Podcasts about RET

Rear Admiral Sandy Adams, USN, Ret., served 34 years in the U.S. Navy, leading both active duty and reserve units across global theaters. She commanded five Navy Reserve units, deployed to Saudi Arabia during Desert Storm, and advised Afghan defense leaders during Operation Enduring Freedom. Her final role was Deputy Commander of the Navy Expeditionary Combat Command, overseeing 19,000 personnel. As a reservist, Adams also held various senior civilian roles in defense contracting and supply chain management.Adams earned a Bachelor's degree from Michigan State University, a Master's in National Security and Strategic Studies from the Naval War College, and graduated from the Joint Forces Staff College.Retired from the military, Adams is currently active with the Daughters of the American Revolution, El Redondo, CA Chapter, The Military Women's Memorial, and is a Member of the Chairman's Flag Council for the Museum of the Surface Navy. On our podcast, Admiral Adams shares her stories about the challenges of being a woman in the Navy, while also expressing her passion for all those currently on active duty and veterans.Support the show

Hugh’s annual Veterans Day Program featuring senior staff from TheFund.org Beth Birchfield and Christy Stover, plus USMC Sgt. Major Kevin Swiss, Corpsman Tyler Burdick (USN, Ret.), Major Ivan Castro (USA, Ret.) Specialist Darnell Duggar (USA, Ret.), Specialist Jason Wheeler (USA, Ret.) and Lance Corp. Ed Lyons (USMC, Ret.).See omnystudio.com/listener for privacy information.

 This Veterans Day, we're honoring those who've served—and continuing the conversation on what service looks like after the uniform comes off. Shannon is joined by Lt. Col. (Ret.) Kathy Lowrey Gallowitz, Founder and CEO of Vanguard Veteran, an organization dedicated to equipping civilians to become Veteran Champions. Kathy's mission is clear: bridge the gap between military and civilian life and empower veterans to thrive in the workplace, community, and beyond. From leading teams in uniform to leading a movement of understanding, Kathy shares her insight on building “vanguard” communities—those at the front of meaningful change. You'll hear leadership lessons born from service, the truth behind common misconceptions, and how we can all be part of reshaping what veteran employment looks like today. 

When an admitted violent offender walks free after 11 felony charges, something in the system is broken. In this episode of Hidden Killers with Tony Brueski, we expose how Oklahoma's Youthful Offender Act was used to spare 18-year-old Jesse Mack Butler from prison time after pleading no contest to multiple felony charges — including rape, attempted rape, sexual battery, and strangulation. Police say they found partial phone video of one attack. Medical reports confirmed that one victim required neck surgery after being choked to the edge of death. Despite the brutality, Butler's case was reclassified from adult felony to Youthful Offender — effectively suspending a 78-year sentence and replacing it with a single year of supervision. Joined by Ret. FBI Special Agent Robin Dreeke, Tony breaks down: The timeline of failures that let it happen. The family and community privilege surrounding the case. The behavioral patterns of predators — and those who protect them. Why “no-contest” pleas let defendants avoid public accountability. This is a story about systems that choose reputation over justice, mercy over morality, and silence over truth.

When an admitted violent offender walks free after 11 felony charges, something in the system is broken. In this episode of Hidden Killers with Tony Brueski, we expose how Oklahoma's Youthful Offender Act was used to spare 18-year-old Jesse Mack Butler from prison time after pleading no contest to multiple felony charges — including rape, attempted rape, sexual battery, and strangulation. Police say they found partial phone video of one attack. Medical reports confirmed that one victim required neck surgery after being choked to the edge of death. Despite the brutality, Butler's case was reclassified from adult felony to Youthful Offender — effectively suspending a 78-year sentence and replacing it with a single year of supervision. Joined by Ret. FBI Special Agent Robin Dreeke, Tony breaks down: The timeline of failures that let it happen. The family and community privilege surrounding the case. The behavioral patterns of predators — and those who protect them. Why “no-contest” pleas let defendants avoid public accountability. This is a story about systems that choose reputation over justice, mercy over morality, and silence over truth.

When an admitted violent offender walks free after 11 felony charges, something in the system is broken. In this episode of Hidden Killers with Tony Brueski, we expose how Oklahoma's Youthful Offender Act was used to spare 18-year-old Jesse Mack Butler from prison time after pleading no contest to multiple felony charges — including rape, attempted rape, sexual battery, and strangulation. Police say they found partial phone video of one attack. Medical reports confirmed that one victim required neck surgery after being choked to the edge of death. Despite the brutality, Butler's case was reclassified from adult felony to Youthful Offender — effectively suspending a 78-year sentence and replacing it with a single year of supervision. Joined by Ret. FBI Special Agent Robin Dreeke, Tony breaks down: The timeline of failures that let it happen. The family and community privilege surrounding the case. The behavioral patterns of predators — and those who protect them. Why “no-contest” pleas let defendants avoid public accountability. This is a story about systems that choose reputation over justice, mercy over morality, and silence over truth.

[00:00] Josh Holmes & Comfortably Smug [ 18:25] Carly Shimkus [ 28:10] Ainsley Earhardt & Lawrence Jones [ 36:47] Bruce Blakeman [ 55:10] Col. (Ret.) C.J. Douglas [1:05:50] James Trusty [1:24:00] Jimmy Failla [1:37:25] Will Cain Learn more about your ad choices. Visit podcastchoices.com/adchoices

Eleven felony charges. Two teenage victims. One nearly strangled to death. And somehow — not a single day in prison. This episode of Hidden Killers with Tony Brueski exposes how Oklahoma's justice system transformed a violent felony case into a “rehabilitation” story. Eighteen-year-old Jesse Mack Butler, originally charged with rape, attempted rape, sexual battery, and strangulation, faced decades behind bars. But when the court reclassified him as a Youthful Offender, everything changed. We break down the timeline:  ⚖️ February 2024 — Police file 11 felonies.  

Eleven felony charges. Two teenage victims. One nearly strangled to death. And somehow — not a single day in prison. This episode of Hidden Killers with Tony Brueski exposes how Oklahoma's justice system transformed a violent felony case into a “rehabilitation” story. Eighteen-year-old Jesse Mack Butler, originally charged with rape, attempted rape, sexual battery, and strangulation, faced decades behind bars. But when the court reclassified him as a Youthful Offender, everything changed. We break down the timeline:  ⚖️ February 2024 — Police file 11 felonies.  

Eleven felony charges. Two teenage victims. One nearly strangled to death. And somehow — not a single day in prison. This episode of Hidden Killers with Tony Brueski exposes how Oklahoma's justice system transformed a violent felony case into a “rehabilitation” story. Eighteen-year-old Jesse Mack Butler, originally charged with rape, attempted rape, sexual battery, and strangulation, faced decades behind bars. But when the court reclassified him as a Youthful Offender, everything changed. We break down the timeline:  ⚖️ February 2024 — Police file 11 felonies.  

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

HAMAS IS TESTING THE WATERS --FDD Senior Fellow Lt. Col. (Ret.) Jonathan Conricus provides timely situational updates and analysis, followed by a conversation with Gadi Ezra, former director of Israel's National Public Diplomacy Unit.Learn more at: fdd.org/fddmorningbrief--Featured FDD Pieces:"Is Trump Getting Played by Xi?" - Matt Pottinger, The Free Press"Trump rallies the allies to break China's dangerous mineral, rare earths monopoly" - Elaine Dezenski, New York Post"How Turkish Arms End Up in African Conflicts" - Sinan Ciddi and William Doran, Foreign Policy

Gordon Chang, Asia expert, columnist and author of "China is Going to War"Topic: Trump's meeting with Xi Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Trump's decision to restart nuclear weapons testing and how this impacts Russia and China Gerard S. LaRocca, Vice Chairman, National Italian American FoundationTopic: Italian American Heritage Month Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again"Topic: Federal Reserve cutting interest rate to its lowest level in three years Hogan Gidley, Former National Press Secretary for the Trump campaign and former White House Deputy Press SecretaryTopic: Turning Point USA event, Trump's meeting with Xi Stephen Parr, Meteorologist for "The Joe Piscopo Show" and co-host of "American Ground Radio" on AM 970 The AnswerTopic: Hurricane Melissa Gregg Jarrett, Legal and political analyst for Fox News Channel and the author of "The Trial Of The Century"Topic: Legalities of the Biden autopen scandal, other legal and political news of the day Liz Peek, Fox News contributor, columnist for Fox News and The Hill, and former partner of major bracket Wall Street firm Wertheim & CompanyTopic: "How the left's embrace of Mamdani could doom Democrats nationwide" (Fox News op ed)See omnystudio.com/listener for privacy information.

Trump returns to DC after trade talks in Asia, meeting President Xi of China. Ret. Maj. Gen. Bill Crane explains risks of relying on China for critical minerals. Plus, nuclear testing, government shutdown updates, and Pope Leo XIV meets students at the Jubilee of the World of Education.

"The Weight of Command: The Ehime Maru Tragedy and the Case for Transparency" with Admiral Thomas B Fargo   Welcome to Episode 29, Season 9 of A CEO's Virtual Mentor® In this compelling episode of Leadership Lyceum: A CEO's Virtual Mentor®, we are joined by a distinguished leader whose career has been defined by service, responsibility, and command at the highest levels of the United States Navy. Admiral Thomas B. Fargo served as a four-star admiral and commander of the United States Pacific Command, the largest unified command in the world, overseeing operations across half the globe. Across not only his military career, but also across his board leadership service, Admiral Fargo is known for his steady hand in times of crisis and moral clarity under pressure: qualities that are grounded in his deep commitment to accountability and transparency. This episode of A CEO's Virtual Mentor® entitled "The Weight of Command: The Ehime Maru Tragedy and the Case for Transparency" reveals those qualities under the pressure of deep crisis and human tragedy in the aftermath of the tragic collision of the USS Greeneville, a nuclear-powered submarine, and the Japanese fishery training vessel, the Ehime Maru off Oahu on February 9th, 2001, a tragedy that took the lives of nine Japanese citizens, including four high school students. As commander of the Pacific Fleet at the time, Admiral Fargo was responsible for the Navy's response. Our episode today takes us back almost 25 years ago to the incident and to the decisions in the aftermath. The episode is divided into five segments: 1.     The Incident: The story opens with a vivid recounting of the 2001 collision between the USS Greeneville, a U.S. Navy nuclear-powered submarine, and the Japanese training vessel Ehime Maru off Oahu. Admiral Fargo, then Commander of the Pacific Fleet, reflects on the moment he received the first report and the gravity of what unfolded—a tragedy that claimed nine lives and strained U.S.–Japan relations. The segment sets the stage for a crisis that would test not only naval command but also the moral fiber of leadership itself. 2.    The Ever-Elusive Facts: In every crisis, the first reports are wrong. Admiral Fargo recounts how the Navy struggled to uncover the truth amid incomplete, often misleading information—compounded by legal, diplomatic, and media pressures. Drawing parallels to the 1988 USS Vincennes - Iranian Airbus tragedy, this segment examines the tension between speed and accuracy in crisis communication, and how early missteps can shape public perception for years. 3.    The Investigation: With multiple options before him—a classified inquiry, internal settlement, court-martial, or a public court of inquiry—Admiral Fargo faced a defining choice. Guided by the principle that "some events cannot be delegated," he chose full transparency, rejecting secrecy even at the cost of institutional discomfort. This decision, rooted in lessons from the Navy's past, particularly the Tailhook scandal, set the tone for how the service would regain trust through openness. 4.    The Court of Inquiry: The rare and rigorous process unfolds. Three senior flag officers—an aviator, a submariner, and a surface warfare officer—are appointed, joined symbolically by a Japanese admiral to safeguard the interests of the victims' families. As the inquiry proceeds under intense public scrutiny, painful truths emerge: procedural lapses, haste under pressure, and breakdowns in communication. The court's findings affirm accountability while preserving fairness—showing that leadership's true test lies in how justice is pursued when tragedy strikes. 5.    Epilogue on Leadership in Reflection: In the closing segment, Admiral Fargo reflects on the enduring lessons of command—trusting one's instincts, fostering an environment where truth can be spoken freely, and upholding personal accountability even when law or policy might allow retreat. His story culminates in a powerful act of restitution: the unprecedented salvage of the Ehime Maru to recover the remains of the lost. Through this effort, Fargo demonstrated that the highest form of leadership lives not in procedure, but in conscience—in what Lord Moulton called "obedience to the unenforceable."   Program Guide A CEO's Virtual Mentor® Episode 29 "The Weight of Command: The Ehime Maru Tragedy and the Case for Transparency" with Admiral Thomas B Fargo 0:00              Introduction to the program and to our guest, Ret. Admiral Thomas B. Fargo, Commander of the United States Pacific Command. 3:16               Part 1: The Incident 22:06             Break 1 22:12             Part 2: The Ever-Elusive Facts 30:35             Break 2 31:06             Part 3: The Investigation 41:17               Break 3 41:48             Part 4: The Court of Inquiry  48:06             Break 4 – Intermediate Break  48:12              Part 4: The Court of Inquiry (continued)  54:13              Break 5  54:22             Part 5: Epilogue on Leadership in Reflection 1:04:27           Lyceum's Reflective Closing Comments   We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast.   Links to Biographies of Guests Admiral Thomas B. Fargo Wikipedia: https://en.wikipedia.org/wiki/Thomas_B._Fargo#:~:text=Admiral%20Thomas%20Boulton%20Fargo%20AO,officer%20to%20hold%20the%20position Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 25 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and directors of boards.  He holds an MBA from the University of Chicago and over his 35-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search and advisory career, Tom has interviewed thousands of leaders and authored numerous articles exploring group decision-making under uncertainty, board effectiveness, and leadership development. Join the Lyceum Circle of Leaders®  a community of forward-thinking leaders  dedicated to improving leadership through shared intelligence. Please spread the word among your fellow executives and board colleagues.   Program Disclaimer The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast. Follow Leadership Lyceum on: Our website: www.LeadershipLyceum.com LinkedIn: The Leadership Lyceum LLC Email us: info@LeadershipLyceum.com This podcast Leadership Lyceum: A CEO's Virtual Mentor® has been a production of The Leadership Lyceum LLC. Copyright 2025. All rights reserved.

Hugh discusses Israel-Gaza, the Mayoral race in NYC, and the Gubernatorial race in New Jersey, and talks with Sen. Tom Cotton, Dr. Michael Oren, Bethany Mandel, Adm. Mark Montgomery (USN, Ret.), and Vic Matus.See omnystudio.com/listener for privacy information.

Daags na Kleine Boodschap in het theater zijn we er gewoon weer met een goedgevulde nieuwsaflevering! Deze keer staan we uitgebreid stil bij de verrassende metamorfose van Villa Volta, nemen we je mee over een gethematiseerde Europalaan en staan we stil bij wat ontwikkelingen rond mobiliteit. Ook hebben we weer wat leuke voiceclips van luisteraars ontvangen. Tot slot blikken we terug op Paul's bezoek aan Disneyland Parijs en Tim's culturele herfstvakantie. Show notes Villa Pardoes WinterRun - Kleine Boodschap (https://kleineboodschap.com/winterrun) De Glazen Bol (https://deglazenbol.com/) Efteling installeert Zevenmijlslaars met Klein Duimpje bij ingang parkeerterrein - YouTube (https://www.youtube.com/watch?v=JN39I4Kn0Rk) Primeur in Nederland: Eerste rit met automatisch rijdende bus op de openbare weg - RET (https://corporate.ret.nl/nieuws/primeur-in-nederland-eerste-rit-met-automatisch-rijdende-bus-op-de-openbare-weg) RTHA (https://www.ret.nl/home/reisproducten/dagje-rotterdam/rtha.html) Bericht door @coshira.bsky.social - Bluesky (https://bsky.app/profile/coshira.bsky.social/post/3m2uhh5zmsk2e) Oud & Nieuw in de Efteling (https://www.efteling.com/nl/park/events/oud-en-nieuw) Efteling | Walkthrough - Huyverwoud - YouTube (https://www.youtube.com/watch?v=02h9axPtYBg) De zes Zwanen - Single by Efteling | Spotify (https://open.spotify.com/album/0hmmTlnetJMQ0tFrixfcXz) Efteling Food (https://food.eftel.info/parks/1) Dit zijn de nieuwe Luville Efteling-miniaturen van 2025 (https://www.efteling.com/nl/blog/souvenirs/dit-zijn-de-nieuwe-luville-efteling-miniaturen-van-2025) Efteling | Jokie en Jet in de Efteling - Jokie ziet spoken - YouTube (https://www.youtube.com/watch?v=m1hI0VImBeU) Efteling Kids - YouTube (https://www.youtube.com/@eftelingkids) Werken bij de Efteling (https://werken-bij.efteling.com/nl/vacatures) Kleine Boodschap 383: Hein Oomen over onderhoud in de Efteling (https://kleineboodschap.com/afleveringen/2024/4/8/383-hein-oomen-over-onderhoud-in-de-efteling) CVR Magazine | De mystieke grandeur van het Efteling Grand Hotel (https://scvr.nl/?id=0256) ZO!34 - De stem van Zuidoost-Drenthe (https://www.zo34.nl/podcasts/12/van-aap-tot-zebra-) Griezelen met het hele gezin tijdens Halloween Spooky Days (https://www.walibi.nl/halloween/nl/halloween-spooky-days) Kasteel Doorwerth | Geldersch Landschap en Kasteelen (https://www.glk.nl/doorwerth/kasteel-doorwerth) Uitgelicht | Nederlands Openluchtmuseum (https://www.openluchtmuseum.nl/nl/uitgelicht) LEGO World 2025 - Leukste uitje in de herfstvakantie (https://www.legoworld.nl/) William Van Beek - Instagram (https://www.instagram.com/williamvanbricks/) Nijkerkse LEGO-bouwer William van Beek toont sprookjesbos in de Efteling (https://www.nijkerkerveen.org/nijkerkse-lego-bouwer-william-van-beek-toont-sprookjesbos-in-de-efteling/) Steengoed 89 - Een bezoek aan LEGO World 2025 (https://steengoed.show/podcast/aflevering-89-een-bezoek-aan-lego-world-2025/) Oranjewandeling | Paleis Het Loo (https://paleishetloo.nl/bezoek/agenda/oranjewandeling) Homepage - VSM - Stap in en reis mee! (https://stoomtrein.org/) Geschiedenis voor herbeginners (https://www.geschiedenisvoorherbeginners.be/episodes/021Wwtle1YUPayuJ5hZkHJ)

Maureen and Jim continue their conversation with Ret. Capt. Jason Koehler- A real-life special Operations Veteran who has lived with an extraordinary life and career.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

TalkBack w/Gloria Shea returns w/Ret. Army COL/JAG Robert Resnick of "The Corridor" & "1st Tuesdays" on "The Booth"!!!Gloria & Robert will discuss the overseas situation in Gaza & Isreal.Guest LinksFB | @the corridor @rresnickHost LinksIG | @talk_back_w_gloria_sheaPLEASE SUBSCRIBE, LISTEN & WATCH Sinista1 Productions in ALL formats/outlets via LinkTreehttps://linktr.ee/sinista1productions#whatsyourpodcastdoing #discuss #thebooth #whoobazoo #hatchetradio #podcastsonamazonmusic #sinista1 #sinista1productions #draftingthecircuits #oscarmikeradio #mattiecssports #happyhourwlito #fubarstudios #homelandheroessalutepodcast #talkbackwithgloriashea #turnbucklesandspiltliquor #whenthedustsettlespodcast #veanamarie @playmorepodsThe views expressed by guests are NOT the views expressed by ANY of the shows' hosts or Sinista1 Productions, Whoobazoo.com or HatchetRadio.com

52:44- Nicole Parker, Special Agent with the FBI from 2010 through October 2022 and a Fox News contributor Topic: FBI gambling probe 1:01:45- Matthew Classi, founding partner and managing member of GCP Capital Group Topic: Italian American Heritage Month 1:11:35- Corey Lewandowski, Trump 2024 Senior Official Topic: Trump's anti-cartel task force, press conference from the Oval Office 1:27:10- Gordon Chang, Asia expert, columnist and author of "China is Going to War" Topic: Trump's upcoming meeting with Xi 1:36:18- Daniel Patino, Fundraiser for Food for the Poor Topic: Food for the Poor 1:47:15- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Putin's defiance over sanctions, Russia violating NATO airspace in Lithuania 1:59:58- 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: "Five possible futures for Middle East from renaissance to rockets" (Fox News op ed) 2:07:01- Sheriff Shaun Golden, Monmouth County Sheriff Topic: Jack CiattarelliSee omnystudio.com/listener for privacy information.

From the Pentagon on 9/11 to keeping service members safe through timely innovation, Dave Harden ‘95 embodies what it means to run toward the fire. SUMMARY In this episode of Long Blue Leadership with host Lt. Col. (Ret.) Naviere Walkewicz '99, hear how adversity, gratitude and courage forged a leader others would follow anywhere. From his harrowing experience during the 9/11 attacks to overcoming childhood adversity and pioneering innovation in the Air Force, Dave Harden shares practical lessons on gratitude, resilience and the importance of running toward challenges rather than away from them. The conversation emphasizes that true leadership is forged in the fire of adversity and that gratitude can transform hardship into fuel for growth.   SHARE THIS EPISODE LINKEDIN | FACEBOOK   DAVE'S LEADERSHIP TAKEAWAYS Leadership is about how we respond in crisis. Everyone has a personal story of 9/11. Muscle memory from training prepares us for challenges. Gratitude shifts our perspective from burden to opportunity. Looking up fosters hope and gratitude. Gratitude can transform lives and relationships. Innovation is crucial for effective leadership. Courage is a choice we make every day. Hardships prepare us for future leadership roles. True leaders run toward the fire, not away from it.   CHAPTERS 00:00 Introduction to Leadership Lessons 01:28 The Impact of 9/11 on Leadership 09:40 Overcoming Childhood Adversity 14:27 The Power of Gratitude 16:56 Innovation in the Air Force 24:43 Transitioning to the Private Sector 31:16 Courage and Leadership Choices   ABOUT DAVE HARDEN BIO Dave Harden is a Class of 1995 graduate of the United States Air Force Academy, where he earned his B.S. in electrical engineering and began a distinguished career in the U.S. Air Force Reserve. He went on to serve at the Pentagon as chief of strategic prioritization for the Air Force and later as the chief architect and chief operating officer of AFWERX, the service's innovation accelerator. Building on that experience, he founded and now leads Outpost Ventures (also known as “The Outpost”), a firm dedicated to guiding dual-use technology companies across the so-called “valley of death” from promising concept to real nation-scale impact. At Outpost Ventures, Harden leverages his deep experience in national security, technology transition and strategic decision-making to help entrepreneurs navigate both government and commercial ecosystems. His blend of military leadership, innovation acumen and venture focus makes him a valued partner for founders tackling the toughest problems at the intersection of defense and industry.   CONNECT WITH DAVE LinkedIn Outpost Ventures CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT   OUR SPEAKERS Guest, Dave "Big D" Harden '95  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99 Col. Naviere Walkewicz 0:12 Welcome to Long Blue Leadership, where we explore the lessons of leadership through the lives and stories of Air Force Academy graduates. I'm your host, Naviere Walkewicz, Class of '99. My guest today is Dave Harden, Class of 1995. Dave is widely accepted in the Long Blue Line community for his leadership, service, business acumen and his willingness to run toward the fire. Dave Harden 0:35 When bad things are happening and fires are burning around you, you won't even think for a second, “I need to help someone. I need to do the thing.” Naviere Walkewicz 0:46 From his time as a C-17 pilot to his work at the Pentagon and in the private sector, David's faced both personal and professional moments that shaped not just his career, but his philosophy of leadership. In our conversation, we'll talk about three transformative moments in his journey — from being just 400 feet away from impact during the 9/11 attack on the Pentagon, to overcoming hardships in his childhood, to his work pioneering innovation at the highest levels in government and business. Along the way, we'll hear about the meaning behind his call sign, “Big D,” and engage in practical leadership lessons that have transformed his life and can transform yours. This is a conversation for cadets, aspiring leaders, seasoned business professionals and lifelong learners alike, because leadership isn't just about what we do; it's how we respond when the fire is burning right in front of us. Dave, welcome to Long Blue Leadership. Dave Harden 1:38 Thanks for having me on today. I'm excited to be here.   Naviere Walkewicz 1:41 We are so excited, and I think this is going to be a real conversation that's extremely practical for our listeners, but we're going to jump into a really important moment, and this is one that encourages so many people — 9/11. Can you talk about that experience with us? Dave Harden 1:57 I've been able to speak over the years post the event. Talked to 15,000 people about 10 years after the event and have been able to share this story many times over, and I'm glad to be able to share it here with us today. Everyone knew what happened — kind of the Twin Towers. The first story comes out. I was busy in the thralls of my job at the Pentagon. Actually getting stuff out for President Bush, for him to make statements to some of my work in the Baltics at the time. So I wasn't really paying attention kind of to what was going on at the World Trade Center. Kind of knew what was going on. My beautiful redheaded wife, Angie, was coming to pick me up. So at the time, we had a young daughter, and she was pregnant with what would be my son, but we didn't know that at the time. So she was supposed to pick me up from the ultrasound, and so I rushed outside, and I don't remember the exact timing. Maybe she's supposed to pick me up at 9:15, 9:30, is right around, as we know now, when the plane would come into the Pentagon. So I'm out on the south bridge of the Pentagon, and it winds up being on the side of the impact of the plane would come in. And standing out there, I remember looking, it was a beautiful day, quiet, and if you remember, not a lot of people, there wasn't a lot of videos — not a lot of people actually saw the plane impact. And so those things you never forget. So that day, standing out there, I saw this plane coming. But we're by Reagan National Airport, right? So you're thinking that another plane's coming into Reagan. No big deal. I'm waiting for Angie to pick me up. She winds up being about five, 10 minutes late, and in hindsight, she always said, “If because I was late, you lost your life, I would never forgive myself.” And so I watch the plane come in, and then all of a sudden, it's like, “Holy crap! This plane is pointed right at me.” And so as it's coming straight in, I start running over the bridge. Little did I know Angie was just driving under the bridge at the time. So the plane comes over the top of her car, and as the plane impacts, if you remember, it kind of like actually careened, bounced into a 45-degree angle and then hit the building. So I'm running off the bridge. I'll never forget the sound, the flames, the searing heat as I was kind of running off the bridge, as the plane came in. And you could hear the engines spooled up, because if you remember, kind of like, obviously the terrorists are full throttle. And I remember looking in and seeing the people in the window, and I can't imagine their emotions and what they were going through in their final moments of life. So the explosion happens, I'm running off. I then run back into the bridge, go back into the building, really not thinking, and just like, you know, you're like, “How can I help?” So there's fire, there's smoke, and so we just start trying to get folks out and they start setting up kind of triage stations, both inside the courtyard, you know, at the Pentagon, and on the outside. So do that about 45 minutes, like, an hour helping out. And then enough people got me to kind of stabilize, you know, the situation. And so then, you know, I'm in the mission of finding my wife. So I was fortunate to kind of find her in the parking lot, you know. And obviously we have a moment. And it was interesting, because from her vantage point, she just was kind of blocked by the bridge. She saw the plane, and then they just saw the explosion and the fire, and so she thought I was dead. Naviere Walkewicz 6:03 I can't imagine how she was feeling at that moment. Dave Harden 6:06 So she takes Madison out. She's holding Madison, and she just starts bawling. She's like, “I just lost my husband,” right? And it's amazing, because Madison, who's, I guess, 2 years old, goes, “Mommy, it's OK. God will take care of the fire. God will put it out.” And the power of the words of a 2-year-old, kind of, in that moment, she's like, “All right,” you know, she took a deep breath, like, “Hey, I gotta get my act together.” We're able to get back kind of together, but we live like maybe an hour from the Pentagon. The car was there. We could take all these people, it's chaos, as you can imagine, it felt like a war zone that was just happening. And we get flooded with calls and, this was back — maybe not as much good telecommunications. We're flooded with calls and people. So because of all the adrenaline, everything that happened that day, we finally had a moment to break down, right? And we're just tearing up and crying and in that moment, just such a sense of gratitude for not only being alive, but for my family, for everything that kind of this nation represents, right? It's just a moment that kind of brought everybody together, and everyone has a 9/11 story. Everyone says, “Here I was, or there I was,” on 9/11. Naviere Walkewicz 7:30 After running across the bridge, like when you saw it coming, obviously you're like, “I need to not be in its path.” Can you remember what in you said, “Turn around and go back.” Was it just your background in the military? Like, “We don't run from we go help.” Can you remember? Dave Harden 7:50 It's hard to remember. I think it's instinct in the moment, you know? But I also think for listeners today — and today is about thinking through all those moments, and saying what are the muscle memories of running into the fire that gets you maybe more prepared for that moment?   Naviere Walkewicz 8:10 So you don't freeze.     Dave Harden 8:12 So you don't freeze. I think the Academy helps prepare you for those moments. What you go through — through hardships, and your personal hardships and childhood can help you through those moments, right? So many things make up someone's journey and the fabric of their lives, and who makes them themselves. And you don't always know if you'll have the courage in that moment. You don't always know if you'll have kind of what it takes. But I think, along the way, you can have a muscle memory that prepares you for that, right? And so, you know, might be something — you're overloaded with academics at the Academy, right? It could be you're having a personal crisis, you know, could be in your family. It could be external. It could be, literally, you're getting shot at, right? But I think it's kind of transforming the mentality, or a victim mentality, of, “I have to. This is a burden” to “I get to.” It's not saying, “I have to” anymore, It's saying, “You know what? I'm so thankful that I get to,” right? I get to solve this problem, right? “I get to — I'm lucky that I'm here at the Academy, and I have 25 credits, and I gotta take all these classes.” It's hard to think like that. You're like, “Oh, woe is me. This is such a burden. Oh, this is problem at work. Oh, someone died in the family, there's a crisis.” You have cancer, right? Think about all the things that impact our lives, that are hard. And if we're able to say, “You know what…” Start that muscle memory like, “You know what, I get to overcome this, I'm going to learn a lot going through this hardship, through these tough times. It's going to make me different. It's going to make me stronger. It gives me that instinct and that character.” And when you have enough of those muscle memories, then I think what happens in the moment is you're ready.   Naviere Walkewicz 10:04 Yeah, you act. Dave Harden 10:05 You act.   Naviere Walkewicz 10:06 Did you develop that as a child — that muscle memory, you think? Or what was that like for you then? Dave Harden 10:19 So I was very fortunate. I'll preface this with: I have a family that adopted me, but my early childhood was not a silver spoon. A lot of people look at my life today and they say, “Oh, you were given something. It was easy.” A lot of people feel like that, you know, someone made money. They got inheritance from the family. You know, all those things.   Naviere Walkewicz 10:39 Right. The easy way, right? The easy button. Dave Harden 10:41 The easy road. Easy street.     Naviere Walkewicz 10:43 Yes, you push the button, and it was… yeah. Dave Harden 10:44 So I would say that there was no yellow brick road to this path. And so I was actually born in Avignon, France. And so my birth father was French, my birth mother was American. I don't speak a lick of French, so that's a side note. And so I wind up born a U.S. citizen. Come back to the U.S. when I was 2 — they split up. And, you know, unfortunately, my birth mother just wasn't well and wasn't able to love me, maybe you think like a traditional family. So I suffered extreme abuse as a child, and so much so that the state had to come in at 6 years old and take me away. My original foster parents told me, you know, I think I knew 12 letters of the alphabet at that time because I wasn't going to school; I wasn't doing the things that most kids kind of get to do. If you look at the history of what I went through in the beginnings of my life, normally, that doesn't lead to success. So a lot of people over the years have asked me, “Dave, what was the difference? How'd you come out of that differently?” And you don't always know in the moment, right? You think about it, you reflect all the things that came through. And for me, as I reflect, there's an unyielding faith in God. And I think, as I reflect — some people call it the universe, and I want to be respectful about how people view the energy that we get to experience and the faith that we have. But for me, what I figured out is, I was able to look up when all hell is breaking loose, when your life seems like it's in shambles, when things are going wrong, how do you have a glimmer of hope?   Naviere Walkewicz 12:54 You look up.   Dave Harden 12:55 You look up, right? And what does that mean? Looking up changes your gratitude, your centeredness, and it shifts from a “why me” conversation — “Why is all of this happening to me?” Right? “I'm a bad person. I fail. Things are going wrong. Things are blowing up. Someone just died. I'm getting shot at. I have too much academics. I just lost someone close to me in my life.” But if you can go from like, “Why me?” to “What if? What if things get better?” Naviere Walkewicz 13:45 How did you do that as a young boy? I mean, I'm thinking, you know, 9 years old, you know, you're still learning about yourself. You had maybe a foster family that showed you and displayed maybe some love. Is that where you learned to look up, or was it just something in you, and that was just the way that — I know you said faith. Dave Harden 14:03 Yeah, I think it's both. I've had deep analysis on nurture versus nature and I think it's a little bit of both. My foster parents went on to adopt me, and they come from a Depression, kind of post generation, right? And so I think what they were able to give me is enough structure and safety to become the person who I could become. And I think you need that safety and structure to start with, and then I could learn the things about gratitude and self-esteem and love, right? And those were innate with me. Each of us have this creative being, and we want to see it become alive. But if it gets squashed, If we don't believe in ourselves, if we don't look up, then we're just confronted with all the stuff in front of us. All the crap, all the fire, all the burning in our lives, in our businesses and in our workplaces. And I think going through that experience helped me learn to transform that thinking so that we look up and we look beyond. Naviere Walkewicz 15:23 When I'm looking at you right now, you know how, as we age, we have like lifelines on our face? And when I think about people who tend to look down, their face kind of shows it. But what I see in you when I look across right now are the lines that show that you have looked up. I see when you smile, it is so like, etched in your face, like in a way that is like joy. And I really do think you live that way. How do you share that gratitude and what has been innate in you that's been ignited with others? How have you helped others find that, whether while you're a cadet or in business, etc.? Dave Harden 15:57 Yeah, that's a great question. Everyone says I have about 300% more energy than most people.   Naviere Walkewicz 16:02 I know, I'm trying to hang. I'm trying to keep up with you here!   Dave Harden 16:06 I think that's one way, right, is again, you'll hear me say it over and over again. It's gratitude. Do you wake up in the morning and say, “Hey, what are the three things that I'm just freaking thankful for?” Because it's so easy — you listen to news, it's heavy. It's just, everything's heavy, right? And so I think living a life of gratitude transforms everyone's life and allows you to be a different person, allows you to create those muscle memories that allows you to do something. It's interesting — I get asked a lot of questions, especially having kind of this, you know, successful investment and business career, having flown C-17s, having done AFWERX — I think maybe we'll kind of dive in that a little bit. I've had all these eclectic kind of backgrounds and experiences, and they're like, you know, “How'd that happen? How'd you go from this to this, to this, to this?” And, you know, it's interesting. I think it just winds up, you know, running towards the problem. And I've had people say that over and over again: “You're just a person that, man, I just feel like, you know, you'll always run to the fire.” And so, I think when you do that over and over and over again, then it just transforms the way you think. You're willing to overcome, and hey, “I'll take on this bureaucracy. I'll take on the Air Force and transform it.   Naviere Walkewicz 17:26 Is that where Big D came from? Dave Harden 17:28 It is. So are we gonna have a side shuffle here? Alright. We'll have a side shuffle. As you know, we can dive into it more. I had this opportunity, because of the business background and all these — right moment, right place, right time, had the great honor of being able to build from the ground up with a bunch of other amazing, talented people, what's now known as AFWERX. And that wound up being the anchor innovation arm for the Air Force to bring in new technology and transform the way we're doing business as a service. So that was amazing. We did a shark tank called Spark Tank at Mark Cuban, George Steinbrenner in there. Transform the culture, identify innovation superheroes, is what we call it.   Naviere Walkewicz 18:19 I love that.   Dave Harden 18:20 So, where's your cape? Where are you innovating? How can we go make that happen quicker? And that's what we were able to do. But it was funny when we kind of started, you know, I was like, 30 days — they wanted to facilitate all the four-star generals in the Air Force in this, like, 30-year planning. So I was only supposed to be at the Pentagon for 30 days…   Naviere Walkewicz 18:40 And you're a reservist during this, right?   Dave Harden 18:42 I'm a reservist during that time — lieutenant colonel reservist.  And so I wound up… this turns into four years now of my life. I get sucked back into the five-sided building, which was a great honor. But as you know, it's a lot of like, you know, cyber locks and behind-closed-doors kind of stuff at the Pentagon. Everyone goes to their little room and cubicle, and that's where your magical work happens. So here's this business guy who happens — I liked to wear flight suits as much as I can. Every once in a while they make me wear blues in the Pentagon. So, walking around the five-sided building. Well, as you can imagine, cell phone service is not the best at the Pentagon. So, you can imagine, I'm trying to connect businesses. I'm trying to think about different ways to do stuff, right? So that's not sitting at my desk working on the NIPRNet. Naviere Walkewicz 19:38 There's no magic happening from your seat in the cubicle. Dave Harden 19:40 So, I'm wandering around the halls, and I have to, like, triangulate — “Where the hell am I going to get a cell phone signal?” Might be the courtyard. I've got my hand in the air. If I put aluminum foil on this, you know, the little longer thing. There's one window by the second corridor, you know? So anyhow, that's the exercise. So literally, for like, six months, every month, without fail, someone's pulling me into their office because I'm not following protocol. Naviere Walkewicz 20:14 Oh my goodness. You're like, “Do you know what I'm standing up?” Dave Harden 20:16 Didn't care. They didn't care. They're like, “You're screwing off. You're doing other stuff. You're doing outside business. You're always in the hall. You're never at your office.” You know, “Blah, blah, blah, blah, blah,” right? So I just got read the riot act. “Terrible officer not doing the things you're supposed to be doing.” A maverick. So anyhow, eventually all these big things started happening. We're transforming the way the Air Force Association…   Naviere Walkewicz 20:49 The light goes bing.   Dave Harden 20:51 Right. And, like, these new capabilities, and I'm like, actually connecting people, like, I pull people by their office and say, “You need to walk down to this other corridor. Meet this person.” Because this is the connection we need to get stuff done. Now we're just running around the halls of the Pentagon, either on the phone or shuffling people around, and eventually they're like, “Oh, wow. This is making a difference. Things are happening. And so in that process, I got the call sign Big D, which, on this podcast, could be funny. So we'll keep it PG-13 here on this network. But you know, it was for the deal making. So it's like they knew that big deals were gonna get done with Big D because I was gonna be on the phone, come hell or high water, I was gonna be in the halls of the Pentagon making it happen. Because it was too important. It was too important to get technology quicker out that people needed.   Naviere Walkewicz 21:54 Why did you feel that way? Dave Harden 21:55 So many transformative things kind of in my life come back to service. So I remember, I was actually flying in Afghanistan, C-17. I'm sure you know. Afghanistan is a big bowl, so you gotta get over the 24,000-foot mountains, dive in really quickly. And so at the time we would do that with night vision goggles. You try to find a couple little infrared lights in the basin somewhere, coming down really quick and hoping you find them and you're landing in the right spot. And so, pretty intense environment, as you can imagine. And a lot of threats coming in and coming out. So triple-A. Folks, you know, with Toyota pickup trucks with missiles on the back, launching off the shoulders. And so, leaving out of that bowl, we wound up being a target, like sometimes you are. But on this day, as we were kind of turning out, we have kind of a missile warning system that's in the middle and so it starts going off and kinda tells where, in general, it's coming from. But basically, you know maybe it's a false alert, but more than likely not, it's something's coming at you. So what happens next is kind of like super-slow motion, like you're watching a movie, and so it's like, Fourth of July. Because you have a bunch of systems on the plane, so you have flares, and so it's like, boom. So now it's super bright, and you're taking the actions you need and have kind of been trained to do. But there's some additional systems on there. So they have added basically a laser system, and the laser system is trying to find the warhead, mess up the guidance system, because it's looking for your engines, it wants the heat on the engines. So this is all going on but it happens really quick, but it happens really slow when you're in the moment. And so I just remember when it happened, it's super quiet on the flight deck. Because you have load master, you have another pilot, you have the crew. Essentially, you have three seconds between knowing whether you're alive or you're dead. And so you can imagine the moment when all this stuff goes off, and in the back of my mind, it's essentially a three-Mississippi count. So you go “one Mississippi, two Mississippi, three Mississippi,” and you're either alive or you're dead. So that quiet moment in between is quite the reflection of life. I'm here with you today, so obviously all the stuff that was supposed to work, worked. And in the reflection of that moment, that technology, which was developed years before, saved my life. And yet, we were stuck and faced a bureaucracy that took five years, 10 years to get technology to the front that had bloated requirements and just outdated acquisition processes. And so I was motivated to say, “We have to do something different to get that technology to the front line, to save lives and the work that people do every day to transform the way they get to do business.” And so that's always been the driving force. It's been my driving force to this day, was that that technology to our nation quicker must be accomplished, and the way you do that is you identify the innovation superheroes inside our service and in our businesses and in our entrepreneurs that can be brought together to bring about that change. Naviere Walkewicz 26:04 So that's really incredible how a moment in time literally had set the stage for your passion. You were leading AFWERX, you got it across the line, and amazing technology has been made available to our warfighters, to our processes. Why did you then — or maybe it's on a grander scale — move into the private sector, where you're actually doing this, still with the same kind of vision of what you're trying to accomplish, but without maybe some of the red tape? Why did you move on from AFWERX? Dave Harden 26:38 That's a great question. So I love this because I love the concept of the airman citizen. I think it's really important, because I went to pilot training. So in pilot training, we're all competing, like, you know, “You gotta be No. 1. You get the plane you want.” You know, all this stuff. A lot of ego flying around, right? And then there's this group, and they were, like, kind of little bit older. Like, “Oh, I'm in this Guard unit, and as soon as we finish pilot training, I'm gonna fly a C-130. I'm gonna fly this...” They already knew what they were gonna fly. I'm like, “How the hell?” I didn't know about the Guard and Reserve. I knew nothing about it, right?   Naviere Walkewicz 27:20 Wow OK. That's true. Many people don't know…   Dave Harden 27:22 Already in service, right? And it was this amazing discovery. One, they became, like, my best friends. I'm like, these are really cool people. But it was the beginning of this journey. It was like an enlightenment of this airman citizen, like I could still serve our country, right? And so I did wind up going into the Reserve, flying out Charleston, South Carolina, flying C-17s while I did business. So I was able to grow all the stuff I did in business and consult the oil industry and write books and speak around the world and run tech companies while still serving and contributing to the nation. And so I just wound up with a unique skill set — kind of business and military and bringing that all together at a moment in time at the Pentagon. And so that all came together and it was a natural extension. And then say, “OK, we've built this kind of ecosystem. How do we now go on the outside and help cut through the red tape? How do we bring capital. How do we identify the entrepreneurs and take this amazing land and amazing minds that we have and turn them towards our nation's most challenging problems and run towards the fire?” That the nation needs to survive for our children, our grandchildren and the democracy that we hold dear. And so I was grateful for each of those chapters, right? I was grateful for the chapter to build something; I'm grateful for the chapter now in the business world to make a difference. And I see that manifest in different ways. You and I earlier, we're kind of talking a little bit — on the business end there's hardships, there's difficulties, there's fires. And you hear that phrase all the time: “All we do is put out fires all day.” So that's a little bit different context. But sometimes there's bigger fires, you know. I remember we were faced — we lost a $9 million contract. And its people's lives, you know? There are single moms that work for you, and there's, you know, people that you've been loyal to the company for a long time. And sometimes just businesses don't become feasible. So you have a big fire. The landscape transforms. COVID hits. The timing just changes and is off. And so we sat in that moment, and it's emotional, because you're like, “I gotta let 25% of the company off. It's gonna impact families. It's gonna impact lives. And I remember this day, part of our culture was being grateful, being thankful. And you lose track of that because the budget, make payroll, all the all these business things, you know? How's this gonna look? The ego here, right? All these emotions come in, and then taking that moment to take a pause, to look up, to realign, to give thanks, and then to lean into that fire. I remember we kind of gathered up, and I said, “You know what? This is gonna be hard, and people gonna be let go. Can we take a moment just to — there's so many people in here that have stepped up last minute, made things happen, been a part of your life.” And that next hour where people just sat around the table and said, “You know what? John did this for me. Lori did this for me. Man, you know, they stayed up all night and kind of got this proposal done.” Someone's like, “Oh, I needed a surgery and my doctor sucked. They were personally there for me and helped me with that.” It was an hour of gratitude that even in the despair, even in the business environment of having let people go, there was a sense of like culture and gratitude and awareness that doesn't make it easier — you know, you lose your job. It doesn't make some of the fires easier to put out, but we leaned into the fire in a way that helped us get through it from a business perspective. And I always remember that moment, because it really… we just took that step back and it transformed the entire conversation. And so for listeners out there: I say whatever you're going through, you have that same opportunity to take a step back, to have that moment of gratitude, pause and then lean in like hell. Solve that problem. You have an opportunity to really solve what's in front of you, to run into the fire. It might be drastic like 9/11. Like, we're saving somebody's life. But it might be something smaller, but equally as meaningful. Naviere Walkewicz 32:42 I'd like to ask you something because based off of something you said earlier, and I think it was this whole concept of gratitude and having gone through, many hardships in your childhood, in business, etc. How have you been able to stay— and maybe humble is not the right word — but you seem really rooted. It's not about position or title. You seem just really rooted in a humanity and caring about people. Am I right in seeing that? And how do you do that? Dave Harden 33:12 Well, thanks for feeling that energy and then responding to it and asking me that question. At the end of day, it's about relationships and connections. And you're right. That comes from early childhood, right? When you have the experiences that you had, for me, I knew more than anything, that family was important for me. In fact, that was part of my decision, like at the Naval Academy, because it's like, I think I like my time at Naval Academy. I don't know if the Navy would just be a higher negative impact on family.   Naviere Walkewicz 33:43 Because you'd be underway for months. Dave Harden 33:45 Right. For a year, or whatever. So I think, imagine making that decision at 17. Because that thought was always there. I think Angie is swinging by for the 30th reunion here at the studio here in a little bit. So I have a beautiful red-headed wife that we've gone through ups and downs, gone through challenges, right? But here we sit at 30 years…    Naviere Walkewicz 34:13 Congratulations, that's amazing.   Dave Harden 34:14 Yes, thank you so much. It's an inspiration for me, right? Because her parents got married at the Cadet Chapel. A little tie back here to the Air Force Academy. We got married three days after graduation. So, you know, I don't know. Maybe that's cliche, but maybe it's kind of a need and a legacy thing which I lean towards, right? And so my kids inspire me every day. You know my wife inspires me every day. Meeting you and the connections and relationships that I get to get across business, across being in the trenches, being in those fires, forge the relationships, that go across boundaries. And too often times things are transactional. It's like, “Hey, I'm in this position,” and then you have their phone number and their email, and then they change positions, and you never hear from them again. And that's not what life is about. That's not the richness of life. That's not how you inspire people. You inspire people by connecting with them and being thankful for them, right? And so that inspiration comes from my childhood, from seeing death firsthand, from losing people in my life and being able to say, “You know what, if we can transform, if we can pause, if we can look up, right, and see the faith and the ‘what if' and not say, ‘Why is this happening to me? But what can I do with it? What can I do for others? How can I connect in a meaningful way?' you will transform your life, you'll transform your leadership, and you'll transform the people around you, because they'll be inspired to be superheroes in their own right. Naviere Walkewicz 36:03 Well, I certainly believe I could probably foreshadow what you might say in this next one. But I want to ask you this because, you know, there's something about putting into practice what you say, and obviously it has served you well in all facets of your career. What are you doing every day, Dave, to be better, whether it's in leadership, it's in relationships, but what are you doing personally every day to be better? Dave Harden 36:29 You know, I think I have a core philosophy. And you might have heard it before. Can I get better by 1% today? So if you wake up in the morning and you're like, “Can I get better by 1% today?” What does that mean? How do I do that? And I think it starts at the beginning of the day by saying… It's easy to be like, “Oh, I'm running late. My alarm went off. I'm tired. I gotta do laundry. I gotta get this job. I gotta get the kids. You gotta… Stack it up and you're like… You can be overwhelmed. The news. You know, something just happened. Within the first 30 minutes, you're overwhelmed for your day. Your day's done. Naviere Walkewicz 37:16 Right. Go back to bed. Try again. Dave Harden 37:18 It sucks. Why me? Fires are burning all around me. Naviere Walkewicz 37:20 Where do I go? Right. Dave Harden 37:23 So even if you just take a couple minutes and you're just like, “What are the three things that I'm thankful for today?” it recenters your gratitude journey, right? And then throughout the day, I call it the gratitude debrief. And if you're familiar with anything that's like fighter pilots after your mission— what did we learn? And, you know, getting after that, but a lot of people don't have a gratitude debrief. And what I described for you in that business crisis, what I described for you sitting there with your family after — my family after 9/11, it was a gratitude debrief. What went right today? Who did I appreciate that I need to thank? I guarantee if you come at it from that perspective, you're going to see more opportunity. People are going to want to do business with you, because you're the type of person that is grateful, and they want to reach out, they want to network for they want to do that one other thing, right? And when you're in that mental space, when bad things are happening and fires are burning around you, you won't even think for a second “I need to help somebody. I need to do the thing.” And at that moment when it becomes instantaneous, when it's the thing you just do, you know you're centered in that place of gratitude. Naviere Walkewicz 38:55 So Dave, thank you for sharing that — what you're doing every day? What about what some of our listeners, no matter where in their journey they are… You know, we talked about the pause, look up. But what can they be doing every day to be better? Dave Harden 39:08 I think you get back to what we were talking about earlier, which was kind of that stepping into the fire, that leaning in. And I think you know what I've learned, and at the end of the day, what our listeners can take away is, at the end of the day, courage is a choice. I think courage is actually a choice, because you're building all these… I gave you some tools, muscles, and you just don't know what's going to happen in that moment in time. But in that moment in time — there's a great book that I just thought of. It was called Moments of Truth. It's a great book, and it talks a little bit about your brand, your business brand, and it's really built with all these little moments of truth, right? Because it could be your interaction. It could be we came out on the airline today for the 30th reunion So, how did that customer in a certain, you know, interaction? Did they solve my problem? Did they lean in? Did they take care of me? And each of those moments of truth add up to a brand. You, the listeners, have to decide what's their brand going to be. Is it going to be running towards the fire or running away from fires? So whether it's a real fire or proverbial fire, you're going to be ready for that moment. At the end of the day, that's what we believe. Your hardships in life, your Academy experience, your service, your business life, if done correctly, prepare you for and allow you to lead others through. Naviere Walkewicz 40:54 This time together has been… it's inspiring me. I mean, I have just felt the energy and I felt your hardship and how you continue, how you put into practice, your pause, your look up, you know, be grateful. And I want to tell you I'm grateful for you in this time we've had today, because it's been… it really has made a difference, and I'm looking forward to debriefing tonight when I fly home with my son about what went right today. So thank you for that. I think that's really useful.   Dave Harden 41:18 Awesome. Thank you so much. Yes, I appreciate it.   Naviere Walkewicz 41:20 Absolutely. Well, as our conversation with Dave Harden comes to a close, I'm reminded that leadership is often forged in the fire. Dave's journey from the Pentagon on 9/11 to overcoming adversity in his childhood to pioneering innovation in some of the toughest environments reminds us that true leaders don't run away from the fire. They run toward it. Dave's story reminds us that hardship is inevitable, but gratitude transforms hardship into fuel when you meet your next fire, literally or figuratively. Pause, look up, give thanks and step forward. We know that's how leaders grow in the Long Blue Line, and how you become the kind of person others want to follow anywhere. Thank you for joining us on this episode of Long Blue Leadership. I'm Naviere Walkewicz, Class of '99. Until next time.   KEYWORDS Leadership, 9/11, gratitude, innovation, Air Force, personal growth, adversity, private sector, courage, resilience.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Hugh discusses the Israel-Gaza ceasefire deal, the continuing Schumer shutdown, Charlie Kirk receiving the Medal of Freedom, and talks with David Drucker and Adm. Mark Montgomery (USN, Ret.).See omnystudio.com/listener for privacy information.

"Connecticut Today" host Paul Pacelli opened Wednesday's show looking at information being pieced together in connection with the death of a 12-year-old girl. Will her death result in calls for more homeschooling oversight (00:59)? GOP State Senate Leader Steve Harding, of Brookfield, weighed in on that case as well (15:19). Hearst Connecticut Media Senior Editor and Columnist Dan Haar looked at several big stories around the state (20:55), while CBS News Military Analyst U.S. Army Col. (Ret.) Jeff McCausland discussed the military and security aspects of the current and future situations in Gaza and the Middle East (33:56).  We also welcomed banking, real estate, and investment veteran Todd Sheets, author of, "2008: What Really Happened - Understanding the Great Financial Crisis." He also writes "On Wealth and Progress - Balanced Commentary for a Better Future" at Substack.com (37:51) Image Credit: iStock / Getty Images Plus

What does real leadership look like when lives are on the line?In this episode of Spartan Leadership, Josh Kosnick sits down with Colonel Mike Murphy (U.S. Army, Ret.), a combat-tested commander who led hundreds of missions in Iraq — and brought every soldier home.Colonel Murphy shares hard-earned lessons on staying calm under pressure, leading with accountability, and earning trust through humility and courage. This is what leadership looks like when the stakes couldn't be higher — and why those same principles matter just as much in business, family, and life.

Shaun Peterson's “Lover of Men: The Untold History of Abraham Lincoln” goes beyond investigating the love live of the 16th U.S. President to examine how the study of history evolves (interviewed by Brian DeShazor, part 2 of 2). Plus: The “Rainbow Rewind” crosses generations to find outspoken October-born advocates and digs down to the roots of National Coming Out Day. And in NewsWrap: the United States Supreme Court hears the case of a Christian licensed therapist who says Colorado's conversion therapy ban violates her free speech rights, a volleyball league in Colombia's Antioquia region must reverse its ban on transgender competitors by order of the Constitutional Court, Florida's war on rainbow crosswalks continues with the bulldozing of an iconic installation on Ocean Drive in Miami Beach, embattled U.S. Federal Bureau of Investigation Director Kash Patel fires a decorated FBI trainee is fired for displaying a rainbow flag on his desktop, Canadian Prime Minister Mark Carney bears Trump's anti-trans rant despite having a non-binary child, and more international LGBTQ+ news reported this week by Marcos Najera and Ret (produced by Brian DeShazor). All this on the October 13, 2025 edition of This Way Out! Join our family of listener-donors today at http://thiswayout.org/donate/

Ret, Major Brian Maddocks "no fat Generals"

Joe Piscopo is broadcasting from Columbus Citizens Foundation in celebration of Columbus Day. 00:37- Michael Sapriacone, Columbus Parade Chair Topic: Celebration in lieu of the parade, planning for next year's parade 8:44- Emergency Management Topic: Nor'easter and its impact on New Jersey 14:59- Assemblyman Dov Hikind, former New York State Assemblyman and the son of holocaust survivors Topic: Latest in the release of hostages 35:18- Chirstopher Loiacono, President of the Board of Columbus Citizens Foundation Topic: Celebrating Columbus Day 48:26- Carmen Damiani Hacker, Executive Director of Columbus Citizens Foundation 58:49- Joseph Moglia, Grand Marshall of the Columbus Citizens Foundation Columbus Day Parade Topic: Columbus Day 1:09:39- Angelo Vivolo, Former Chairman of the Board and current Board of Governors' member of the Columbus Citizens FoundationTopic: Columbus Day 1:24:26- Consul General Fabrizio DiMichele, Columbus Day Honoree Topic: Columbus Day 1:35:17- Nicole Parker, Special Agent with the FBI from 2010 through October 2022 and a Fox News contributor Topic: At least 4 killed and 16 injured in St. Helena Island, SC shooting 1:47:21- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Israel-Hamas peace deal and the possibility of a Russia-Ukraine negotiation 2:01:24- Christina Farrell, First Deputy Commissioner of the NYC Office of Emergency Management Topic: Nor'easter response 2:05:10- John Catsimatidis, John is Chairman & CEO of the Red Apple Group, host of "Cats & Cosby" (Monday-Friday 5-6 p.m.) and "The Cats Roundtable" (Sunday 8-10 a.m.) on AM 970 The Answer, and the author of "How Far Do You Want to Go?: Lessons from a Common-Sense Billionaire" Topic: Columbus Day HonoreeSee omnystudio.com/listener for privacy information.

THE HOSTAGES ARE HOME. --FDD Executive Director Jon Schanzer provides timely situational updates and analysis, followed by a conversation with Lt. Col. (Ret.) Jonathan Conricus, FDD senior fellow and former IDF international spokesperson, and Ariel Oseran, senior Middle East correspondent for i24 News English.Learn more at: https://www.fdd.org/fddmorningbrief

This week we talk about Team Red White and Blue! We hear how this organization helps veterans nationwide find warrior fellowship through running, hiking, rucking, premiere national race events and even obstacle challenges like Spartan Races and the Tough Mudder. Army Intel Officer and outgoing Team RWB founder, Lt. Col. Mike Erwin and Special Forces Col. (Ret.) Mike Sullivan discuss Team RWB's mission and their fascinating careers. Colonel “Sully” shares the athletic events planned in the coming year and we examine how these workouts replace the shallow digital connection with real life connections through running hiking and other national events. We also examine why physical training with buddies is crucial as veterans age. Find your fellow workout warriors with Team Red White and Blue and start training today: https://teamrwb.org/ SPECIAL VETERAN TRIBUTE: We recently learned of the passing of Army veteran Boone Cutler. Cutler was one of the most influential veteran authors and activists of our time. As a team leader with a Psychological Operations combat team on the deadly streets of Sadr City, Iraq, Cutler documented his experience and the associated trauma in the bestselling book “Voodoo in Sadr City”. After a mortar blast resulting in a TBI and other physical injuries sent him to Walter Reed he began the fight of his life. Based on his personal experience being overprescribed medications (to the point of overdose) Cutler shined a light on the VA's “Combat Cocktail” scandal in '07. He lobbied and forced a change in treatment which benefitted a generation of veterans. As GWOT combat vets revealed a troubling national suicide epidemic, Cutler again advocated for his fellow warfighters and founded the Spartan Pledge. This simple commitment helped prevent countless vets from taking their own life. We share audio from Cutler's gripping interviews we recorded over the years, and we salute this inspirational veteran warfighter, Boone Cutler. Till Valhalla, brother See more on Boone Cutler here To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

What does leadership look like at the highest levels of service?  SUMMARY In this episode of Long Blue Leadership, Col. (Ret.) Michael Black '85 discusses his journey from cadet to commanding the White House Communications Agency. He reflects on what it means to be a calm, steady presence in high-pressure environments — and how small daily practices can shape a lifetime of leadership. The full episode is now available.   SHARE THIS PODCAST FACEBOOK  |  LINKEDIN   MICHAEL'S LEADERSHIP TAKEAWAYS Develop a personal leadership philosophy that guides your actions (like Michael's 5F's: Family, Fitness, Flying, Fairness, and Fun). Always be aware that people are watching you and learning from your example, even when you don't realize it. Nurture relationships continuously - they are critical for long-term success and mentorship. Practice empathy and compassion, especially during difficult moments like delivering challenging news Maintain a holistic approach to fitness - physical, mental, and spiritual well-being are interconnected. Take pride in leaving organizations better than you found them and focus on developing future leaders. Be fair and be perceived as fair - understanding different perspectives is crucial to effective leadership. Incorporate fun and balance into your professional life to maintain team morale and personal resilience. Stay connected to your roots and be willing to mentor the next generation, sharing your experiences and lessons learned. Continuously practice self-reflection and ensure you're living up to your core values and leadership principles.   CHAPTERS Chapter 1 - 0:00:00 - 0:08:55: Family and Military Roots   Michael Black shares his background as a military brat and the educational legacy of his family. Chapter 2 - 0:08:55 - 0:12:10: Delivering a Difficult Notification A profound leadership moment where Black sensitively delivers news of a combat-related death to a staff sergeant's family. Chapter 3 - 0:12:10 - 0:18:40: The 5F Leadership Philosophy Introduction Col. Black explains the origin and core components of his leadership framework: Family, Fitness, Flying, Fairness, and Fun. Chapter 4 - 0:18:40 - 0:25:59: Detailed Exploration of 5F Philosophy   In-depth breakdown of each leadership principle, including personal anecdotes and practical applications. Chapter 5 - 0:25:59 - 0:32:21: Family Legacy and Academy Experience   Discussion of his son's Air Force Academy journey and the importance of nurturing relationships across generations. Chapter 6 - 0:32:21 - 0:38:36: Mentorship and Relationship Building Michael shares his approach to mentoring cadets and the significance of maintaining long-term professional connections. Chapter 7 - 0:38:36 - 0:40:13: Leadership in Civilian and Nonprofit Sectors Reflection on applying military leadership principles in private and nonprofit environments. Chapter 8 - 0:40:13 - 0:41:28: Personal Reflection and Leadership Advice  Final thoughts on leadership, self-improvement, and the importance of continuous personal development.   ABOUT COL. BLACK BIO Michael “Mike” B. Black, vice president for Defense, joined the nonprofit Armed Forces Communications and Electronics Association International in July 2022. He is a senior cyber/information technology leader with more than four decades of experience in cyber operations, communications, project/program management, leadership disciplines and organizational development. As AFCEA's vice president for Defense, Col. Black builds strong professional relationships with government, industry and academia partners to position AFCEA International as a leader in the cyber, defense, security, intelligence and related information technology disciplines. Col. Black leads defense operations in support of planning and executing global, large-scale, technically focused, trade shows/conferences supporting Army, Navy, Marine Corps, Air Force, Space Operations, Cyber and Homeland Security.  Col. Black is focused on providing opportunities for engagement between and among government, industry and academia. Prior to joining AFCEA International, Col. Black served as chief operating officer at Concise Network Solutions for four years, directly supporting the CEO in developing, executing and managing CNS's master business plan. Prior to joining CNS, he served as the COO and chief corporate development officer at JMA Solutions for two and a half years, working in concert with senior executives to lead operations and the planning and execution of strategies. Prior to joining JMA Solutions, he served as the COO at Premier Management Corporation for four years, where he was responsible for day-to-day operations, all business units and the company's profit and loss. Prior to joining the private sector, Col. Black spent 26 years in the U.S. Air Force holding various communications and leadership positions at many levels. He culminated his distinguished military career as a colonel, commander, White House Communications Agency, leading a 1,200-person team of selectively manned military, then-Department of Defense civilian and contract personnel to provide “no fail” telecommunications services for the president, vice president, named successors, first lady, senior White House staff, National Security staff, U.S. Secret Service and the White House Military Office. Col. Black holds a Bachelor of Science in basic science from the U.S. Air Force Academy, where he was a Distinguished Military Graduate. He holds a Master of Science in national resource strategy, with an information operations concentration, from the National Defense University, Industrial College of the Armed Forces; a Master's Degree in military arts and science from the Army Command & General Staff College; and a Master of Arts Degree in management from Webster University. He is a published author, including writing several leadership articles for The New Face of Leadership Magazine as well the thesis Coalition Command, Control, Communication, and Intelligence Systems Interoperability: A Necessity or Wishful Thinking? BIO EXCERPTED FROM AFCEA.ORG   CONNECT WITH MICHAEL IG: @chequethemike FB: @michael black LinkedIn: Michael Black   CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS   TRANSCRIPT SPEAKERS Guest, Col. (Ret.) Michael Black '85 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz Welcome to Long Blue Leadership, where transformative journeys of Air Force Academy graduates come to life. There are moments in a leader's life that leave a permanent mark. For my guest today, Col. (Ret.) Michael Black, USAFA Class of '85, one such moment came when he was actually sent to deliver news of a combat-related death. It was the first time he'd ever been tasked with that duty, and knew he only had one chance to get it right. As he sat with the widow, Michael found the strength to guide the family through their grief. That part of Michael's story speaks to the depth of his empathy and the calm steadiness that defines him as a leader. We'll explore much more of Michael's journey, from leading the White House Communications team to mentoring cadets at the Academy to daily practices that ground him and the framework that guides him today, what he calls the five Fs of leadership: family, fitness, flying, fairness and fun a guide not only for his life, but for the leaders he inspires. Michael, welcome to Long Blue Leadership. Michael Black Naviere, thank you for having me, and thank you for that very kind introduction. I'm so happy to be here, and I'm just thankful for what you guys do, the AOG and putting this together and telling stories. I think this is amazing. So thank you for the opportunity. Naviere Walkewicz Well, we're grateful you're here. You got your silver on. You got your ‘85 Best Alive, you know, I mean, I'm just blown away here. The class crest… Michael Black Yeah, got it all, you know, the crest and the two squadrons that I was in. I'm just excited, back here for our 40th reunion. Yeah. So that's amazing. So fellowship and fun with your classmates, and just seeing the mountains, you know. Getting off the plane and looking west and seeing the mountains and seeing God's creation is just amazing. And then, of course, the Academy in the background, you know, pretty excited. Naviere Walkewicz Wonderful, wonderful. Well, we're going to jump right in. And actually, the topic is a bit sensitive, but I think it's really important, because we know that when we all raise our right hand, some are prepared and they give all. But not everyone has to actually give the news to the family when their loved one is lost, so maybe you can share what that was like. Michael Black Thank you for allowing me to talk about that. You hit the nail on the head when you said you only have one chance to get it right when you're talking to the family. And so I had a young staff sergeant that was deployed down range at the Horn of Africa, and he happened to be a radio operator in a helicopter supporting the Marines. And there was a mid-air collision that happened while he was deployed, and he was one of the people that perished. So the first notification that I had to make was duty status: whereabouts unknown — to say that to the family. And of course, you can think about the range of emotions that are associated with that. They don't know. We don't know.   Naviere Walkewicz There's still hope. There's not hope.   Michael Black So that was the first day. So going over there with my first sergeant, a medical team, chaplain, you know, that kind of thing, to support us and the family.   Naviere Walkewicz And what rank were you at that time?   Michael Black So I was a lieutenant colonel. So I was a squadron commander of the 1st Comm Squadron at Langley Air Force Base. And I like to say, you don't get to practice that. You have one time to get it right. At least back then, there was not a lot of training to do that. It doesn't happen that often, and so having to make that notification was a tough thing. It was one of the hardest things, if not the hardest thing, I had to do in the service. Two young boys. He had two sons, and at the time, his spouse was military as well, so I go over there to do that the first day. You can imagine, you know, knocking on the door, right, and I'm in uniform, and just the emotions that they can be going through. So we're sitting on the couch in their house, two young boys. I believe their ages were 3 and 5 at the time, they were very young. And I explained to Michelle what we knew. And again, it's scripted. I can't say more or less than that, because 1) don't know, right? And 2), you just don't want to speculate on anything. And then we're waiting to find out his status. So then I have to go back the next day to make that notification, and you're representing the chief of staff of the United States Air Force, and that's kind of something that's scripted for you. “I'm here on the behalf of the Chief of Staff of the United States Air Force, and I regret to inform you of the untimely death of your spouse.” The part that was even more heartening for me was after I told her, and with the boys sitting, I believe, on either side of me, she said, “And now Col. Black is going to tell you what happened to your dad.” That was a tough thing to do. And I would say it was the hardest thing that I had to do in the Air Force, in my career, and reflect on “you have one chance to get that right.” I believe we got it right, me and my team, but that was tough. Naviere Walkewicz Wow. Have you kept in touch with the family? Michael Black Yes, I keep in touch with Michelle, just from — just a personal because I'm very personal, outgoing, as you know. And so I've kept in touch with Michelle and the boys. But we're forever bonded by that, and I think that's important to stay in touch. And that's kind of one of my things I think we'll get into a little bit later in the conversation, but that's what I do. Naviere Walkewicz Well, it touches, certainly into, I think, that the family aspect of the five Fs, and because it seems like you even take in them as your family. And I'm curious about your family, because when you're going through that, I mean, you have at least a son — you have son, right?   Michael Black Yes, and two daughters.   Naviere Walkewicz Two daughters. So were you thinking about — did you put on your dad hat in that moment?   Michael Black I certainly did put on my dad hat and, and I think that helped in things. And I think all of the training that I got along the way about dealing with tough situations, and being a leader, it helped. But I took it upon myself after that to talk to other commanders. And in fact, my wing commander at the time, Burt Field, Gen. field was a '79 grad, and we talked, and that also brought him and I closer, because he also asked me to brief the other squadron commanders on that process and how I handled that. And I know when — to this day, Gen. Field and I are still very connected, and he's pretty engaged right now with the Air Force Association's birthday and all that. But a great mentor of mine who also helped in dealing with that. But he was extremely supportive and, and I think that had a factor in just how he evaluated me, right, how I handled that situation?   Naviere Walkewicz Well, it sounds like you certainly picked up some of those traits of taking care of your people recognizing empathy within processes and sharing it. I'm curious, were you always like this, or did you see some of this emulated from your family? Michael Black No, it's a great question. I am a military brat. My dad was in the Army. My dad went to Tuskegee — it was called Tuskegee Institute at that time. My mom went to Alabama A&M, so two schools in Alabama. They're from a very small towns in Alabama. My dad's from Beatrice, Alabama — which is less than 200 people today — and my mom is from Vredenburgh, Alabama. It's about 15 miles away, and it's even smaller than Beatrice. But they went to the same elementary school and high school, so high school sweethearts, and then they went off to college. And then dad got a direct commission in the Army, the Signal Corps. Well, he started out Medical Service Corps, but getting back to your question, so yes, family with that, and even take a step further back to my grandparents, on both sides of the family, but particularly with my paternal grandparents, they went out and visited the Tuskegee Institute at that time, and they saw the statue of Lifting the Veil of Ignorance there, and they decided at that point that they wanted their kids to go to that school. And so there's seven kids within my dad's family, and six of them went to Tuskegee. Naviere Walkewicz   Wow. So I want to fast forward a little bit, and you can certainly share whether it was during the Academy or after graduation, but you have kind of had this great foundation from your family. Let's talk a little bit about the Academy or after-Academy experience, where you had seen additional time where you had grown as a leader. Was there a particular experience that can come to mind, where another shaping of this leadership journey that you've been on? Michael Black Yeah, I think there's multiple throughout my career. I mean, I went to the Army Command and General Staff College for my intermediate professional military education. And there's a story there too. My dad was in the Army, and so I wanted to experience some of the things that my dad did, even though I was Air Force. And so one of my mentors, now-retired Lt. Gen. Harry Raduege, was instrumental in me getting selected for Army Command and General Staff College. And so I went there, and I think that was a big portion of my shaping, although had mentors and folks and coaches in my life leading up to that were, you know, helped shape me, but going to that school… And what I noticed when I got there that the Army was very serious about leadership and leadership philosophy, so much so that we took a class on that where we had to develop a leadership philosophy. And so in taking that class, before the Christmas break, I found out that I was going to be a squadron commander. So I was a major, and I was going to be a squadron commander. And so in that leadership course, I said, “Well, I'm going to go be a squadron commander. I'm going to the fifth combat con group in Georgia. Let me make this philosophy that I'm doing in class be my philosophy, so that when I get there…” And that was really the first time that I thought very serious about, “OK, what is my leadership philosophy?” And I had been a flight commander before, and had people under my tutelage, if you will. But being a squadron commander, you know, being on G series orders. And you know, we know how the military takes the importance of being a commander. And so having that so I did decide to develop my philosophy during that time. And you mentioned the five Fs earlier. And so that was — that became the opportunity to develop that. So family, that's what it was. That's when I developed that — in that course. So family, fitness, flying, fairness and fun — the five Fs. I worked on that when I got there. And so then when I got to take command, I had prepared all of that stuff in this academic environment, and I used it to a T and I briefed the squadron after I took command. I think this is my command philosophy, the five Fs. I subsequently had the opportunity to command two more times after that, another squadron, and then at the White House Communications Agency, which is now wing command equivalent. So had the opportunity to tweak and refine, but the foundation was still the five Fs. And so in doing that, and I can go into a little detail. So you know, family is your immediate family, your your blood family, and that that kind of thing. But family also encompasses your unit, your extended family, you know, and part of that. And so I always tell people you know, your family, you don't want to be the only one at your retirement ceremony because you neglected your family. And I've done many retirement ceremonies. In fact, I've done 25-plus since I retired. Well, that shows you really made no so family is, is important, take care of your family. And I, you know, one of the things I said about that to the folks was if you in your unit, if folks are getting assigned unit, permanent changes, station, PCS to your unit, and they haven't found the place to live in the due time and whatever the house hunting days are, I always gave my folks the option of give them some more time to find a place. They may be looking for schools, I mean looking for a place that just fits the environment that they need. And let's give them that time now, because they're not going to be effective in the organization if they're worried about where they have to live, where their kids are going to go to school and that kind of thing. So take care of all of that, and then get them to work, and they'll be that much more effective because they won't have to worry about where they're living, where the kids are going to school. So take care of your family fitness. You understand physical fitness and what you do and all of that, and I admire all of your accomplishments in that. And so physical fitness in the military kind of goes without saying. You have to maintain certain standards and do that, and do a PT and take a test and that kind of thing. But fitness is more than just physical fitness. It's spiritual and mental fitness. Now I would never be one to tell somebody this is how you need to nurture your spiritual and mental fitness. I think that's personal. But if your spiritual mental fitness is not being nourished, you're not going to be doing yourself any good, your team any good. And honestly, you would be able to tell if an individual is struggling with their spiritual or mental fitness, particularly as a leader and just kind of looking and observing characteristics and the behavior of folks. So I basically told my team, I want you to do whatever it takes to nurture your spiritual and mental fitness, whatever you need to do — if it's meditating, if it's praying, if it's walking, whatever is personal to you, but make sure that it's nurtured. But I also told my folks that if you think my spiritual fitness and mental fitness is out of balance, I want you to tell me, because I might have blinders on. I could be focused on things, just like they could be focused on things, and I would tell them. And I think folks really appreciated the candor and the openness of the leader, the commander, you know, saying that, yes, I want you to tell me if you think my spiritual mental fitness is, you know, is out of balance.   Naviere Walkewicz Did you ever have anyone tell you that?   Michael Black I did. I had strong relationships with my first sergeant, or my command sergeant major, the senior enlisted adviser. So we were, you know, we're hand-in-hand and all the places I was at. And so, yes, I've had them. I've had my wife tell me that. So I think that's important. I just — like I said, you can easily have blinders on and maybe just not see that or have blind spots. And speaking of that, I've written a leadership article on blind spots. I've kind of studied that and understand that. Flying — at the time the primary mission of the Air Force was flying. And so I'd always say, “What is your role in supporting the primary mission, or what is our role in supporting the primary mission of the Air Force?” So make sure you understand that. As a communicator, how do you contribute to the primary mission, or as a logistician, or as information management? But understand what your role is in the primary mission of the Air Force. Fairness, as a leader — it is so important for the leader to be fair, right? It can affect good order and discipline if you're not fair, but equally important is to be perceived as being fair. So I could think I'm being fair, I could think that I'm being fair, but if the perception of the unit, the team, is that I'm not being fair, that's just as detrimental to the mission as actually not being fair. And so I think perceptions are important, and you need to understand that. You need to be aware of the perceptions; you need to be ready to receive the information and the feedback from your team on that. And so I stress the importance of also the perception people have different management. I could be looking at something over there, and I say, “OK, yeah, sky is blue over there,” but somebody's looking at it from a different you know, they may see a touch of some clouds in there, and so they see some light in there, and from their vantage point. And it's just like that in life: Respect everybody's vantage point in things. And so that was the fairness aspect. Then finally, fun. I'm a person that likes to have fun.   Naviere Walkewicz You are?!   Michael Black Yes, I am. I'm a person that loves to have fun. And so for me, I grew up playing sports. And so I played sports throughout my Air Force career. So that was kind of one of the things I did for fun, intramurals.   Naviere Walkewicz What was your favorite sport?   Michael Black My favorite sport was baseball growing up. I mean, I dreamed about trying to play in the Major Leagues and that kind of stuff. And I played on a lot of baseball teams growing up, and then when I got into the service, played softball, and I played competitive softball. Back in the day, they have base softball teams, and so you would, you know, try out for the team, and I would try out, and I played on base team at probably at least four or five bases that I was at. So I was, these are my own words: I was good. So I played and was very competitive in intramurals. That's another way to bring your team together — camaraderie. They see the boss out there playing. And I always would tell folks that on the squadron team: They're not playing me because I'm the commander. They're playing me because I'm good. I can contribute to the wins in a game. But so it's very competitive. I wasn't a win at all costs, but it wasn't fun to lose. So being competitive and fun. So that's one of the things I did for fun. I also follow professional sports. San Antonio Spurs is my basketball team; Washington Commanders, my football team. So I would go to those events, those games, those contests and stuff like that. Music, concerts, still do that kind of stuff with my kids and my family incorporate fun into — so it's not all work and no play. I think you do yourself justice by, winding down relaxing a little bit and having fun and that kind of thing. And so I encourage my team to do that. Wasn't gonna tell people what they needed to do for fun. I think that's personal, but having fun is important and it helps strike that balance. So that's really the five Fs. And I carried that, as I said, every time I command, every time I've, you know, unit that I've been associated with, particularly after the 2000 graduation from Army Command and Staff College. And I still carry that five Fs today And incidentally, I think the if you bump into somebody who was in one of my units, they're going to remember the five Fs, or some portion of it. In fact, I have a couple mentees that commanded after me, and they adopted the five Fs as their command philosophy. And that's kind of something that's very satisfying as a leader to have somebody adopt your leadership style. They think that it was good for them while they were in the unit. And it's very flattering to see that afterwards. I mean, so much so that I've had people that were in my unit, and then they got assigned to one of my mentee's unit, and they would call me up and they'd say, “Hey, Col. Black, you know, Col. Packler says his command philosophy is the five Fs.” Yeah, I said Marc was in my unit at Langley, and he probably felt that. But that's, that's a true story. Naviere Walkewicz That's a legacy, right there; that's wonderful. Well, speaking of legacy, you have a son that's also a graduate. So talk about that. I mean, you were expected to go to college. It wasn't an if, it was where? How about your children? Was that kind of the expectation? Michael Black So my wife is a college graduate. She's a nurse as well. And so we preached education throughout. And just as an aside, shout out to my wife, who just completed her Ph.D.   Naviere Walkewicz Wow, congratulations!   Michael Black Yes. Wilda Black, last week, in doing that. And so between my family, my immediate family — so my wife, and my two daughters and my son, there are 15 degrees between us.   Naviere Walkewicz And you?   Michael Black And me. So five us, there are 15 degrees. My wife has two master's, a bachelor's and now a Ph.D. My oldest daughter has a bachelor's and two master's. My son has a bachelor's and a master's. My younger daughter has a bachelor's and a master's, and I have a bachelor's and three master's degrees. So I think that adds up to 15.   Naviere Walkewicz I lost count. Social sciences major here.   Michael Black So yes, education. And so my son — he really liked quality things, likes quality things growing up. And so he was looking at schools and researching and looking at the Ivy League, some of the Ivy League schools, and some other schools that, you know, had strong reputations. I purposely did not push the Air Force Academy to him because I didn't want him to go for the wrong reasons. I didn't want him to go because I went there and that kind of thing. But late in the game, you know, in his summer, going into his senior year of high school, he came to me and said, “Hey…” and I'm paraphrasing a little bit, “Dad, you know, your alma mater is pretty good, you know, pretty, you know, pretty has a strong reputation.” And I said, “Yeah, you know, you know, strong academic curriculum and everything else there.” So that summer he said, “Well, I'm thinking I might want to go there.” And I'm thinking to myself, “That's a little bit late in the game, like the summer going into senior year.”   Naviere Walkewicz Did you recruit your mom again?   Michael Black Mom got involved. And then I think you know Carolyn Benyshek. So Carolyn was the director of admissions. I reached out to her and just said, “Hey, I got my son that's interested.” They were actually coming to Baltimore, I believe, for a…   Naviere Walkewicz The Falcon Experience. Right.   Michael Black And so we went to see her, and I'll just kind of say the rest is history. Through her help and guidance, through my son's qualifications — he was able to get in. He went to the Prep School, which is great, and I just want to give a shout out to the Prep School for that. I did not attend the Prep School, but I saw the value of my son going to the Prep School and then coming to the Academy. So I just to this day, thankful for our Prep School and how they prepare folks.   Naviere Walkewicz We feel similarly about that.   Michael Black So, yeah. So he went. And so, of course, a proud dad, right? Your son following in your footsteps, and that kind of thing. So Clinton, Clinton Black is in the Space Force now, and he's assigned to Vandenberg. But my son, he was a soccer player growing up, played a lot of competitive soccer, came here and decided that he wanted to do Wings of Blue, and so he was on Wings of Blue parachute team. And the neat thing about that is that the jump wings that my son wears are the jump wings that my dad earned at Airborne School in 1964, '65 — sometime in the early ‘60s. And so my dad was still living at the time and so he was able to come out here and pin the wings on Clinton. So it skipped a generation because I didn't jump or anything. But my son jumped, and he has mid-500 number of jumps that he's had. And so my dad was able to see him jump, and that was even though Airborne is a teeny bit different than free fall, but still, you know, parachuting, and all of that. So getting to see Clinton excel and do that and see him jump into the stadium, and that kind of thing. He jumped with some of the former Navy SEALs in the X Games, you know, in the mountains. So that was just a proud parent moment. Naviere Walkewicz Wow. That is very exciting. And so, through all of these experiences that you had, I keep wanting to go back to the five Fs .yYu had mentioned earlier that you did some refinement to it. So where you are now, how are you using them? How have they been refined? I mean, flying. What is that? Michael Black So, I asked people to take a little bit of a leap in that, understand where it came from, in my 5s but that aspect refers to the mission, right? And so the Air Force mission has evolved to include space and that kind of thing. But even on the private side, the civilian side, I still use the five F's. And so the flying aspect just refers to the mission, or whatever the mission of your organization is. And so there was some refinement as we brought in space into our mission, but it really reflected on the mission. And so I had different AFSCs that worked for me in in the different units that I was at, and also different services. And so understanding the service aspect of things also was something that I had to take into consideration as far as keeping and refining that, at the White House Communications Agency, about 1,200 military — more Army than Air Force, more Air Force than Navy, more Navy than Marine Corps, and more Marine Corps than Coast Guard. And so being an Air Force commander of a joint unit that had more Army folks in it, you have to understand that lingo, and be able to speak cool and that kind of thing. Dad loved that. And so going to the Army Command General Staff College, and, getting some of that philosophy and understanding that. And then I went to what's now called the Eisenhower School, now ICAF, the Industrial College of the Armed Forces, which is another joint school. And so being around that helped me in those aspects. But really applying that throughout and after I retired, I did 10 years in the private sector with a couple of different small businesses that were government contracted focused, providing professional services, but still, as the chief operating officer of each one of those, it's a pretty high leadership position within the company and so I talked about the five Fs in some terms that my team could understand that, and so still apply that. And then now, with three years working for the nonprofit, the AFCEA organization, where we bring government, industry and academia together to do IT, cyber kind of things, machine learning, artificial intelligence — I still have that philosophy to buy that and what I do, I think it's something that's applicable across the board, not just military. At least I've made it applicable. Naviere Walkewicz I was just gonna ask that, because talk about the private sector and — some of our listeners, they take off the uniform, but they still have that foundation of the military, but they're working with people who maybe don't have that foundation of the military. So how did you translate that in a way that they could feel that same foundation, even though they hadn't gone through a military family or through the Air Force Academy? Michael Black Yeah, no, that's a great question, Naviere. And I think, as a leader, you have to be aware of that. You have to be aware of your team and their background and their experiences. You also you have to speak their lingo, right? I mean, I can't talk just Air Force or military lingo. We talk a lot in acronyms. Naviere Walkewicz Like AFCEA. And I'm sure many know it but would you mind spelling it out? Michael Black Armed Forces Communications Electronics Association. And even though we have that we are more than the armed forces now, so we really are known by just AFCEA, even though that's what that acronym stands for. So I mean, I work with Homeland Security, VA and that kind of thing. But to your point, getting folks to understand where I'm coming from, and I need to understand where they're coming from, you have to take the time, put in the work to do that, so that you can communicate with your folks, and so that they understand where you're coming from, and also, so that they feel valued, right? That you understand where they're coming from. And I think all of that is important. And I tried to make sure that I did that, and I had coaches, mentors and sponsors along the way. So I learned when some of my mentors transition from the military time, and so when they went to go work in the private sector, I still lean on them. “OK, how did you make this transition? And what is it about? And what are the similarities and what are the differences? What do I need to consider in doing that?” And I'm thankful, and that goes back to one key point that I want to make about relationships and nurturing that relationship. I mentioned Gen. Field, worked for him in the early 2000s. But here we are, 2025, and he's in my contacts, he will take my call, he will respond to a text, and vice versa. You know, building that relationship. And so he's with a nonprofit now, and so I still stay in touch with him. The director of the White House Military Office was a Navy admiral that I worked for when I was at the White House. He is now the president and CEO of the United States Naval Institute — Adm. Spicer. You know, 20-something, 15 years ago, worked for him and now we're working together on a big conference. But those relationships are important in nurturing those relationships. And I learned about nurturing from my family. You know, my grandparents, who did that. My grandfather was a farmer. He had to nurture his crops for them to produce. So the same thing, analogy applies in relationships; you have to nurture that relationship. And you know, it circled all the way back to, you know, our 40-year reunion now, and my classmates that are here and nurturing those relationships with those classmates over the years is important to me. I'm the connector within my class, or the nucleus. I mean, those are two nicknames that my classmates have given me: the Col. Connector and Nucleus, and I embrace those. Naviere Walkewicz Yes, that's wonderful. I know that you also mentor cadets. And I think my question for you, from the aspect of some of our listeners, is, did you seek out the cadets? Did they seek you out? How does that mentorship relationship start? Because you talked about how, like, for example, Gen. Field, you had that relationship years ago. That's kind of carried through. But how do you know when that mentorship is beginning? Michael Black I think both of those aspects, as you mentioned. Do they seek that? There are cadets that seek that based upon just what they've experienced and what they've learned. And then some of the cadets know people that I know, and so they've been referred to me, and all that. Some were — like their parents, I worked with their parents. I mean, particularly in the Class of 2023 there are three young ladies that I mentored in the Class of 2023 one whose father worked with me on the White House Communications Agency, one whose mother babysat my kids OK. And then one who's ROTC instructor in junior in high school was my first sergeant. So in those three instances, I was connected to those folks through relationship with either their parents or somebody that worked for me and that that kind of thing. And that was a neat thing to, you know, to be here. I did the march back with those young ladies, and then I connected those three young ladies who did not know each other at the march back, when we got back on the Terrazzo, I found all three of them and explained my relationship with each of them. And they were able to be connected throughout and two of them I actually commissioned, So that was really, really nice. And so, you know, seeking mentorship is, well, mentorship has just been important to me. I benefited from mentorship, and I want to return that favor. I am the chairman of the Air Force Cadet Officer Mentor Association, AFCOMA, whose foundation is mentorship, fellowship and scholarship, and so I'm passionate about mentorship and doing that. I've seen the benefits of it. People did it for me, and I think you can shorten the learning curve. I think you can just help folks along the way. So I'm very passionate about that. Naviere Walkewicz Well, this has been amazing. I think there's two questions I have left for you. The first one being — and I think we've learned a lot about this along the way — but if you were to summarize, what is something you are doing every day to be better as a leader? Michael Black I think every day I take a deep look inside myself, and am I living and breathing my core values? And what am I doing to help the next generation? You know, trying to put that on my schedule, on my radar, that's important to me. And whether I'm at work with AFCEA, whether I'm out here at my 40th reunion, whether I'm on vacation, I always take the time to mentor folks and pass on that. I think that's something that's passionate for me. You mentioned, when we talked about the retirement ceremonies. I mean, I've done 20-plus since I retired. In fact, I have one in November, but it will be my 27th retirement ceremony since I retired. And those things are important to me. And so I reflect, I try to keep my fitness — my physical, spiritual and mental fitness, in balance every day so that I can be effective and operate at a peak performance at the drop of the hat. You know, being ready. And so that's important to me. So there's some self-analysis, and I do live and breathe the five F's. I think that's important. And I think I've proven to myself that that is something that is relatable, not only to my time in the military, but my time in the private sector, and now my time in a nonprofit. And I just continue to do that so self-reflection and really practicing particularly the fitness aspect of the five Fs. Naviere Walkewicz Wow, that's outstanding. And then you probably share this with your mentees. But what is something that you would help our aspiring leaders — those who are already in leadership roles in any facet of it — but what is something that they can do today so that they will be more effective as a leader? Michael Black So I think being aware that people are watching you and your actions. Even when you think that somebody is not watching, they are watching. And so they are trying to learn what to do next, and to be aware of that. And so I think, again, that goes with what you asked me first: What do I do every day. But also being aware of that, so that you can be that example to folks. And then take the time, have some pride in leaving the organization better than it was when you got there. I mean, it's a cliche, but I think I take a lot of pride in that. And then, when the team does good, everybody does good, so you shouldn't necessarily be out there for any kind of glory. That's going to come. But do it for the right reasons. And provide… give the people the tools, the resources and the environment to be successful. And in… I just take satisfaction when I see one of my mentees get squadron command, go do something like the current commander of the White House Communications Agency, Col. Kevin Childs. He was a captain and a major in the organization when I was there. Nothing makes me happier than to see my mentees excel. And then, in this particular instance, he's holding a job that I had, and we still talk. I mean, he had me come out there to speak to the unit about a month ago. And those things give me a lot of pride and satisfaction and confirmation that I am doing the right thing. And so I'm excited about that. Naviere Walkewicz Well, I can say, from the time that I met you a few years ago, you are living what your five Fs. I see it every time you help champion others. Every time I'm around you I'm  energized. So this has been a true joy. Has there been anything that I haven't asked you that you would like to share with our listeners? Michael Black Well, I do want to say personally, thank you to you for all that you do and what the association is doing here. This Long Blue conversation, Long Blue Line — I think this is important to share. There's a Class of 1970 that's in the hotel with us, and I don't know, really, any of those folks, but when I see them walking around with their red hat on — that was their color — and I think about, “OK, 15 years before me.” And so I'm 62. These guys are, if I did the public math, right, 77, 78, maybe even older, depending upon what they did, and still out there doing things, and some of them here with their spouses and that kind of thing. I was just talking to one of the classmates this morning, I said, “You know, I wonder if we're going to be like this when our 55th reunion is,” and they were walking around, and most were in good health and able to do things. So that gives a lot of pride. But, what you're doing, what the rest of the folks here are doing, I think this is amazing. I love the new building, the studio that we're in. This is my first time in the new building, so I'm thankful for this opportunity, and just excited about what you guys do. Naviere Walkewicz Well, thank you so much for that. It's been an absolute pleasure having you on Long Blue Leadership. Michael Black Well, I appreciate it. It's been an honor, and I'm glad you guys timed this for my '85 Best Alive reunion and in the new studio. Naviere Walkewicz Yes, wonderful. Well, as we bring today's conversation to a close, Michael left a reminder for us that stands to me. As a leader, you're always on, you're always being watched. You know your steady presence and deep empathy were forged in life's hardest moments, from guiding a young family through unimaginable loss to breaking the barriers at the highest levels of service to mentoring cadets who will carry forward the legacy of leadership. And then there's that framework he lived by, the five Fs of leadership. It is practical as it is powerful, family, fitness, flying mission, fairness and fun, each one a reminder that leadership is about balance grounding and the courage to keep perspective no matter the challenge. His story reminds us that true leaders create more leaders, and when we anchor ourselves in purpose, faith and these five Fs, we leave behind a legacy that lasts. Thank you for listening to Long Blue Leadership. I'm Lt. Col. (Ret.) Naviere Walkewicz. Until next time. KEYWORDS Michael Black, Air Force leadership, 5F leadership philosophy, military mentorship, leadership development, combat communication, White House Communications, Space Force, veteran leadership, empathetic leadership, military career progression, leadership principles, professional growth, organizational effectiveness, cadet mentoring, military communication strategy, leadership resilience, Air Force Academy graduate, leadership philosophy, team building, professional relationships.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Sejam bem-vindos ao setimo encontro do Grupo de Estudo: Políticas, Retóricas e Histórias da Visualidade, uma iniciativa do Podcast Visual+mente e o grupo de pesquisa do CNPq “Visualidade e Linguagem”.Rafael Efrem é professor do Curso Superior de Tecnologia em Design Gráfico do IFPB - Campus Cabedelo. É Bacharel e Mestre em Design pelo UFPE e atualmente é doutorando pela linha de Teoria e História do Design da Faculdade de Arquitetura e Urbanismo e Design da USP (FAU-USP). Neste programa, Rafael Efrem discutiu a formação da imagem do Nordeste, como se tornou possível, a partir de produções visuais, a construção da própria região e centrar o foco nas ideias do Movimento Regionalista, Tradicionalista e, a seu modo, modernista do Recife, amalgamadas no “mestre de Apipucos”, Gilberto Freyre, e em como suas ideias conformam e são conformadas pela visualidade.O evento foi fechado e participaram apenas os inscritos no grupo de estudos. Acredecemos o comparecimentos e participação dos membros do grupo. Os encontros ocorreram via Meet, e encerram em outubro de 2024.Encontre o texto da bibliografia e muito mais aqui:https://www.visualmente.com.br/grupo

Trump is openly pushing to use American cities as “training grounds” for the military and targeting “the enemy within.” Ret. Lt. Gen. Mark Hertling joins Asha and Renato to break down the unprecedented meeting with top military brass - and what it means for the country and democracy. Plus, the stunning indictment of former FBI Director Jim Comey, a dramatic escalation in Trump's campaign to weaponize the Justice Department against his enemies - and why it could ultimately backfire. Tune in! Cruise with us:https://www.travelstore.com/group-travel/its-complicated-cruise-2026/ Asha Substack: https://asharangappa.substack.com/Subscribe to our podcast: https://link.chtbl.com/its-complicatedFollow Asha on Bluesky: https://bsky.app/profile/asharangappa.bsky.socialFollow Renato on Bluesky: https://bsky.app/profile/renatomariotti.bsky.socialFollow Asha on Instagram: https://www.instagram.com/asha.rangappa/Follow Renato on Instagram: https://www.instagram.com/renato.mariotti/Subscribe: https://www.youtube.com/@LegalAFMTN?sub_confirmation=1 Legal AF Substack: https://substack.com/@legalaf Follow Legal AF on Bluesky: https://bsky.app/profile/legalafmtn.bsky.social Follow Michael Popok on Bluesky: https://bsky.app/profile/mspopok.bsky.social Subscribe to the Legal AF by MeidasTouch podcast here: https://podcasts.apple.com/us/podcast/legal-af-by-meidastouch/id1580828595 Learn more about your ad choices. Visit megaphone.fm/adchoices

Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: "Needed: A peace plan that doesn’t reward Putin" (Washington Times op ed), terror attack in England Anthony Napoli, former CEO of Briggs Inc, a Special Events Company in NYCTopic: Italian American Heritage Month Stephen Parr & Louis Avallone, co-hosts of "American Ground Radio" on AM 970 The AnswerTopic: Townhall event on October 7th, mayoral race and how it affects the rest of the country Thomas Homan, Border Czar for the Trump administrationTopic: Trump declares the U.S. is at war with drug cartels Dr. Marc Siegel, physician, Professor of Medicine at the NYU Langone Medical Center, author, and contributor to Fox NewsTopic: Pfizer drug pricing agreement Tony Danza, actor and entertainer best remembered for his roles on "Taxi" and "Who's the Boss?"Topic: Sinatra & Stories show, his storied life and careerSee omnystudio.com/listener for privacy information.

Esse é o quinto encontro do Grupo de Estudo: Políticas, Retóricas e Histórias da Visualidade, uma iniciativa do Podcast Visual+mente e o grupo de pesquisa do CNPq “Visualidade e Linguagem”.Neste encontro, tivemos o privilégio de receber a Rafa Sarinho, pesquisadora doutora pela PUC.Rio, Mestranda em Psicanálise na UERJ e formada em design pela UFPE, universidade federal de Pernambuco. A professora Rafaela debateu a visualidade em Jonathan Crary, autor que se vale dos estudos de Michel de Foucault para pensar historicamente o 'regime do visível'. Articulando esses dois autores, as visualidades serão pensadas neste encontro a partir de sua constituição e de seus efeitos, como articuladoras das práticas, valores e discursos que compõem saberes médicos/científicos. Em uma pequena arqueologia das visualidades do corpo, a pesquisadora desenha conexões entre os modos de ver e interpretar o feminino, destacando a fotografia como um instrumento de produção do saber médico/científico.O evento foi fechado e participaram apenas os inscritos no grupo de estudos. Acredecemos o comparecimentos e partcipação dos membros do grupo.Encontre o texto da bibliografia e muito mais aqui: https://www.visualmente.com.br/grupo

From cyberattacks to drones over NATO skies, defense leaders believe Russia is probing for weakness. At the Warsaw Security Forum, Estonian Defense Minister Hanno Pevkur and Lt. Gen. (Ret.) Ben Hodges, former Commander of the U.S. Army in Europe told One Decision that Moscow's provocations aim to divide allies and mask failures in Ukraine. They join hosts Christina Ruffini and former MI6 Chief Sir Richard Dearlove to explain why NATO's unity—and America's staying power—will decide whether Europe's defenses hold.  One Decision is an official media partner of the Warsaw Security Forum. The gathering was held this week in Warsaw, Poland. #WSF2025 #DividedWeFall Episode produced by Situation Room Studios. Original music composed and produced by Leo Sidran. Learn more about your ad choices. Visit megaphone.fm/adchoices

0:30 - Pope Leo on Durbin/Cupich 14:06 - Hegseth 33:04 - Biden 54:10 - Founder & Principal Broker for HealthInsuranceMentors.com, C. Steven Tucker, on Democrats’ shutdown demands: it’s less about healthcare, more about Biden’s big spending laws.Follow CS Tucker on X @CSteven 01:14:34 - Lt. Col. (Ret.) Tony Shaffer, president of Project Sentinel & London Center for Policy Research, on yesterday’s “gathering of the generals” and Trump’s call to refocus the U.S. military inward, not abroad. Lt Col Shaffer is also the author of Operation Dark Heart: Spycraft and Special Ops on the Frontlines of Afghanistan — and The Path to Victory - follow him on X @T_S_P_O_O_K_Y 01:32:56 - Noted economist Stephen Moore sees a swift solution to the shutdown - "the democrats have to cave" Get more Steve @StephenMoore 01:49:46 - Dinesh D’Souza, critically acclaimed filmmaker and New York Times best selling author of 2000 Mules, previews his new film The Dragon’s Prophecy. For more on The Dragon’s Prophecy visit thedragonsprophecyfilm.com 02:06:25 - James Fitzgerald, retired FBI agent and Unabomber profiler, breaks down potential motives and makeup of the shooters in Michigan and North Carolina last weekend. James also also served as a consultant for the tv show Criminal Minds & author of the book series A Journey to the Center of the MindSee omnystudio.com/listener for privacy information.

On this episode of The Executive Perspective, host (Ret.) NYPD Inspector Ron Leyson & (Ret.) NYPD Deputy Chief Rob Lukach sit down and discuss a recent article by the City which revealed that the NYPD has seen more people die in police custody between 2023 and 2024 combined – 43 – than any other two year period over the last decade, as well as the latest happenings around NYC and the NYPD. Link to Article : https://www.thecity.nyc/2025/09/17/deaths-nypd-custody-doubled-2023-2024/ Subscribe to our Newsletter at : https://thefinestunfiltered.com The NYPD's Health and Wellness Section provides resources to support and enhance Cops and their family's overall mental and physical well-being, and to combat mental health stigma, as well as support them in all aspects of wellness. To learn more about it visit Website: https://nypdhws.squarespace.com/

Hugh discusses the Dallas ICE facility attack, church attendance after the Charlie Kirk memorial, the rise of Leftist violence, and talks with Sen. Maj. Leader John Thune, Danielle Pletka, John Campbell, Salena Zito, Adm. Mark Montgomery (USN, Ret.), Sarah Bedford, and Mary Katharine Ham.See omnystudio.com/listener for privacy information.

Neste episódio, discutimos a intersecção entre masculinidade e violência a partir da figura de Charlie Kirk, cuja morte recente reacendeu debates sobre a relação entre homens, armas e a cultura de violência. A conversa explora a complexidade da violência política, a tensão entre autodefesa e subjugação, e como as masculinidades são moldadas por narrativas sociais que glorificam o uso de armas. Também refletimos sobre as raízes sociais da violência e a construção do ideal masculino em torno da proteção e do controle. Por fim, nossos hosts batem uma bola sobre como a cultura pop influencia a visão das armas, da adrenalina em atividades como o paintball à necessidade de uma mobilização masculina para enfrentar a violência.Acesse a Comunidade MEMOH pra ficar pertinho da gente!00:00 - Introdução ao Debate sobre Masculinidade e Violência02:52 - A Morte de Charlie Kirk e suas Implicações05:57 - A Complexidade da Violência Política08:50 - Armas: Autodefesa ou Subjugação?11:45 - Masculinidade e o Imaginário da Proteção14:55 - A Arma como Símbolo de Poder e Controle17:58 - Cultura e a Fascinação por Armas21:06 - A Violência e suas Raízes Sociais23:54 - A Construção da Masculinidade e suas Consequências26:55 - Reflexões Finais sobre Masculinidade e Violência39:24 - A Retórica da Proteção e a Cultura das Armas42:01 - A Influência da Cultura Pop na Percepção das Armas45:58 - Adrenalina e a Experiência do Paintball49:55 - Masculinidade e o Fetiche das Armas57:53 - Mobilização Masculina pelo Fim da ViolênciaEdição de som: Reginaldo Cursino

Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Trump and Zelenskyy's meeting Megan Sills, President of Staten Island University HospitalTopic: Celebrating Staten Island K.T. McFarland, Former Trump Deputy National Security Advisor and the author of "Revolution: Trump, Washington and 'We The People'”Topic: United Nations General Assembly Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again"Topic: The case against Jerome Powell Jeff James, Retired Assistant Special Agent in Charge with the U.S. Secret ServiceTopic: Secret Service agents dismantle network that could shut down NY cell phones Dr. Nicole Saphier, board-certified radiologist, medical contributor for Fox News, and author of “Love, Mom: Inspiring Stories Celebrating Motherhood”Topic: Trump's claim of a link between Tylenol and autism Christian Toto, Entertainment Commentator, host of the "Hollywood in Toto" podcast, and Managing Editor of Hollywood in Toto.comTopic: Jimmy Kimmel's return to television Michael Goodwin, Chief Political Columnist for the New York PostTopic: Trump’s UN speech pulled no punches – and showcased leadership, common sense before the world (New York Post op ed)See omnystudio.com/listener for privacy information.

Jean-Baptiste Nicolet, YouTubeur Tech et créateur de la chaîne TheiCollection, était l'invité de François Sorel dans Tech & Co, la quotidienne, ce mardi 23 septembre. Il est revenu sur son parcours de YouTubeur Tech et sur son succès, sur BFM Business. Ret

This is episode 65 of the Love, Hope, Lyme podcast. To get your free pdf of "Love, Hope, Lyme: What Family Members, Partners, and Friends Who Love a Chronic Lyme Survivor Need to Know," reach out to Fred Diamond on social media. [NOTE: This podcast does not replace medical treatment. If you struggle with Lyme care, please see a Lyme Literate Medical Doctor.] In this powerful conversation, Fred Diamond welcomes back Col. (Ret.) Nicole Malachowski, the first female Thunderbird pilot and a leading Lyme advocate, alongside Dr. Kent Kester, infectious disease physician and executive director at CEPI. Together, they unpack the groundbreaking NASEM Report (Charting a Path Toward New Treatments for Lyme Infection-Associated Chronic Illnesses) and what it means for patients.

America's military faces extraordinary threats — and when resources lag, missions can fail. Guest host Bradley Bowman is joined by Krista Auchenbach of CSIS to discuss her forthcoming report, alongside Rear Adm. (Ret.) Mark Montgomery, as they unpack how presidents convey orders, how the Pentagon manages risk, and how to avoid a dangerous ends-means mismatch.

Episode 74 - Lt. Col. (Ret.) Oakland McCulloch - A veteran, speaker and author shares 40+ years of real-world experience - from crisis zones to the boardroom - on how to live, lead and leave a legacy. Disclaimer: Please note that all information and content on the UK Health Radio Network, all its radio broadcasts and podcasts are provided by the authors, producers, presenters and companies themselves and is only intended as additional information to your general knowledge. As a service to our listeners/readers our programs/content are for general information and entertainment only.  The UK Health Radio Network does not recommend, endorse, or object to the views, products or topics expressed or discussed by show hosts or their guests, authors and interviewees.  We suggest you always consult with your own professional – personal, medical, financial or legal advisor. So please do not delay or disregard any professional – personal, medical, financial or legal advice received due to something you have heard or read on the UK Health Radio Network.

On this episode of The Executive Perspective, host (Ret.) NYPD Inspector Ron Leyson & (Ret.) NYPD Deputy Chief Rob Lukach sit down with (Ret) NYPD Assistant Commissioner / Lieutenant Kevin O'Connor. Kevin will discuss his life, career in the NYPD and his views on the current state of the NYPD and NYC. To follow Kevin on Social Media: https://x.com/kgocjr https://www.linkedin.com/in/kevin-o-connor-319a4188/ To learn more about us visit us at: Website: https://thefinestunfiltered.com https://www.instagram.com/TheFinestUnfiltered https://x.com/TheFinestCast The NYPD's Health and Wellness Section provides resources to support and enhance Cops and their family's overall mental and physical well-being, and to combat mental health stigma, as well as support them in all aspects of wellness. To learn more about it visit Website: https://nypdhws.squarespace.com/ For any financial or investment advice please contact LaidLaw Blue at 888-901-2583 (Blue) or visit them online at https://laidlawwealthmanagement.com/laidlaw-blue/ tell them your friends at #TheFinestUnfiltered sent you Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

America's military faces extraordinary threats — and when resources lag, missions can fail. Guest host Bradley Bowman is joined by Krista Auchenbach of CSIS to discuss her forthcoming report, alongside Rear Adm. (Ret.) Mark Montgomery, as they unpack how presidents convey orders, how the Pentagon manages risk, and how to avoid a dangerous ends-means mismatch.

Jonathan Hoenig, portfolio manager at Capitalist Pig Hedge Fund LLC and a Fox News ContributorTopic: Fed approves interest rate cut Cristo Foufas, Broadcaster and GB News commentator based in LondonTopic: President Trump in England, London Mayor Sadiq Khan's comments about President Trump Rob Chadwick, Retired FBI Supervisory Special Agent and Former Director of Tactical Training in Quantico and the Head of Personal and Public Safety for the United States Concealed Carry Association (USCCA)Topic: Shooting in Pennsylvania, Charlie Kirk assassination investigation Claire Atalla, CEO of Catholic Charities of Staten IslandTopic: Celebrating Staten IslandDaniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Intel on Israel, latest in Russia and UkraineHans von Spakovsky, Manager of the Heritage Foundation's Election Law Reform Initiative and Senior Legal Fellow at the Edwin Meese III Center for Legal and Judicial StudiesTopic: Charlie Kirk assassination suspect charged with murderMiranda Devine, columnist for the New York Post and the author of "The Big Guy"Topic: "Go inside an ICE raid as tough-minded DHS boss Kristi Noem succeeds in ousting criminal immigrants" (New York Post op ed), Charlie Kirk Gordon Chang, Asia expert, columnist and author of "China is Going to War"Topic: U.S.-China TikTok deal Christian Toto, Entertainment Commentator, host of the "Hollywood in Toto" podcast, and Managing Editor of Hollywood in Toto.comTopic: Jimmy Kimmel suspensionSee omnystudio.com/listener for privacy information.

WHAT LESSONS HAS THE INTERNATIONAL COMMITTEE OF THE RED CROSS LEARNED FROM TWO YEARS OF WAR BETWEEN ISRAEL AND HAMAS?HEADLINE 1: Yesterday, the IDF issued evacuation orders for at least three high-rise buildings in Gaza City, including a tower at the Islamic University.HEADLINE 2: Another Israeli citizen was caught spying for Iran.HEADLINE 3: Arab countries are considering establishing a joint military force.--FDD Senior Fellow Lt. Col. (Ret.) Jonathan Conricus provides timely situational updates and analysis, followed by a conversation with Shane O'Connor, a humanitarian advisor to the International Committee of the Red Cross (ICRC).Learn more at: https://fdd.org/fddmorningbrief--Featured FDD pieces:"Wasn't Hell Supposed to Break Loose if the U.S. Struck Iran?" - Reuel Marc Gerecht and CFR's Ray Takeyh, The Wall Street Journal"Lessons from Doha: Eject Hamas now" - Ahmad Sharawi, The Hill"המבצע הבא בעזה חייב להתחיל במסיבת עיתונאים" - Lt. Col. (Ret.) Jonathan Conricus, Israel's N12 News"The art of lying about Israel" - Cliff May, The Washington Times

Between Marxist ideology, COVID mandates, Black Lives Matters, DEI, “climate” hysteria, and other absurdities, the U.S. military was going so far off the rails that many experts wondered if it could even win wars anymore.  On this episode of Behind The Deep State with The New American magazine’s Alex Newman, Col. Ron Scott, PhD, USAF (Ret.), leader ... The post Can US Military be Saved From Marxism? Col. Scott Opines appeared first on The New American.

50:30- Joseph diGenova, former U.S. Attorney for the District of ColumbiaTopic: Epstein documents, other legal news 1:02:38- Cathy Del Priore, Executive Director of The GRACE Foundation of New York Topic: Celebrating Staten Island 1:26:04- Gordon Chang, Asia expert, columnist and author of "China is Going to War" Topic: Xi and Putin 1:37:29- Grover Norquist, President of Americans for Tax ReformTopic: No Tax on Tips, Ideas for next GOP reconciliation bill 1:47:58- Daniel Hoffman, Ret. CIA Senior Clandestine Services Officer and a Fox News ContributorTopic: Putin inviting Zelenskyy for security talks, Xi and Putin meeting 2:03:03- Art Del Cueto, Border Security Advisor for the Federation for American Immigration Reform (FAIR) and a 21-year veteran of the Border Patrol Topic: New ICE lockup facility, VenezuelaSee omnystudio.com/listener for privacy information.