.