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Jeffrey Gibb Kennett AC (born 2 March 1948) is an Australian former politician who served as the 43rd Premier of Victoria between 1992 and 1999, Leader of the Victorian Liberal Party from 1982 to 1989 and from 1991 to 1999, and the Member for Burwood from 1976 to 1999. He is currently a media commentator. He was previously the president of the Hawthorn Football Club, from 2005 to 2011 and again from 2017 to 2022. He is the founding Chairman of beyondblue, a national mental health advocacy organisation. Early life The son of Kenneth Munro Gibb Kennett (1921–2007), and Wendy Anne Kennett (1925–2006; née Fanning), he was born in Melbourne on 2 March 1948. He attended Scotch College; and, although an unexceptional student academically, he did well in the school's Cadet Corps Unit. He also played football (on the wing) for the school.  His failure to rise above the middle band academically almost led him to quit school in Fourth Form (Year 10 – 1963), but he was persuaded to stay on. His Fifth and Sixth Forms were an improvement, but he was still described in school reports as "[a] confident and at times helpful boy. Sometimes irritates. Sometimes works hard" (1964), and "[a] keen, pleasant, though sometimes erratic boy" (1965). After leaving school, Kennett was persuaded by his father Ken to attend the Australian National University in Canberra, but lost interest and left after one year of an economics degree. He returned to Melbourne and found work in the advertising department of the retail giant Myer – kindling an interest for advertising that would one day earn him his living. Kennett's life in the regular workforce was cut short when, in 1968, he was conscripted into the Australian Army.[9] Kennett was selected for officer training and graduated third in his class from the Officer Training Unit, Scheyville (OTU), near Windsor, New South Wales, outside Sydney. He was posted to Malaysia and Singapore as Second Lieutenant, commander of 1st Platoon, A Company, 1st Battalion, Royal Australian Regiment (1RAR). This military career (and his earlier experience in the Scotch College Cadet Corps) has been noted by many biographers as an essential formative influence on the adult Kennett's character. His sense and regard for hierarchical loyalty, punctuality, and general intolerance of dissent or disobedience may be traced to this period. Kennett returned to civilian life in 1970, reentering a divided Australian society, split by the Vietnam War, of which Kennett was a firm supporter. Having returned to Myer, Kennett became impatient with his work, and so with Ian Fegan and Eran Nicols, he formed his own advertising company (KNF) in June 1971. Thereafter, in December 1972, Kennett married Felicity Kellar, an old friend whom he had first met on a Number 69 tram on the long trips to school. Their first son was born in 1974, followed by a daughter and two more sons. Political career Kennett was elected as a Liberal Member of the Victorian Legislative Assembly (MLA) for Burwood in 1976, having had an interest in local politics since the early 1970s.[14] His preselection for the seat reportedly irritated then Premier Dick Hamer, who disliked Kennett's campaigning style, and had endorsed the sitting member, Haddon Storey. However, by 1981, Kennett was promoted to Cabinet as Minister for Housing and Minister of Immigration and Ethnic Affairs. He was one of several younger MPs whom Hamer promoted to Cabinet in a bid to renew his government. Kennett retained his post when Hamer was replaced as Liberal leader and Premier by Lindsay Thompson in June of that year. Following the defeat of the longstanding Liberal government in 1982, Kennett was the leading candidate to replace Thompson despite being the youngest member of the outgoing government. On 26 October, he was elected leader of the Liberal Party and hence Leader of the Opposition. He took an aggressive posture against the Cain government, and was often criticised for his "bull-in-a-china-shop" style and his anti-government rhetoric. Under his leadership, the Liberals were heavily defeated by Labor in 1985. Afterwards he faced a challenge to his leadership of the party from Ian Smith. Kennett survived easily, but increasingly, he was seen as an erratic and unapproachable leader. He faced two more challenges to his leadership in 1986 and 1987. In 1987, in one notable incident Kennett referred to the Federal Liberal leader John Howard as a 'cunt' in a mobile telephone conversation with Howard rival Andrew Peacock. The car-phone conversation damaged both Howard and Kennett politically, but aided Peacock in his push to return as Federal Liberal leader (1989). Toward the end of its second term the Cain government had lost support and the Liberals were expected to win the 1988 election. The Liberal vote indeed rebounded strongly – they won a majority of the two-party vote – however much of this margin was wasted on landslide majorities in their heartland. As a result, the Liberals took only one seat from Labor in the capital, and were left four seats short of a majority. Failing to become premier, Kennett was again criticised within his own party, and in 1989 he was deposed in favour of a little-known rural MLA, Alan Brown. Kennett's performance during his first stint as Liberal leader is a matter of debate. Economou sees his 1985 and 1988 election campaigns as weak, while Parkinson believes he was a significant asset in pushing the Labor government of John Cain in several key seats. First term as premier Kennett publicly pledged never to attempt a return to the Liberal leadership. However, when Brown proved unable to challenge the government effectively, he allowed his supporters to call a spill in 1991. Brown realised he didn't have enough support to keep his post and resigned, allowing Kennett to retake the leadership unopposed. With Victoria facing billions of dollars of debt, Kennett was seen as "Premier-in-waiting" from the moment he retook the leadership. Cain had resigned a year earlier in favour of Deputy Premier Joan Kirner, who was unable to regain the upper hand despite being personally more popular than Kennett. The Liberals' advantage was strengthened by an important decision taken during Brown's brief tenure as leader—negotiating a Coalition agreement with the National Party. The Liberals and Nationals have historically had a strained relationship in Victoria; they had sat separately for most of the second half of the 20th century. It had been believed that Kennett had been denied victory in 1988 due to a large number of three-cornered contests in rural seats. The Coalition went into the October 1992 state election as unbackable favourites, having been ahead in opinion polling by large margins for almost two years. They stoked the voters' anger with a series of "Guilty Party" ads, targeting many Labor ministers and highlighting concerns in their portfolios. In the second-largest defeat that a sitting government has ever suffered in Victoria, the Coalition scored a 19-seat swing, attaining a 16-seat majority in the Legislative Assembly. The Liberals won 52 seats, enough for a majority in their own right. Nevertheless, Kennett supported his coalition partner, retaining the Nationals in his cabinet. State school closures In the first three years of office, funding for public schools and the Department of Education was substantially reduced. 350 government schools were closed, including every Technical High School ("Tech") in Victoria, and 7,000 teaching jobs eliminated. The Tech School closures had a widespread, delayed effect two decades later when a skilled labour shortage in the state was declared by the government, attributable largely to the generation of children who were denied a trade-focused high school education, significantly reducing the number of school leavers commencing trade apprenticeships. The few who did so were insufficient to counterbalance the number of retiring tradespeople in the coming years. This directly resulted in the number of Skilled Migrant (subclass 190) visas being made available each year increasing to 190,000 from 2012 and an active campaign to entice migrants with trade qualifications to Victoria. Public transport Other controversial moves included the sacking of 16,000 public transport workers in a major technological upgrade of the system, and the initiation of a major scheme for privatisation of state-owned services, including the electricity (SECV) and gas (Gas and Fuel Corporation of Victoria) utilities, the ambulance service, as well as several prisons and other minor services. The sale of the Totalisator Agency Board raised $609 million. Between 1995 and 1998, $29 billion of state assets in gas and electricity alone were sold to private enterprise (for statistics, see Parkinson, Jeff, 1999) In the wake of these changes, investment and population growth slowly resumed, though unemployment was to remain above the national average for the duration of Kennett's premiership. While the benefits to the State budget figures were indisputable in the short term, the social and longer-term economic cost of the Kennett reforms have been questioned by many commentators, academics and those who suffered economically through the period of reform. This campaign of privatisations and cutbacks led to governmental acts of privatisation by splitting up Melbourne's rail (Hillside, Bayside, V/Line and West Coast Rail) and tramways (Yarra and Swanston) or budget-cutting becoming popularly known as being "Jeffed". He also cut back many regional rail services including The Vinelander (ran to Mildura, services later restored to Maryborough as a regular V/Line service in 2011) and services to Leongatha, Bairnsdale (returned in 2003), Dimboola (services later returned to Ararat in 2004). The largest public protest in Melbourne since the Vietnam War Moratorium occurred on 10 November 1992, with an estimated 100,000 people marching in opposition to the retrenchment of many workers and the large State budget cutbacks. Kennett was undeterred by this protest, and famously commented that though there were 100,000 outside his office at Parliament that day, there were 4.5 million who stayed at home or at work. High-profile capital works projects This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (April 2025) (Learn how and when to remove this message) The Kennett government also embarked on a series of high-profile capital works projects, such as the restoration of Parliament House, construction of a new $250 million Melbourne Museum and IMAX theatre, and a new $130 million Melbourne Convention and Exhibition Centre. Other projects included a $160 million expansion of the National Gallery of Victoria; $100 million for refurbishment of the State Library of Victoria; $65 million for a new Melbourne Sports and Aquatic Centre (MSAC); and $130 million for the construction of a new civic square on the site of the old Gas and Fuel Buildings, to be known as Federation Square. The relocation of the Formula 1 Grand Prix from Adelaide in 1993 was a particular coup for Kennett, who had worked hard with his friend Ron Walker, the Chairman of the Melbourne Major Events Company, helped deliver Melbourne the hosting rights for the event from Adelaide in 1993. The most controversial project of the Kennett era was the $1.85 billion Crown Casino and Entertainment Complex, a gambling and entertainment centre on Melbourne's Southbank. Initial plans for a casino had been made under the Labor government, however the tendering process and construction occurred under Kennett. A$2 billion project to redevelop Melbourne's derelict Docklands area to include a new football stadium was also undertaken, in addition to the large CityLink project, a project resurrected from the 1969 Melbourne Transportation Plan, aimed at linking Melbourne's freeways, easing traffic problems in the inner city, and reducing commuting times from the outer suburbs to the CBD. Macedonian name dispute Kennett speaking at a event In the mid-1990s, Premier Kennett backed the Greek position over the Macedonian question in his attempts to shore up local electoral support. Kennett's stance gained him supporters from the Melburnian Greek community, whereas he was referred to as "Kennettopoulos" by the Macedonian community. At Kennett's insistence, his state government in 1994 issued its own directive that all its departments refer to the language as "Macedonian (Slavonic)" and to Macedonians as "Slav Macedonians". Reasons given for the decision were "to avoid confusion", be consistent with federal naming protocols toward Macedonians and repair relations between Macedonian and Greek communities. It was accepted that it would not impact the way Macedonians self identified themselves. The decision upset Macedonians, as they had to use the terms in deliberations with the government or its institutions related to education and public broadcasting. The Macedonian Community challenged the decision on the basis of the Race Discrimination Act. After years of litigation at the Australian Human Rights and Equal Opportunity Commission (HREOC), the Federal Court and High Court, previous judicial rulings were upheld that found Kennett's directive unlawful as it caused discrimination based on ethnic background and was struck down from usage in 2000. Second term as premier Kennett's personal popularity was mostly average to high through his first term, though that of the government as a whole went through peaks and troughs. Without a by-election in the previous four years, the 1996 state election shaped up as the first test of the 'Kennett Revolution' with the electorate. The Coalition was expected to win a second term at the 30 March election, albeit with a somewhat reduced majority. At the federal election held four weeks earlier, while Labor was heavily defeated, it actually picked up a swing in Victoria. However, to the surprise of most commentators, the Coalition only suffered a two-seat swing, allowing it to retain a comfortable 14-seat majority. The Coalition actually picked up modest swings in Melbourne's outer suburbs, which have traditionally decided most state elections. Several negative trends (for the Liberals) were obscured somewhat by the euphoria of victory. The government's sharp cuts to government services were particularly resented in country Victoria, where the Liberals and Nationals held almost all the seats. The loss of the Mildura seat to independent Russell Savage was an indication of this disaffection, and when in February 1997 independent Susan Davies was elected to the seat of Gippsland West, this trend seemed set to continue. However, the verdict of many was that the 'Kennett Revolution' was far from over – indeed it was seemingly set in stone with the opening of the Crown Casino in May 1997. Kennett's profile continued to grow as he became a major commentator on national issues, including urging the new government of John Howard to introduce tax reform, and actively opposing the rise of the One Nation Party of Pauline Hanson. In this last case, Kennett did not shy away from criticising the media, but also the decision of the Howard government to not actively oppose Hanson's agenda. Kennett was influential in Melbourne bidding for the 2006 Commonwealth Games. Three cities initially expressed interest in hosting the event; Melbourne, Wellington and Singapore. Singapore dropped out before its bid was officially selected by the Commonwealth Games Federation, leaving only two candidate cities. In the weeks prior to the announcement of the 2006 host, Wellington withdrew its bid, citing the costs involved with matching the bid plan presented by Melbourne, which became the default host without members of the Federation going to vote. The government lost ground over the next few years, with high-profile disagreements with the Director of Public Prosecutions Bernard Bongiorno, and Auditor-General Ches Baragwanath fuelling criticism of Kennett's governmental style. Kennett's perceived antipathy to Baragwanath led to 1997 legislation to restructure the office of the Auditor-General and set up Audit Victoria. While Kennett promised the independence of the office would be maintained, many saw his government's actions as an attempt to curb the Auditor-General's power to criticise government policy. Widespread community debate and substantial public dissent from Liberal MPs and Party members ensued, with MLA Roger Pescott resigning from Parliament at the height of the debate; citing his disagreement with this Bill and Kennett's style in general. The Liberal Party lost the by-election in Mitcham. Further scandals involving the handling of contracts for the state emergency services response system damaged the credibility of Kennett in 1997–1998, while rural dissent continued to grow. Personal difficulties also began to affect Kennett and his family. The strains of public life led to a trial separation between Felicity and Jeff in early 1998 (patched up by the end of the year), while earlier in Kennett's first term, public scrutiny had led to the forced sale of the KNF Advertising Company, despite all Kennett's involvement having been transferred to his wife's name. There were rumours in 1998 that Kennett might retire from politics; these were mostly centred around Phil Gude, his party deputy. These eventually came to nothing. In July 1998, Liberal MP Peter McLellan, Member for Frankston East, resigned from the party in protest over alleged corrupt Liberal Party Senate preselection, changes to WorkCover and the auditor-general's office. Again, Kennett failed to pick up the warning signs of declining support for his style of leadership. Labor leader John Brumby took care to capitalise on each of Kennett's mistakes over this period, though his absences in rural electorates were misunderstood by many Labor MPs, and led to his replacement by Steve Bracks in early 1999. Bracks, who came from Ballarat, was popular in rural areas and was seen as a fresh alternative to Brumby, who nevertheless remained a key figure in the shadow Cabinet. 1999 election loss Despite Bracks' appeal, Kennett entered the 1999 election campaign with a seemingly unassailable lead, and most commentators and opinion polls agreed that the Coalition would win a third term. However, in a shock result, the Coalition suffered a 13-seat swing to Labor. While there was only a modest swing in eastern Melbourne, which has historically decided elections in Victoria, the Coalition suffered significant losses in regional centres such as Ballarat and Bendigo. ABC elections analyst Antony Green later said that when he first saw the results coming in, it looked so unusual that he thought "something was wrong with the computer." Initial counting showed Labor on 41 seats and the Coalition on 43; a supplementary election had to be held in Frankston East following the death of sitting independent Peter McLellan. The balance of power rested with three independents-Russell Savage, Susan Davies and newly elected Craig Ingram. Negotiations began between the Coalition and the three independents. While Kennett acceded to all but two of their demands, his perceived poor treatment of Savage and Davies in the previous parliament meant that they would not even consider supporting a Coalition minority government headed by Kennett. On 18 October, two days after Labor won the supplementary election in Frankston East, the independents announced they would support a Labor minority government. The agreement entailed Labor signing a Charter of Good Government, pledging to restore services to rural areas, and promising parliamentary reforms. Kennett's supporters urged the Coalition to force a vote of 'no confidence' on the floor of the parliament in a last-ditch effort to force Savage, Davies and Ingram to support Kennett. However, with the Liberals divided on Kennett's future role, Kennett retired from all of his offices, saying he wished to have no further involvement in politics. Labor won the ensuing by-election in Burwood. Rumoured returns to politics Following the Liberals' second successive defeat in the 2002 election, rumours began that Kennett was planning a comeback to politics. The issue came to a head in May 2006 after the sudden resignation of Kennett's successor, Robert Doyle, when Kennett announced he would contemplate standing in a by-election for Doyle's old seat of Malvern and offering himself as party leader. His stance was supported by Prime Minister John Howard, who rated him as the party's best hope to win the November 2006 state election. But within 24 hours Kennett announced he would not return to Parliament rather than running against Ted Baillieu, whom Kennett had been grooming for the top post since 1999. John Howard was reported to have been "embarrassed" by having publicly supported Kennett before his decision not to re-enter politics. In 2008, it was rumoured that Kennett was planning to stand for Lord Mayor of Melbourne. Despite endorsing future Lord Mayor John So in the 2001 mayoral elections, Kennett was quoted as saying "I think the city is ready for a change". Kennett claimed he had been approached by "a range of interests" to run for the position, but in the end did not do so. Former Liberal leader Robert Doyle ultimately won the election. 2020: Indigenous voice to government On 15 January 2020, it was announced that Kennett would be one of the members of the National Co-design Group of the Indigenous voice to government. Life after politics Kennett at the 2018 VFL Grand Final In 2000, Kennett became the inaugural chairman of beyondblue (the National Depression Initiative), a body that was largely formed by the efforts of the Victorian State Government. On 24 June 2008, he announced that he would be stepping down from his role at beyondblue at the end of 2010. This did not happen. After 17 years as the chair of beyondblue, he stood down in 2017, handing the reins to former PM Julia Gillard. He stated "beyondblue is part of my DNA, outside my family, it has been my most important role. Kennett has previously served on the boards of Australian Seniors Finance, a reverse mortgage company, and SelecTV, which was a satellite television group. Kennett has said in an interview that he rarely thinks about the media or "bloody history", though he regrets the "disastrous" introduction of the Metcard ticketing system for trains and trams. Kennett angered gay rights groups in July 2008 when he supported the Bonnie Doon Football Club in their sacking of trainer Ken Campagnolo for being bisexual; and compared homosexuality to pedophilia. Anti-discrimination campaigner Gary Burns pursued an action in the NSW Administrative Decisions Tribunal against Kennett for making the following statement: "The club felt that once this had been pointed out and you had this gentleman there who was obviously close to young men – massaging young men – it ran an unnecessary risk, and that's why it decided it was best that he not perform those duties again. So the club was trying to do the right thing," The case was dropped due to Gary Burns' lack of funds to pursue the case. Hawthorn FC presidency On 14 December 2005, Kennett was made president of Hawthorn Football Club, taking over from Ian Dicker. Following the exit of the St Kilda Football Club from the Tasmanian AFL market in 2006, Kennett was president when the Hawthorn Football Club negotiated a five-year sponsorship deal with the Tasmanian state government. The sponsorship deal was worth an estimated $12 million for which the Tasmanian government bought naming rights to the club's guernsey, and the HFC committed to playing an agreed number of pre-season and four regular season "home games" at York Park.[56] Kennett was instrumental in Hawthorn's 2007 5-year business plan titled "five2fifty", the core idea being that in the next five years the club will target to win 2 premierships and have fifty thousand members. As part of the plan, the football club wants to be seen as the most professional club in the AFL, and places great emphasis on the welfare of the people associated with the club. Following Hawthorn's 2008 AFL Grand Final victory over Geelong, Kennett claimed that the Cats "lacked the mentality to defeat Hawthorn", this being in reference to the Cats' inability to counter-attack the running game of the Hawks in the aforementioned Grand Final. Kennett's comments led to the subsequent eleven-match losing streak for Hawthorn against Geelong becoming known as the "Kennett curse". He stepped down at the end of his second three-year term in 2011, he also changed the club's constitution so that presidents could only serve two 3-year terms. Second stint Kennett at an AFL Women's match in 2023 In what Fox Footy described as a "stunning return",[59] Kennett was announced as the president of the Hawthorn Football Club on 4 October 2017 following the sudden resignation of the incumbent president Richard Garvey. Garvey had taken criticism on the hiring and later sacking of club CEO Tracey Gaudry. Kennett subsequently appointed Justin Reeves as the club's new CEO. On 4 October 2017 he announced that he would serve the position for a full 3-year term. Soon after his re-appointment, Kennett and the club released a vision statement outlining the future of the club up to 2050. The first five-year strategic plan titled 'Dare to be Different' will drive the club's priorities from 2018 to 2022. Kennett said: "Hawthorn we aren't ones to sit back and wait, we work hard to achieve and deliver exciting results, on and off the field. Our vision for our strategic plan, "Dare to be Different", encapsulates this as we continue to strive for excellence. "We have set ourselves some ambitious targets but all are within our grasp if we continue to innovate, grow and forge new frontiers within the AFL industry." On 6 July 2021, Kennett and the Hawthorn board announced that they would not be renewing head coach Alastair Clarkson's contract following its expiry at the conclusion of the 2022 AFL Premiership season. It was announced that Box Hill Hawks and Hawthorn development coach, former player Sam Mitchell had been chosen by Kennett and the board to become the Hawthorn coach at the end of Clarkson's reign. Chairman of The Original Juice Company On 12 December 2022, The Original Juice Company announced that it would appoint Kennett as Chairman and Non-Executive Director. Honours In the Australia Day Honours of 2005, Kennett received Australia's then highest civilian honour, when he was made a Companion of the Order of Australia (AC). The honour was for "service to the Victorian Parliament and the introduction of initiatives for economic and social benefit, to business and commerce, and to the community in the development of the arts, sport and mental health awareness strategies." In May 2000, he was also awarded an honorary doctorate – DBus (Honoris Causa) – by the University of Ballarat. Media work For a brief period during 2002, Kennett was a radio presenter for Melbourne station 3AK, continuing an interest in mass communication which was also a feature of his premiership. Since 2010, Kennett has been a regular contributor to Neil Mitchell's 3AW radio program every Thursday, as a social commentator. On 28 March 2013 it was announced that Kennett had joined the Seven television network as national political commentator which will involve him appearing on breakfast show Sunrise every Tuesday and on Seven news as required. On 12 February 2017 Jeff Kennett engaged ex-Seven West Media employee on Twitter over leaked documents potentially breaching the company's own gag order on Amber Harrison.  

Terry Lord is a retired U.S. Attorney and seasoned criminal justice reform advocate. A Vietnam War veteran, he earned his undergraduate degree in History from Southern Methodist University and his law degree from the University of Texas School of Law. As a commissioned Second Lieutenant in the U.S. Army, he served three years in the Infantry Officer Candidate School at Fort Benning, Georgia. He served as the Resident Legal Advisor in Romania, was the Chief of the Child Exploitation and Obscenity Section, and served as a federal prosecutor in Chicago, Illinois; Los Angeles, California; and Las Vegas, Nevada. Terry lives in Houston, Texas.

The Gear 4 Grunts CEO, Doug Mullen, began his military career by graduating U.S. Army Ranger School as an Army ROTC cadet. He then went on to graduate with a BA in History and as Distinguished Military Graduate in 1990. As a newly commissioned Second Lieutenant of Infantry, Doug served as a Rifle Platoon Leader and Mortar Platoon leader with the 1/501st (ABN) while stationed at Ft. Richardson, Alaska. He later transitioned to the Signal Corps and served as the Brigade Signal Officer for 1st Brigade, 6th ID (Light) also located at Ft. Richardson. Doug's military schooling experience includes the Infantry officer Basic Course; Infantry Mortar Leader's Course; Jumpmaster School and the Signal Officer Advanced Course. Doug also earned Basic Airborne Wings, the Pathfinder Badge and was awarded Senior Parachutist Wings. Doug left the Army in 1997 to pursue a career in software where he has since held various management positions and earned an MBA.

(8:05am) MORNING NEWS DUMP It'll be a while before we find out what may have caused the collision in the skies over the Potomac River in DC. Sen. Tim Kaine comments on the air traffic in the northeast corridor and at Reagan National Airport.Stephen Miller comments on the issues with DEI at the FAA.St. Louis City will hand out city government-issued ID cards to people who can't or won't get one from the State. They're called Gateway Cards and are not legal as ID for things like voting.Kristi Noem comments on the preparations at Guantanamo Bay for violent illegal aliens.Former ND Gov. Doug Burgum will be the new Secretary of the Interior. MO Sen. Josh Hawley is not super confident about Tulsi Gabbard getting enough votes to become the Director of National Intelligence (DNI).Blues (23-24-4) are on the road tonight to face the Avalanche (29-21-2) in Colorado at 8pm. (8:20am) Our Flashback Friday theme today is bad songs that were hits in the '80s. How did that happen?!? We tabulated listener votes for the "best worst" hit songs in the '80s...those songs that make you think "why did we love THAT song back then??" It was tough narrowing it down to 10 songs! You can check out the list on our website at www.newstalkstl.com Go to ON-AIR at the top of the page and the pulldown menu will show Mike Ferguson in the Morning. Click on that, go to our page, and scroll down to Mike's Morning Music. Click on that and you'll see the Flashback Friday song lists with links to the music videos for the songs! Enjoy the tunes! (8:35am) Col. William "Burner" Dunn, former military attack helicopter pilot, shares his insights into the tragic collision in Washington, DC. Colonel Dunn flew in many of the world's deadliest hot spots in dozens of combat missions as an attack helicopter pilot. He and his team currently support U.S. Central Command (USCENTCOM), Marine Forces Central Command (MARCENT), U.S. Cyber Command (USCYBERCOM), U.S. Strategic Command (USSTRATCOM), and Special Operations Command Central (SOCCENT) around the world. In the aftermath of the devastating aviation disaster in Washington, DC—the worst in America since 2009—decorated veteran military attack helicopter pilot Colonel William “Burner” Dunn provides expert analysis. Colonel Dunn is a combat-proven pilot who has flown dozens of missions in some of the world’s most volatile war zones. He shares his no-nonsense, informed perspective on how this tragedy could have occurred in one of the world’s most heavily monitored air corridors. His military helicopter pilot expertise and credibility make him an invaluable voice in understanding this tragic event. He is a military attack helicopter pilot who has flown in and around Washington, DC. With decades of experience navigating high-stakes aerial operations, Colonel Dunn can tell us more about: -Why this military helicopter training flight might have veered into Reagan National Airport's flight path -The strengths and vulnerabilities of the Blackhawk UH-60 helicopter that collided with the American Eagle flight as it was about to land in Reagan National Airport -The 12th Aviation Battalion, based out of Fort Belvoir, which provides helicopter transportation and “technical rescue support” to the National Capital Region -Whether Washington, DC’s crowded airspace—encompassing Reagan National, Dulles, BWI, Andrews Air Force Base, and more—poses systemic risks to aviation safety William Dunn is the President of Strategic Resilience Group, LLC. He started the company in July 2016 after his retirement from a 33-year career in the United States Marine Corps, during which he rose through the ranks of Private through Sergeant, and Second Lieutenant through Colonel. He attended Old Dominion University, earning a bachelor's degree in business administration; and Boston University, where he completed his master's degree in Business Administration. He also completed a master's degree in Strategic Studies. Upon completion of the Marine Corps Basic School and the Infantry Officers Course in Quantico, Virginia, he reported to NAS Pensacola for flight training. He was assigned as a Marine Cobra pilot and completed multiple deployments including a seven-month deployment to Iraq as commander of HMLA-369, "The Gunfighters" in support of Operation Iraqi Freedom 06-08. He is married to his wife, Mimi, and they have two daughters, Sarah and Laura. More information on his book "Gunfighters Rule" here: https://www.amazon.com/Gunfighters-Rule-William-Dunn/dp/1662948980/ref=monarch_sidesheet_image (8:50am) The top '80s song that people love to hate is Starship's "We Built This City." We try to figure out how that happened! NewsTalkSTL website: https://newstalkstl.com/ Rumble: https://rumble.com/c/NewsTalkSTL Twitter/X: https://twitter.com/NewstalkSTL Facebook: https://www.facebook.com/NewsTalkSTL Livestream 24/7: bit.ly/NEWSTALKSTLSTREAMSSee omnystudio.com/listener for privacy information.

Col. William "Burner" Dunn, former military attack helicopter pilot, shares his insights into the tragic collision in Washington, DC. Colonel Dunn flew in many of the world's deadliest hot spots in dozens of combat missions as an attack helicopter pilot. He and his team currently support U.S. Central Command (USCENTCOM), Marine Forces Central Command (MARCENT), U.S. Cyber Command (USCYBERCOM), U.S. Strategic Command (USSTRATCOM), and Special Operations Command Central (SOCCENT) around the world. In the aftermath of the devastating aviation disaster in Washington, DC—the worst in America since 2009—decorated veteran military attack helicopter pilot Colonel William “Burner” Dunn provides expert analysis. Colonel Dunn is a combat-proven pilot who has flown dozens of missions in some of the world’s most volatile war zones. He shares his no-nonsense, informed perspective on how this tragedy could have occurred in one of the world’s most heavily monitored air corridors. His military helicopter pilot expertise and credibility make him an invaluable voice in understanding this tragic event. He is a military attack helicopter pilot who has flown in and around Washington, DC. With decades of experience navigating high-stakes aerial operations, Colonel Dunn can tell us more about: -Why this military helicopter training flight might have veered into Reagan National Airport's flight path -The strengths and vulnerabilities of the Blackhawk UH-60 helicopter that collided with the American Eagle flight as it was about to land in Reagan National Airport -The 12th Aviation Battalion, based out of Fort Belvoir, which provides helicopter transportation and “technical rescue support” to the National Capital Region -Whether Washington, DC’s crowded airspace—encompassing Reagan National, Dulles, BWI, Andrews Air Force Base, and more—poses systemic risks to aviation safety William Dunn is the President of Strategic Resilience Group, LLC. He started the company in July 2016 after his retirement from a 33-year career in the United States Marine Corps, during which he rose through the ranks of Private through Sergeant, and Second Lieutenant through Colonel. He attended Old Dominion University, earning a bachelor's degree in business administration; and Boston University, where he completed his master's degree in Business Administration. He also completed a master's degree in Strategic Studies. Upon completion of the Marine Corps Basic School and the Infantry Officers Course in Quantico, Virginia, he reported to NAS Pensacola for flight training. He was assigned as a Marine Cobra pilot and completed multiple deployments including a seven-month deployment to Iraq as commander of HMLA-369, "The Gunfighters" in support of Operation Iraqi Freedom 06-08. He is married to his wife, Mimi, and they have two daughters, Sarah and Laura. More information on his book "Gunfighters Rule" here: https://www.amazon.com/Gunfighters-Rule-William-Dunn/dp/1662948980/ref=monarch_sidesheet_image NewsTalkSTL website: https://newstalkstl.com/ Rumble: https://rumble.com/c/NewsTalkSTL Twitter/X: https://twitter.com/NewstalkSTL Facebook: https://www.facebook.com/NewsTalkSTL Livestream 24/7: bit.ly/NEWSTALKSTLSTREAMSSee omnystudio.com/listener for privacy information.

In this episode of the Wild Strength podcast, Whitney interviews Emily Valdovinos, a Second Lieutenant in the Air Force and a seasoned strength and conditioning coach. Emily shares her journey from enlisted to officer, her experiences in SERE training, and her transition to a physical medicine role in the Air Force. She discusses her passion for tactical strength and conditioning, the importance of building relationships in coaching, and her steps to becoming a Doctor of Physical Therapy. Emily also highlights her role in mentoring women in the military and the challenges and triumphs she has faced as a woman in a male-dominated field. They emphasize the need for resilience and mental toughness in candidates, particularly women, who aspire to join Special Warfare and understanding the physiological differences in training. Ultimately, they advocate for a coaching approach that focuses on human performance and individual needs. Takeaways: -Emily has over 12 years of experience in strength and conditioning coaching. -Emily's journey included setbacks that led her to a fulfilling career path. -Building relationships is crucial in coaching, especially in the military. -Trust and buy-in are essential for effective coaching and mentorship. -Emily emphasizes the importance of recovery and optimizing training. -Mentoring women in the military helps bridge gaps and foster inclusivity. -Mental resilience is key for women in physically demanding roles. -Training for women should consider physiological differences but not be vastly different. -Individualized training approaches can enhance performance for all candidates. -Coaches should focus on the human aspect of training, not just the physical.

Join the #McConnellCenter as we welcome Trivius Caldwell for a discussion centered around Ralph Ellison.  Lieutenant Colonel Trivius G. Caldwell is an accomplished U.S. Army officer with over 18 years of diverse military experience. Commissioned in 2006 as a Second Lieutenant of Infantry through ROTC at Tuskegee University, he has served in a range of leadership roles, including command of two Infantry Companies in the 82nd Airborne Division and multiple staff officer positions. We all know we need to read more and there are literally millions of books on shelves with new ones printed every day. How do we sort through all the possibilities to find the book that is just right for us now? Well, the McConnell Center is bringing authors and experts to inspire us to read impactful and entertaining books that might be on our shelves or in our e-readers, but which we haven't yet picked up. We hope you learn a lot in the following podcast and we hope you might be inspired to pick up one or more of the books we are highlighting this year at the University of Louisville's McConnell Center. Stay Connected Visit us at McConnellcenter.org Subscribe to our newsletter  Facebook: @mcconnellcenter Instagram: @ulmcenter  Twitter: @ULmCenter This podcast is a production of the McConnell Center

Haili Wimer is the Head Strength and Conditioning Coach at Saint Mary's High School in Bismarck, ND. Prior to SMCHS, Wimer worked in the collegiate setting as an assistant strength coach at Florida International University from May 2023-January 2024 working with beach volleyball, women's basketball, indoor volleyball, and assisted with football. Prior to FIU she was an GA transitioned into an assistant strength and conditioning coach at the University of South Dakota from August 2022-May 2023. While there, Wimer took the lead with men's basketball, volleyball, track and field while assisting with football, softball, soccer, and swim/dive.Joining the Army National Guard in 2014 and earning her Commission in 2023, Wimer currently serves as a Field Artillery Officer in the South Dakota National Guard at the rank of Second Lieutenant. Wimer is a former collegiate track athlete at Northern State University competing in the 400, 4x400, and 400 hurdles. She is an avid baker, book reader, and music lover and continues to lift weights and develop/maintain power as well as reluctantly do cardio occasionally to train and stay active. Samson EquipmentSamson Equipment provides Professional Weight Room Solutions for all your S&C needs.Sport KiltUse Code: TSG at SportKilt.comCerberus StrengthUse Code: STRENGTH_GAME at Cerberus-Strength.comDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

In this episode of Raven Conversations, 2LT Taylor Anderson, a member of A Co, 1-161st Infantry Battalion talks about how he direct commissioned from Sergeant First Class to Second Lieutenant in the Washington Army National Guard.

In this episode of The Women in the Arena Podcast, we are privileged to welcome Major Jacqueline Barnum, a dedicated leader and innovator in the United States Marine Corps. Originally from the Bay Area in California, Major Barnum graduated from the United States Naval Academy in 2014 with a Bachelor of Science in Information Technology and was commissioned as a Second Lieutenant in the Marine Corps.After completing The Basic School in Quantico, Virginia, Major Barnum was assigned as a Logistics Officer, serving as the Motor Transport Platoon Commander and Officer-In-Charge for the Equipment Allowance Pool (EAP) in Okinawa, Japan, where she led humanitarian efforts in the Philippines. She then transitioned to 3d Maintenance Battalion, taking on multiple roles, including S-4 Officer, before being promoted to Captain in July 2018 and serving as Company Commander for Combat Service Support Company. Major Barnum later moved to Newport, Rhode Island, as the First Company Officer at the Naval Academy Preparatory School, mentoring future officers before assuming her current role as Headquarters Company Commander at MACG-38 in Miramar, CA.In addition to her military accomplishments, Major Barnum founded a mentorship program “Mentors in Service,” utilizing her social media platform, @jackiee.barnum, which evolved into a non-profit organization in December 2023. To date, she has facilitated over 2,000 mentor connections across all ranks and services, exemplifying her commitment to empowering others. Join us as Major Barnum shares her inspiring journey, reflecting on leadership, mentorship, and the vital role of resilience in both military and civilian life.For more information on Mentors in Service, check out their website at: https://www.mentorsinservice.org/ Hosted on Acast. See acast.com/privacy for more information.

Is quality simply a matter of two categories: good and bad? But then how do you get to "better"? In this episode, Bill Bellows and Andrew Stotz discuss categories and continuum thinking. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W Edwards Deming. Today I'm continuing my discussion with Bill Bellows who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. And today is episode six, Category Thinking and Continuum Thinking. Bill, take it away.   0:00:27.9 Bill Bellows: Welcome Andrew great to see you again. All right, so in podcast five, I went back and it was just posted by The Deming Institute. And I just wanna clarify again on the topic of acceptability and desirability. Where we're going tonight is looking at acceptability and desirability in a little bit more detail, a little bit differently, but those are still the prevailing themes. And again, I just wanna reinforce that none of this is to imply that desirability is better than acceptability. What's important is to be aware of when I'm using acceptability thinking. And when I'm using desirability thinking and use the one that makes the most sense in that situation. We were talking earlier about companies whose products we enjoy using and we're loyal to them. And I mentioned that my wife and I have developed a loyalty to Toyota products.   0:01:40.4 BB: Going back to 1989 was our first Toyota product. And I knew I wanted a pickup truck. 'Cause I was borrowing a pickup truck from a number of friends and I thought, I really like a pickup truck. There's a lot you can do with a pickup truck. So, I knew I wanted a pickup truck. And I knew from having worked in my father's gas station, I had reason to believe I wanted a Japanese pickup truck and not an American pickup truck. So, I then it was a question of is it a Mazda, Toyota.   0:02:11.1 AS: Nissan.   0:02:13.2 BB: Sorry Nissan. And I looked at all of them and yeah I just all I knew is I was gonna be one of those. And I think the major reason I went with... My wife and I went with a Toyota... I don't think the prices were that different. But it just had a, it was the styling was a little bit better. But I did not... That's why I bought it.   0:02:46.5 AS: The loyalty wasn't built yet.   0:02:49.0 BB: No I knew to stay away... I knew I had seen plenty of examples of... Well, I had traded in my first car that my father, my parents got me when I was in college was a 1975 Chevy Nova. Four door Chevy Nova. And the reason four doors is important is a... If it was a two door, the door would be longer. But it was a four door. By the time I gave that car to a friend, the engine was running beautifully but the body was falling apart. And, so, by the time I sold it to get the pickup truck, in order to get out of it, I'd have to throw my shoulder into the driver's door. Why? Because the door droop was so great that when you close the door, I mean the door drooped and this is not a four door, this is a two door. So, imagine if it was a two door the door would be even heavier. So, on a four door, the door drooped. And, so, when you closed it, you'd had to lift it and then close it in order to get out you had to... Oh, it's just my wife couldn't drive. It was just a nuisance.   0:04:17.6 AS: And, that in '75 was just about when the Japanese were really starting to go after the US car makers. And but I want to tell you just a quick one. I can't remember if I've told you, but I used to have a 1963 Lincoln Continental here in beautiful Bangkok. And I owned it for 10 years. And then eventually I sold it. But what a beautiful car. And people always ask me the same thing and they said, isn't it hard to take care of? And I said, you gotta remember back in those days, cars were simple.   0:04:49.1 BB: Yeah, yeah. So, the... So, with... So, the experience of 14 years or so, with the '75 Chevy Nova. And the door was like the straw that broke the camel's back. It just done with this, all right. So, we're gonna buy Japanese, bought a Toyota. That was the first one. And I think I've mentioned in the first podcast I mentioned that we had a 1998 Toyota Sienna, which is their first, it was their Toyota third attempt at a minivan. The first one I think was underpowered, the second one... And we knew we wanted a minivan. It was time, the kids were getting a little bit bigger. It was time for minivan. And just as we were ready to go buy it, they had a... I think a competitor came out with dual sliding doors. Dual sliding doors. And, so, instead of Toyota coming out with a one sliding door, they stepped back. I think Chrysler came out with two sliding doors. And they figured we can't come to market with one sliding door. They've got two sliding doors. So, then we waited another year and they finally came out and given all of our delight with the Toyota pickup truck, boom, that's what we wanted. And then the transmission failed, six months later with 10,000 miles in the car.   0:06:18.5 BB: And I have a photo of that. Not only did the transmission fail at 10,000 miles, but it failed on Christmas morning on our way to see friends about an hour away. And this guy, people were going to see, he knew I loved Toyota. And when he drove to pick us up, we transferred everything from that to his Ford F-150. He says to me... So, then we had to have the car towed on a flatbed to his house and the next day to the dealership, what a nuisance headache. But when he showed up, he looks at me knowing that I like Toyota. And he says, how's this data point change your theory about Toyota?   0:07:06.5 AS: I thought he was gonna say, if it was me, I would've said pop in the back.   0:07:12.6 BB: And I was like, yeah, that really hurts. Well when I shared that story with students at Northwestern's Business School, the Kellogg Business School, their advice and these are students that had worked in all different industries from Coke to banking, and a number of 'em have worked in the auto industry. And their advice was, I said, Professor Bellows never buy anyone's first model year, even Toyota. Now I have a friend who he and his wife bought the same model year Toyota Sienna. They did not have a problem.  Oe did. When I met at a Deming conference, a guy who worked in Georgetown, Kentucky which is where the Sienna was made. And, so, I met him at a conference and when he said he worked for Toyota, I said, oh, my wife and I buy nothing but Toyotas. He says, oh. And I said, we have a first model...   0:08:08.6 BB: Year Sienna. And everything was good. And then I'm thinking, I'm gonna ask the guy a question. And I looked straight in his eyes. We were pretty close together. And I'm about to ask him a question. I'm looking straight in his eyes and I said, we got a Toyota Sienna. He says, how do you like it? And I looked right at him and I said, the transmission failed at 10,000 miles. And he rolled his eyes. And I said, so, you know about this. It wasn't a look of shock. It was, yeah, all right. So, I said, all right, all right. Your expression just told me that you know something about this. I said, what's up? He says, we tried. This is so cool. He says, we tried to save a few pennies on a bearing.   0:09:00.8 BB: I said, you did but what you did cost me more than you saved. So, yeah you guys saved a few pennies on a bearing and cost my wife weeks of aggravation to have it towed from where it happened to the place we were going because it Christmas Day, it broke. Everything's shut down on Christmas days. You can't have it right? And, so, we had it towed, had to get a rental car. Then they're complaining about, we had... Who authorized this rental car? We only pay... It was just headache after headache. But we still buy Toyota Andrew. We still buy Toyota. Why? Because I'm afraid to buy from anybody else. Well, part of the reason I wanted to share that with our audience is I buy Toyota products based on value. And I believe that the best value we get in transportation, personal transportation is the money we spend buying a Toyota most often brand new. We've also bought some used, got great use out of them, never had a problem, anything like what I just shared with you. And that's having owned five or six different Toyotas. I mean, right now in our family we have three of them.   0:10:16.7 AS: I think I need to correct you.   0:10:19.1 BB: Go ahead.   0:10:19.9 AS: You buy Toyotas on value and values.   0:10:25.7 BB: Yes!   0:10:28.2 AS: You're aligned with their values and therefore you're willing to look beyond the mistakes and problems that it comes with every product, every service, every company, because you're aligned with their values.   0:10:42.2 BB: Well, what's funny is when we bought the Sienna and we're talking with 'em, doing the driving and signed agree to buy it, that's the color we want. We want these seats, blah, blah, blah. And then you go talk to the closer and the closer's a guy, the gal at the dealership that wants to add on the undercoating and the this and the this and the this and the this. And he wanted to sell us at a premium price, this extended warranty and I dunno what it costs, but I said, I've done a whole lot of research. And he says to me it's so funny. He says, when these things break down, a circuit board breaks and that'll cost you this and this and this, and, so, I'm gonna sign you up for the insurance policy, the extra coverage. And I said, no, and he is going on and on. And I said, look it, I've done a lot of research into how they're made and I said, and the values of that organization. So, I said, the reason we buy Toyota is that I have an understanding, a pretty damn good understanding of how they manage the product, the pieces and how it all comes together. And he's pushing back at me. Finally, I said, I teach university courses on how Toyota operates and their quality system.   0:12:14.8 BB: So, we didn't get the extra coverage. Now it was still covered under warranty, so, it was kind of laughable that. But anyways, the reason I bring that up is that...   0:12:27.3 AS: Before you do that, I want to just say for the listeners and viewers out there, what is the messaging from a corporate strategy perspective? And that is have values that you stand for. Communicate those to the market, stay loyal to them and the customers who align with those values will stick with you through the hard times that you're gonna definitely have. There's a quote by Alexander Hamilton says, "those who stand for nothing, fall for everything." If you do not stand for a clear set of values that the market can perceive, then people are gonna fall away from you as soon as times get tough.   0:13:07.2 BB: Oh yeah. And I...I, I. It's about that and that's why I've read lots about Toyota. How they operate written by people outside of Toyota trying to explain it, people inside of Toyota and their explanations. But part of the reason I bring this up is my fascination, my interest in Dr. Deming's philosophy, is a great deal to do with his system is based on an incredible appreciation of the difference between acceptability and desirability. All other quality management systems, whether it's the quality management within Lean is acceptability based, good parts and bad parts, Operational Excellence, Six Sigma Quality. In fact, there's a quote at the end of chapter 10 in "The New Economics". And chapter 10 was the original last chapter until the third edition came out. In which case there's chapter 11 written in large part by Kelly Allen, a good friend.   0:14:15.1 BB: And when chapter 10 was the end I thought it was pretty cool that at the very end of chapter 10. The last few pages of chapter 10 of “The New Economics” are about Dr. Taguchi's loss function. And this is what turned me on to Dr. Taguchi, was finding “The New Economics" in a brick and mortar bookstore. I knew from ASQ Quality Progress that this was coming out. So, I remember when it came out, this was before Amazon, going to the bookstore. Going through it and saying what does this guy think about Taguchi? Because Taguchi was my, the one I really idolized. And I opened it up and I turned to chapter 10 and it's all about the loss function, the problem and I thought this is way cool. So, the closing quote... The closing... The last sentence in chapter 10 which again was the original last chapter until third edition came out, is the following "Conformance to specifications," that's acceptability, "zero defects," that's acceptability. "Six Sigma quality," which is acceptability "and all other specification-based nostrums all miss the point, ,stated by Donald J. Wheeler."   0:15:42.6 BB: So, then I looked up, but what is a nostrum? And Dr. Deming not Dr. Deming a nostrum is defined as “quack medicine.”  So, "Conformance to specifications, zero defect, Six Sigma quality, and all other specification-based nostrums all miss the point." And, so, I wrote an article about this, gosh, 20 years ago. I said, what's the point? And my explanation, the point is, all of them are about managing parts in isolation. Looking at things in isolation. Again that's acceptability. And as I said earlier, I'm not saying acceptability is bad, I'm just saying acceptability is not desirability. And the other thing I wanna add is, why do I... My wife and I love Toyota products. I've got reason to believe through a lot of research and talking, sharing the ideas that we talk about in these podcasts with people within Toyota. And they have a desirability focus that nobody else... That I'm not aware of anybody else has.   0:16:54.9 BB: And, that's having presented around the world doing classes, at Kellogg Business School, at university. Yeah, the Kellogg Business School Northwestern University. I teach online classes at Cal State Northridge, Southern Utah University. I've lectured at many universities. And I never had anyone come to me working in industry saying, Bill, what you're talking about, we practice where I work. No. And, so, for those that are pursuing the Toyota Production System stuff. My response is, I don't buy Toyota products because they use the Toyota Production System. Now, that may help with getting the car to market faster. But I don't believe the Toyota Production System is why people buy Toyota products. I believe Toyota's quality management system... At least I buy Toyotas because I believe their quality management system, inspired by Dr. Taguchi, inspired by Dr. Deming, is providing something that nobody else has in many industries. All right. So, I wanted to get that out.   0:18:06.7 AS: So, are you saying Toyota Production System is more of a tool that is in their toolbox of quality management system?   0:18:18.4 BB: Um, the Toyota Production System is classic Industrial Engineering.   0:18:26.8 AS: Right.   0:18:27.0 BB: It's how to...   0:18:28.3 AS: It's a natural.   0:18:30.5 BB: How to improve flow, how to improve throughput by minimizing number of steps, by minimizing inventory. It's highly credited to Taiichi Ohno, who was mentored by the founder of the Toyota Motor Company. And it's all about, they don't have a lot of money. So, we need minimal inventory, minimum steps. So, it's like... So, the Toyota Production System is an efficiency based system based on, we don't have a lot of money, we're not gonna buy a lot of inventory. But the quality aspect of the Toyota Production System everywhere, everything I've written, everything I've read by people describing the Toyota Production System it's all explained by acceptability. So, that they may be moving things closer together so people don't walk so far.   0:19:27.8 BB: But what I'm looking at with Dr. Deming's work inspired by Dr. Taguchi is what is it about the quality system that causes those parts to come together so well and the products to perform so well? So, it's not just having the parts when I reach out, the part is there, but those parts integrate better. I've mentioned in the first podcast series that Toyota had 100% snap-fit pickup truck in 1969 at a time when Ford was banging things together using rubber mallets to get the parts together. They took apart and assembled a Toyota pickup truck twice 'cause they didn't believe the results the first time the parts went together without mallets. That's what I'm talking about, that within that system, the ability for the parts to come together to work together cannot be explained by an acceptability based system. And, so, having spoken with people and having the opportunity to share with people within Toyota the ideas we talk about inspired by Dr. Deming, I've learned that they do desirability in a way that nobody... I'm not aware of anyone else having done.   0:20:48.5 BB: All right, so, what I want to get into, add to the discussion tonight, relative to category thinking, is this idea of category thinking, continuum thinking. Category thinking quite simply is putting things in categories. So, in acceptability we have two categories, good or bad, or maybe three categories. It's good or it's scrap or it's rework. So, category thinking is generically putting things into categories. And so, we could look at category... Categories could be... There could be two categories, three categories.   0:21:27.1 BB: It's been a while since I've gone to see a movie, but I believe they still have a rating system of PG, PG-13, R, R-17, maybe X. Those are categories. Fruits and vegetables. Those are two high level categories. Within each of those categories, we have types of, we have apples and oranges, and within them we have types of apples. That's all category thinking. You go into a supermarket and every aisle... There's the cereal aisle. That's a category. There's the canned goods, those are categories. Religions - talk about categories. So, every religion you look at is its own category. And, then within those categories they have subcategories. How about music? How many categories in music are there Andrew?   0:22:18.9 AS: Well, it gets all messed up on my iTunes where I'm like, that's not heavy metal. That's rock.   0:22:28.6 BB: Yeah. And then there's types of rock. In the beginning it was rock and roll, and then there's types of rock and roll.   0:22:34.0 AS: Progressive rock.   0:22:34.0 BB: Progressive rock. And then we have people... So, what category would we put... I think somebody asked Lucinda Williams, we're going to see her in a few weeks. So, what category? Well, she doesn't fit a category. So, that's category thinking. Category thinking is putting things in categories. We could say, where did you go to college? That's a category. These are USC grads, those are Cal State grads. And, part of the point I want to make is that we use category thinking all the time. Putting people in categories is what we do. Such as you and our daughter are Cal State graduates.   0:23:17.6 BB: And, so, what degrees do they have? Those are categories. So, I don't know what we would do if we couldn't put things in the categories. So, I don't think category, putting people in category is not a bad thing. Now, when you start to associate values with the categories, now we're getting into racism or sexism and then, okay. But this idea that putting people in categories is a bad thing, I'd say category thinking is our simple way of organizing everything around us and these little file cabinets. Now added to that is when you put four or five things into a category, then what you're implying is that they're all the same. And that gets into acceptability.   0:24:12.8 BB: So, if this is a good part, that's a good part. That's a bad part. That's a good part. So, all the good parts go into the good part category. Then we say, oh, these are all good. Then we get into the sense of, and they're interchangeable. Well, maybe not. And that has to do with what I call continuum thinking. All right, so before we get to continuum thinking, Andrew, remember the question. What do you call the person who graduates last in their class of medical school?   0:24:43.3 AS: I don't remember that.   0:24:45.2 BB: Okay, so take a wild guess, Andrew, putting the pressure on, what do you call the person that graduates last in his or her class in medical school?   0:24:55.7 AS: Surgeon general.   0:24:56.9 BB: What's cool is that's a question I've been able to ask all around the world. Now, depending on where I go, I can't talk about baseball because they don't understand baseball. Or depending on where I go, I can't say soccer or I have to say football. Then if I say football, I have to say, well, I mean your football, not American football. But what's neat about this question, what do you call the person that graduates last in their class in medical school, that's "doctor." That's also acceptability thinking. From the first in class to the last in class, they all met requirements. Andrew, you know what that is? Acceptability. So, category thinking is a form... Acceptability is a form of category thinking. All right. Now I'm gonna give you three numbers and I'm going to ask you which two of the three are closest to being the same. You ready?   0:25:58.0 AS: Yep.   0:26:01.7 BB: 5.001, 5.999 and 6.001.   0:26:11.1 AS: 5.999 and 6.001.   0:26:17.6 BB: Are close to being the same?   0:26:18.8 AS: Yeah.   0:26:20.2 S3: That's what most people think. Okay. But...   0:26:25.7 AS: One's a six and one's a five. That's a problem.   0:26:29.5 BB: All right. And, so, again, the numbers were 5.001, 5.999 and 6.001. And the question is, which two of the three are close to being the same? And, what most people will say is 5.999 and 6.001, which infers that what does same mean?   0:26:48.5 AS: The integers?   0:26:49.1 BB: If you answered.   0:26:49.9 AS: I looked at the integers at the end rather than the whole number at the beginning.   0:26:56.7 BB: But is it safe to say you chose those numbers by saying they were closest together?   0:27:01.6 AS: Correct. Yes.   0:27:03.2 BB: So, in your case you're saying, if I plot those numbers from zero to infinity. Then those two are really close together. That's one definition of same is proximity. But, same could also be, they begin with five, in which case the first two are close to being the same. 'cause they both begin with five or they're both less than six. Or, I could say 5.001 and 6.001, because they both end in .001. So, it turns out there's three answers to the question. But the answer of the last two and proximity is what category is what continuum thinking is about. On a continuum these two are closest together. All right.   0:27:51.2 AS: And I have to tell you, we're gonna be running out of time, so we gotta wrap this up.   0:27:55.4 BB: All right. So, when I asked you the question, what do you call the person who graduates last in their class of medical school? And you said doctor, that's category thinking. If you used... Well actually the thing is, if I ask, what do you call the person who graduates last in their class at the United States, US Army's Military Academy, known as West Point, one answer is Second Lieutenant. 'cause they're all Second Lieutenants. But West Point uses continuum thinking to define the very last person in their class. So, it's the last person in class is not called second lieutenant. The last person in the class is called goat, as in the animal.   0:28:43.2 BB: And a very famous goat at West Point, who from my reading, was very proud to have graduated last because there's... I think Mike Pompeo, who was Secretary of State under president Trump, was first in his class at West Point, first in his class. A very famous, I wanna be the last person in my graduating class at West Point was George Custer. You've heard of him?   0:29:14.3 AS: Yep.   0:29:15.5 BB: And, he was deliberately lazy, so he wanted to be the very last person in his class. But that's, but the idea is that category thinking says they're all Second Lieutenants, they're all doctors. Continuum thinking is when you say this is the first, this is the second, this is the third. And when you come up, when you start to order them and say, the last one is goat, that's looking at things on a continuum, which is continuum thinking. Well, given that most quality systems, including Boeing's Advanced Quality System, are based on category thinking and category thinking, you have good parts and bad parts. When I ask a question as I brought up in the podcast five. I said I go to audiences and ask, how much time do you spend discussing parts which are good, that arrive on time? And the answer is none. And I say, well why is that? 'Cause in that system they're focusing on taking things from bad to good. And then what? Stopping at good.   0:30:20.0 BB: Well, part of the thing I wanna get across in this episode is the reason we're stuck in that model of stopping at good is because the quality system is based on category thinking of bad and good. And in a world of good and bad, there is no better. In a world of short and tall, there is no taller. And, so, continuum thinking allows us to go beyond that. And, so, going back to Dr. Deming's quote, conformance requirements, which is category thinking, zero defect, Six Sigma quality, those are all category based systems, which means it's good parts and bad parts. But then I come back to how does a system which is based on good parts and bad parts deliver such incredible reliability in the products? And, I believe it's because they're using continuum thinking. Not... And again not continuum thinking everywhere, but I think they have very judiciously figured out where to use continuum thinking and that is their differentiator. In my admiration for Dr. Deming's System of Profound Knowledge is, I've not come across any other type of management theory, which has that level of fidelity to explain that. And, in order to practice continuum thinking, implement it, you have to work together.   0:31:43.9 AS: And I'm gonna wrap this up by... One of the revelations that I come upon when I listen to what you're saying is. That's also what makes Deming's teachings sometimes hard to grasp, because there is no clear category and there is no clear beginning and end. There is no certification and therefore it's just hard for us who are used to being in categories to grasp. And that's my conclusion what I draw from everything you've just said.   0:32:16.6 BB: Well and let me add to that, really appreciate you saying that. Let me add to that,much of what I was doing at Rocketdyne... When I began to appreciate that the reason I was focusing on solving problems, solving problems and the problems we didn't solve were the problems where the customer, NASA said, we're gonna take this work and take it to the company down the street because you guys can't make it happen.  And, that scared the hell out of me that we're gonna lose this work to competitors because... And when I looked at it, was why are we stuck?  And I looked at Dr. Deming's work, the reason we're stuck is we're... 'cause our quality system is based on good parts and bad parts. We're waiting for trouble to happen. And, so, but still what I found is, and when I started to focus on... I went from being 100% Taguchi to more about Dr. Deming's work and trying to come up with everyday examples to make Dr. Deming's work more accessible.   0:33:16.9 BB: So, in Dr. Deming's work, you're not gonna find category thinking, continuum thinking. So many of the concepts we talk about in this series, in the prior series are... I refer to them as InThinking Concepts, just trying to make it easier for people to begin to absorb the brilliance of Dr. Deming's work. Because, I think absent that, when he says quality, what kind of quality is he talking about? Acceptability quality, desirability quality. So, I'm with you, I think the work is brilliant. I'm just hoping through our conversations and these podcasts that we can make his work far more accessible.   0:33:56.4 AS: Yep. Well, I think we're doing that. And Bill, on behalf of everyone at The Deming Institute and the audience, I wanna thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. Of course, if you wanna keep in touch with Bill, just find him on LinkedIn. This is your host Andrew Stotz. And I'm gonna leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."

Joel and I teamed up to talk about one of our favorite topics: Leadership! As some may know, Joel is currently a graduate student in the Gonzaga Master of Organizational Leadership program. He's taken a couple of classes in heartiness and resiliency and read the book Leading at the Edge by Dennis Perkins, so I gave it a read! In this episode, we discuss a couple of key leadership strategies that Shackleton exemplified, and Perkins identifies in his book through extensive research and a life dedicated to learning about leadership. Dennis Perkins has spent a major part of his life trying to understand what it really means to be a leader – particularly under conditions of adversity, ambiguity, and change. His passion to understand the art of leadership began at the United States Naval Academy. He went on to commission as a Second Lieutenant in the United States Marine Corps and serve as a Company Commander in Vietnam. His leadership “post-graduate” education continued well past the USMC. Perkins went onto attend Harvard Business School, then later obtain his doctorate in Psychology from the University of Michigan. Perkins proceeded to join the Yale School of Management as a faculty member and is now the CEO of The Syncretics Group, a consulting firm dedicated to effective leadership in demanding environments. Joel and I picked a couple of strategies that resonated with us and how we felt they applied to the JMO leading in the military, and to leaders in business. Joel also recently climbed a Mountain in his Masters. While not in the Antarctic for 800 days, it was quite an experience. While a six-to-nine-month deployment may not equate to being stranded in the Antarctic for 800 days, it takes strong leaders to help their crew, their units, their organizations through challenging times. Quick summary of the book below. Leading at the Edge Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition by Dennis Perkins uses the story of Sir Ernest Shackleton's 1914 expedition as a framework for exploring leadership in extreme circumstances. Perkins draws leadership principles from Shackleton's incredible ability to lead his crew through crisis and adversity. This book demonstrates how leadership lessons from the edge of survival can be applied to organizations confronting contemporary challenges such as competition; economic uncertainty; and the need for constant innovation, growth, and change. Beset and trapped in solid ice packs, the crew was engaged in a fight for survival. The “Endurance” (Shackleton's Ship) eventually was crushed by ice and sank. Through remarkable leadership, Shackleton managed to keep his men alive and motivated. He led a harrowing open-boat journey over 800 miles of treacherous seas to seek rescue, eventually saving all his men without a single loss of life. Lansing's narrative highlights the courage, resilience, and teamwork that enabled them to survive this epic ordeal. Perkins's ten key leadership strategies that Shackleton exemplified are laid out below: Ten Strategies 1. Never lose sight of the ultimate goal and focus energy on short-term objectives. 2. Set a personal example with visible, memorable symbols and behaviors. 3. Instill optimism and self-confidence but stay grounded in reality. 4. Take care of yourself: Maintain your stamina and let go of guilt. 5. Reinforce the team message constantly: “We are one – we live or die together”. 6. Minimize status differences and insist on courtesy and mutual respect. 7. Master conflict – deal with anger in small doses, engage dissidents, and avoid needless power struggles. 8. Find something to celebrate and something to laugh about. 9. Be willing to take the Big Risk. 10. Never give up – there's always another move. Hope you enjoy the episode! Brock Dudley || (210) 874-1495 || bdudley@cameron-brooks.com YouTube Channel LinkedIn

Retired United States Army Captain Rich Ingram is a keynote speaker and endurance athlete. Despite losing his arm in combat, he continues to embrace life's challenges and thrive in adversity. https://bit.ly/RichIngramPodcast On July 20, 2005, Rich sustained injuries from an IED (improvised explosive device) attack that resulted in the amputation of his left arm, and the Army forced him to retire. Not one to back down from a fight, he was relentless in pursuing his dream of leading men and women in combat as an officer. Working with military leaders and government legislators, policy was changed to allow amputees to commission as officers, and Rich was the first, commissioning as a Second Lieutenant in December 2008. He went on to serve three more tours between Iraq and Afghanistan as a combat engineer officer before retiring in 2013. Upon retirement, Rich held Leadership positions with a Fortune 500 company and built and sold a profitable small business,. While recovering at Walter Reed Army Medical Center, Rich began competing in the sport of triathlon, which proved to be a catalyst for his recovery and adaptation into a growth mindset, and he continues to push limits running triple-digit mile ultramarathons across the country. Learn more about Rich at https://www.richingram.com/

Host: Tracy Shuchart for MicDropMarketsGuest: Louis-Vincent Gave Louis-Vincent Gave Louis-Vincent Gave is CEO of Gavekal. He co-founded the company in 1999 with his father Charles and Anatole Kaletsky. Gavekal started as an independent research firm and evolved in 2005 to include fund management and in 2008 to include data analysis services. Since 2005, Louis has mostly focused on the money management side of the business. Before co-founding Gavekal, Louis worked for Paribas Capital Markets where he was an equity research analyst from 1997 to 1999. In 1996 and 1997, Louis served in the French Mountain Infantry Division as a Second Lieutenant. Louis studied Economics, History and Chinese at Duke University and Nanjing University. In the past decade, Louis has written seven books, including his latest "Avoiding the Punch: Investing in Uncertain Times", published in August 2021.Disclaimer: This material is presented solely for informational and entertainment purposes and is not to be construed as a recommendation, solicitation, or an offer to buy or sell / long or short any securities, commodities, or any related financial instruments. Please contact a licensed professional before making any investment or trading decisions

Ewen Finser is the Founder and CEO of Venture 4th Media, a firm that develops and transacts digital media assets for clients in a wide variety of established and high-growth market niches. He is also the Founder and CEO of Center Keel Media, a digital media company that incubates content brands at scale, and a Partner and Co-founder of Owl Mountain, a firm that acquires and grows digital assets.  Before this, Ewen served in the United States Army National Guard for more than eight years. During that time, he ascended from the rank of Second Lieutenant to Captain. In this episode… Are you trying to figure out whether you should build or buy a content site? Do you want to discover how to leverage your strengths in order to achieve success as an online entrepreneur? This is an ever-present question for digital entrepreneurs who work with content sites: “Should I buy or build?” According to ecommerce expert Ewen Finser, this question is highly personal; in order to answer it, you need to be hyper-aware of your capabilities, experiences, and talents. Ewen suggests that as long as you are playing to your strengths and using all of the tools in your toolkit, your website will be a success — regardless of your choice to grow or transfer a business. So, where should you start in the journey of creating and scaling or acquiring a profitable content site? In this re-released episode of the Quiet Light Podcast, Joe Valley sat down with Ewen Finser, the Founder and CEO of Venture 4th Media, to talk about the ins and outs of buying or building a content site. Listen in as Ewen reveals how to choose the path that is best suited to your skills, the secrets to building a top-notch content team, and one of the most critical pieces of due diligence to perform before acquiring a content site. Stay tuned!

Trailblazer does not begin to define Brigadier General Sara Dudley, who is truly undefinable. Finance officer by trade, Brig. Gen. Dudley is the Counter Threat Finance expert currently serving within the United States Army. From deployments in the Middle East to serving within the Special Operations Command, Brig. Gen. Dudley is a true testament to dedication to service, a true voice within the Department of Defense, and an absolute innovator. About our guest:Brigadier General Sara Dudley was commissioned in 1998 as a Second Lieutenant in the U.S. Army Finance Corps. Prior to her current assignment in U.S. Army John F. Kennedy Special Warfare Center and School (USAJFKSWCS), she served in the Army Budget Office as the Director, Operations and Support within the Army Secretariat. Before heading to that position in the Pentagon, she held the position of Chief of Staff, U.S. Army Special Operations Command (USASOC). Also within USASOC, she held the position as the Deputy Chief of Staff, Comptroller. About the hosts:Maj. Ashley "Ash" Holzmann is an experienced Psychological Operations Officer serving in the re-established PSYWAR School at the United States Army JFK Special Warfare Center and School.Sgt. Maj. Derek Riley is one of the most experienced Civil Affairs Non-commissioned Officers in the Army Special Operations Regiment. He has incredible deployment experience and serves within the Civil Affairs Proponent at the United States Army JFK Special Warfare Center and School. From the episode:Brig. Gen. Dudley's official bio:https://www.swcs.mil/Portals/111/DUDLEY_bios_Current_JAN2024.pdfRead more about the Money As A Weapon System (MAAWS) Concept:https://www.dau.edu/sites/default/files/Migrated/CopDocuments/MAAWS%20CJTF%20OIR%20Final%2010202017.pdfRead more about Army Financial Management and Comptrollers:https://www.asafm.army.mil/North Korea may have sub-contracted with multiple animation studios:https://www.reuters.com/world/asia-pacific/north-koreans-may-have-helped-create-western-cartoons-report-says-2024-04-22/Joint Knowledge Online Courses for Counter Threat Finance (for those with Common Access Card):https://jkosupport.jten.mil/html/COI.xhtml?identifier=SOC-CTFShe has written about the application of Counter Threat Finance in her article about engaging in conflict beyond Direct Action approaches:https://www.thekcis.org/publications/insight-13She has also been featured in other discussions on other podcasts discussing digital assets and national security:https://www.youtube.com/watch?v=47zJEqsnFq4She has also been interviewed throughout her career. Here is an article from when she was still a Lt. Col., making an impact wherever she was assigned:https://www.army.mil/article/185720/finance_officer_recounts_how_life_lessons_have_made_a_difference Army Special Operations Recruiting:SOF Recruiting Page (soc.mil)https://www.soc.mil/USASOCHQ/recruiting.html GoArmySOF Site:https://www.goarmysof.army.mil/ The Official Podcast of the United States Army Special Warfare Center and School!USAJFKSWCS selects and trains all Army Special Forces, Civil Affairs, and Psychological Operations soldiers. Please visit our website at: https://www.swcs.milBe sure to check us out and follow us at:https://www.facebook.com/jfkcenterandschoolhttps://www.instagram.com/u.s.armyswcs/https://www.youtube.com/c/USAJFKSWCS/videosPlease like, subscribe, and leave a review! And if you enjoyed this, become a member of the underground by sharing with at least one other person. Word-of-mouth is how movements like this spread.

Upon graduating from the U.S. Military Academy at West Point commissioned as a Second Lieutenant in the U.S. Air Force in 1965, Bob Jones was deployed to Asia. On his 80th mission, his plane was shot down in Vietnam and he was captured, spending over five years as a Prisoner of War (POW) in captivity enduring harsh conditions and interrogations.  Despite the challenges, Bob never lost hope, maintained a positive attitude, and was released in 1973. He joins Kennedy to detail how he has dedicated his life to helping veterans and sharing his story of perseverance. Follow Kennedy on Twitter: @KennedyNation Kennedy Now Available on YouTube: https://bit.ly/4311mhD. Learn more about your ad choices. Visit megaphone.fm/adchoices

Hey there, listeners! Have you ever wondered what it takes to shape the leaders of tomorrow? Or how a military school experience can impact a young man's life beyond just preparing him for armed service? Well, you're in for a treat with Episode 117 of the "Carlsbad: People, Purpose, and Impact" podcast!This time around, we sit down with an exceptional guest, Lieutenant Colonel Roland Miraco, commandant of cadets at the prestigious Army Navy Academy. Roland isn't just a decorated military veteran with tours in Iraq and Bosnia Herzegovina under his belt; he's also a proud alumnus of the academy and has been instrumental in nurturing the next generation of changemakers.In this episode, we'll dive into the academy's rich history, its mission to mold young men of character, and the diverse futures its cadets pursue—from Ivy League halls to innovative industries. Roland will share how the school's unique all-boys boarding model, small class sizes, and new programs like culinary arts and aviation are setting students up for success.But that's not all! Roland gets personal, sharing his own journey from cadet to commandant, and how his family is continuing the legacy. Plus, we'll bust some myths about military schools and hear heartwarming success stories of students who've thrived under the academy's guidance.Curious to learn more? Roland extends an invitation to explore the Army Navy Academy's offerings. Tune in to this insightful conversation and discover a community dedicated to excellence right here in Carlsbad. Don't forget to check out the academy's website or call the Admissions Department at 760-729-2385 for more info. Listen, learn, and be inspired—right here on "Carlsbad: People, Purpose, and Impact."Roland Miraco's Bio:Lieutenant Colonel Miraco graduated from Army and Navy Academy in 1990. After attending the Academy, he moved on to New Mexico Military Institute. He received his commission as a Second Lieutenant in the US Army.Roland served in the United States Army for 29 years. He was an Artillery Officer in Germany, Bosnia, and Fort Sill. He taught ROTC at the University of Southern California and was an Academic Chair at the Naval Postgraduate School. As an Information Operations Officer, Roland served with the Department of the Army Staff, and the Undersecretary of Defense for Special Operations and Low Intensity Conflict at the Pentagon, Division Staff at Fort Bliss, TX, and Branch Manager at Fort Knox, Kentucky. He also completed two tours in Iraq, from 2005-2006 and 2009-2010.He earned a Bachelor's Degree in Criminal Justice from California State University Long Beach. His military education includes the Field Artillery Officer Basic and Advanced Courses, the Combined Arms Service Staff School, the Basic Cyber Planners Course, the Electronic Warfare Planners Course, the Military Deception Planners Course, and the US Army Command and General Staff College. Roland's awards and decorations include the Defense Meritorious Service Medal with Oak Leaf Cluster, the Meritorious Service Medal with 4 Oak Leaf Clusters, the Joint Service Commendation Medal, the Army Commendation Medal with 1 Oak Leaf Cluster, the Army Achievement Medal, the Armed Forces Expeditionary Medal, the Iraq Campaign Medal with three stars, the Office of the Secretary of Defense Staff Badge and the Army Staff Badge. He also earned the Joint Meritorious Unit Award with Oak Leaf Cluster and the Army Superior Unit Award with Oak Leaf Cluster. Did this episode have a special impact on you? Share how it impacted youCarlsbad Podcast Social Links:LinkedInInstagramFacebookXYouTubeSponsor: This show is sponsored and produced by DifMix Productions. To learn more about starting your own podcast, visit www.DifMix.com/podcasting

Retired United States Army Captain Rich Ingram is a keynote speaker and endurance athlete. Despite losing his arm in combat, he continues to embrace life's challenges and thrive in adversity. On July 20, 2005, Rich sustained injuries from an IED (improvised explosive device) attack that resulted in the amputation of his left arm, and the Army forced him to retire. Not one to back down from a fight, he was relentless in pursuing his dream of leading men and women in combat as an officer. Working with military leaders and government legislators, policy was changed to allow amputees to commission as officers, and Rich was the first, commissioning as a Second Lieutenant in December 2008. He went on to serve three more tours between Iraq and Afghanistan as a combat engineer officer before retiring in 2013. Upon retirement, Rich held Leadership positions with a Fortune 500 company and built and sold a profitable small business,.While recovering at Walter Reed Army Medical Center, Rich began competing in the sport of triathlon, which proved to be a catalyst for his recovery and adaptation into a growth mindset, and he continues to push limits running triple-digit mile ultramarathons across the country.

Over the course of his life, Tim Fischer wore many hats: deputy Prime Minister, politician, diplomat, farmer, chairman, patron and advocate for many causes. But one that often goes under the radar is that of a Second Lieutenant in the Australian Army. In this episode, author Peter Rees unpacks Tim's military service and how it impacted his life as a politician.  Music: 'I've Been There' by Alsever Lake 

Share this episode: https://www.samharris.org/podcasts/making-sense-episodes/366-urban-warfare-2-0 Sam Harris speaks with John Spencer about the reality of urban warfare and Israel's conduct in the war in Gaza. They discuss the nature of the Hamas attacks on October 7th, what was most surprising about the Hamas videos, the difficulty in distinguishing Hamas from the rest of the population, combatants as a reflection of a society's values, how many people have been killed in Gaza, the proportion of combatants and noncombatants, the double standards to which the IDF is held, the worst criticism that can be made of Israel and the IDF, intentions vs results, what is unique about the war in Gaza, Hamas's use of human shields, what it would mean to defeat Hamas, what the IDF has accomplished so far, the destruction of the Gaza tunnel system, the details of underground warfare, the rescue of hostages, how noncombatants become combatants, how difficult it is to interpret videos of combat, what victory would look like, the likely aftermath of the war, war with Hezbollah, Iran's attack on Israel, what to do about Iran, and other topics. John Spencer is an award-winning scholar, professor, author, and combat veteran. He currently serves as the Chair of Urban Warfare Studies at the Modern War Institute at West Point, Co-Director of the Urban Warfare Project, and host of the Urban Warfare Project podcast. He is also a founding member of the International Working Group on Subterranean Warfare. John served 25 years in the U.S. Army, having held ranks from Private to Sergeant First Class and Second Lieutenant to Major. He was an active duty Army officer during two combat tours in Iraq. His research focuses on military operations in dense urban areas, megacities, and urban and subterranean warfare. Spencer holds a Master of Policy Management from Georgetown University, and his writings have appeared in the Time magazine, The New York Times, The Wall Street Journal, The Washington Post, and many other publications. He is considered one of the world’s leading experts on urban warfare and has served as an advisor to everyone from top four-star generals to world leaders. He is the coauthor of Understanding Urban Warfare. Website: www.johnspenceronline.com Twitter: @SpencerGuard Learning how to train your mind is the single greatest investment you can make in life. That’s why Sam Harris created the Waking Up app. From rational mindfulness practice to lessons on some of life’s most important topics, join Sam as he demystifies the practice of meditation and explores the theory behind it.

In 1880, Heber Creel was a Second Lieutenant in the Seventh Cavalry stationed at Fort Totten at Devils Lake. There, he created detailed maps of the lake and the adjacent reservation. A year later, he was building a telegraph line to the railhead at Larimore when he was drawn in by increasing speculation about where the railroad was next headed. As interest in the land around Devils Lake increased, the 27-year-old got land fever, resigned his post and bet on the lake's northern edge.

Tulsi Gabbard is a lieutenant colonel in the Army Reserves, Iraq War veteran, former Congresswoman, and 2020 presidential candidate. Tulsi was elected the U.S. representative for Hawaii's 2nd congressional district from 2013 to 2021. During her time in office, she served on the Homeland Security Committee, the Armed Services Committee, the Foreign Affairs Committee, and the Financial Services Committee. From 2013-2016, Tulsi served as Vice Chair of the Democratic National Committee. In 2019, she launched her 2020 presidential campaign, becoming the first female combat veteran to run for president.  In October of 2022, Tulsi announced her departure from the Democrat Party.  In this episode, Jack and Tulsi discuss the significance of the Constitution, emphasizing its relevance for elected officials, as well as students from primary school to college. Tulsi enlisted in the Hawaii Army National Guard in 2003. In 2004, she deployed for a year-long tour to Iraq where she served as a medical specialist. After being commissioned as a Second Lieutenant, she was stationed in Kuwait from 2008 to 2009, serving as a Military Police Officer.  In July 2021, she was promoted to Lieutenant Colonel.  Tulsi is the host of The Tulsi Gabbard Show podcast and author of For Love of Country - Leave the Democrat Party Behind. You can find out more about Tulsi at www.tulsigabbard.com. NOTE: This segment has been extracted from the full-length episode, which originally aired on June 2, 2021.  SPONSORS: Red Sky Mourning – The 7th novel in the James Reece Terminal List series. Pre-order today! http://jackcarr.co/rsm Bravo Company Manufacturing: Visit us on the web at http://jackcarr.co/bcm and on Instagram @BravoCompanyUSA.com SIG: Celebrating the 40th Anniversary of the legendary SIG SAUER P226. Learn more here - https://jackcarr.co/SIG40thP226

Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate Relevant Resources What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

In the ever-evolving landscape of higher education and military training, partnerships between academic institutions and the armed forces have become increasingly crucial. Penn State has one such partnership with the Marine Corps in the form of a fellowship program. Today we are joined by Lieutenant Colonel Michael ‘Adam' Taylor and Major Sean O'Rourke to discuss Penn State's Marines Corps Logistics Fellowship Program and how it has honed their professional skillsets and helps support their military strategies for agile supply chains.   About Guest(s) Lieutenant Colonel Michael “Adam” Taylor Lieutenant Colonel Taylor attended the University of West Florida in Pensacola, FL where he received a Bachelor of Science in Business Administration. After graduation, he attended Officer's Candidate Course in Quantico, VA and was commissioned to Second Lieutenant in March 2005. Lieutenant Colonel Taylor's education includes: Officer Candidate School, The Basic School, Ground Supply Officer's Course, Combined Logistics Captains Career Course, Air Force Command and Staff College, Logistics Support to Sensitive Activities, U.S. Navy Survival, Evasion, Resistance, and Escape School, Finnish Defence Forces Civil Military Cooperation Course, Theater Special Operations Command Course, Recruiter Management Course, and the UNC LogTech Advanced course.  Most recently, from June 2021 to June 2023, LtCol Taylor served as the Commanding Officer of Combat Logistics Battalion 2 in Camp Lejeune, NC. During his tenure, his command participated in cold-weather exercises in Norway, Sweden, Bridgeport Ca, and deployed to Quantico, VA to set up a sustainment camp and provide all logistical support for 5,000 Afghan refugees fleeing Taliban rule in 2021. After relinquishing command in June 2023, LtCol Taylor reported to Pennsylvania State University as a Commandant of the Marine Corps Fellow to pursue a Master in Science in Supply Chain Management. Major Sean O'Rourke Major Sean O'Rourke is a Logistics Officer from Minneapolis, Minnesota, and a graduate of the University of Minnesota.  Over his 15 years of active service, he has served in command and staff positions in all elements of the MAGTF, including two combat deployments to Helmand Province Afghanistan and a sea tour in the Pacific.  His previous Fleet Marine Force units include 1st Battalion, 8th Marines; the 31st Marine Expeditionary Unit; 3d Maintenance Battalion; and Marine Aircraft Group 26; serving as a Company Commander and Group Executive Officer. His logistics billets include Maintenance Management Officer, Motor Transport Officer, S-4A, S-4, and Intermediate Maintenance Company Commander.  In the Supporting Establishment, he served as a Faculty Advisor, Academics Officer, and Company Commander at Logistics Operations School and Officer Candidates School. He is currently attending Penn State as a Marine Corps Logistics Fellow.

On today's show, Mike Ford discusses Super Tuesday, Nikki Haley, Democrats voting for Trump, and the Republicans who won't. GUEST OVERVIEW: Colonel Mike Ford (Ret) was commissioned into the Regular Army as a Second Lieutenant of Infantry upon graduation from the United States Military Academy in 1980. ,Highly decorated during service, medically retired Colonel Ford has become a contributor to various online publications such as RedState and American Thinker, and is now the CEO and Managing Editor for American Free News Network.,Ford speaks Russian and Spanish, and is a licensed pilot with an Instrument Rating. https://www.afnn.us  

In this episode of Moments in Leadership, U.S. Marine Corps Colonel Paul Merida and host David B. Armstrong discuss the early parts of his life and career, concluding with his time commanding one of the ‘Crown Jewels' of the Marine Corps, a Marine Expeditionary Unit. His insights provide useful lessons about how to manage disparate organizations over distance and differences.Leaders are sometimes thrown into positions where they have the training, but the sudden onset of responsibility hits them unexpectedly. Colonel Merida speaks to his initial leadership baptism when he was called off leave after initial infantry officer training and thrown into Embassy reinforcement operations in Libya with a short-called-up unit itself. The lessons of setting the tone and creating a climate of discipline are useful to people thrown into a leadership position without due warning. While everyone fashions themselves as the next great General or titan of industry, sometimes, perhaps more often than we want to think about, there exist those leaders who, through a misunderstanding of the environment, create a toxic environment that makes it hard to lead in. Understanding how to lead in this environment, and create a safe operational space for their subordinates. Managing and leading are different aspects of command in the Marine Corps. Colonel Merida addresses the difficulties of planning versus executing a plan, the different qualities a person in a leadership position needs to have, and the various intangibles a unit needs versus the bulletized tangibles. The ability to run massive, personnel and distance-based, organizations is probably the most unique aspect Colonel Merida brings to the Moments in Leadership podcast. Having the ability to harness different units, personnel, ships, and operations within a cohesive structure is part of building a climate, focusing on the basics, and creating a culture of learning. Colonel Merida overall provides a nuanced, unfiltered, and non-flinching look at leadership, followership, and teaching that have culminated in an illustrious career. Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate Relevant Resources & Other Mentioned Episodes:LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com) Moments in Leadership - David G. Bellon, LtGen, USMC (themiloffice.com)Moments in Leadership - Major General Dale Alford, USMC (themiloffice.com)MajGen Dale Alford: "I Was a Student in AWS, Got Pulled Out, and Sent to Combat" - A Follow-up to Episode 14 (themiloffice.com)What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

Byron Bracey was a citizen leader long before it became part of Longwood's admissions literature.  Raised in a family of educators, Byron made Longwood history.  He enrolled in the second year of co-education in the fall of 1977.  Lettering three years on the men's basketball team, he played his part as the Lancers shocked the nation with an appearance in the NCAA Division III Final Four.   The 1981 graduate left Longwood as a Second Lieutenant in the U.S. Army and retired 20 years later as Major Byron Bracey. 

If you look at the list of officer ranks in the United States armed forces, there are ten ranks listed that are held today. They go from Second Lieutenant all the way up to the rank of General, which is the four-star variant of the rank.  There is a rank above general, a five-star general, which hasn't been awarded in 70 years. Most people are familiar with these generals as having served in WWII.  However, there is still one more rank above that of a five-star general in the United States Military.  Find out more about this rank and the two men who have been awarded it on this episode of Everything Everywhere Daily. Sponsors BetterHelp Visit BetterHelp.com/everywhere today to get 10% off your first month ButcherBox Sign up today at butcherbox.com/daily and use code daily to choose your free steak for a year and get $20 off."  Subscribe to the podcast!  https://link.chtbl.com/EverythingEverywhere?sid=ShowNotes -------------------------------- Executive Producer: Charles Daniel Associate Producers: Peter Bennett & Cameron Kieffer   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere Update your podcast app at newpodcastapps.com Discord Server: https://discord.gg/UkRUJFh Instagram: https://www.instagram.com/everythingeverywhere/ Facebook Group: https://www.facebook.com/groups/everythingeverywheredaily Twitter: https://twitter.com/everywheretrip Website: https://everything-everywhere.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

On today's show, Mike Ford discusses the Democrats running out the clock on stolen elections and the illegal immigration invasion. GUEST OVERVIEW: Colonel Mike Ford (Retired) was commissioned into the Regular Army as a Second Lieutenant of Infantry upon graduation from the United States Military Academy in 1980. Highly decorated during his service, medically retired Colonel Ford has become a contributor to various online publications such as RedState and American Thinker. He is now the CEO and Managing Editor for the American Free News Network. Ford is fluent in Russian and Spanish and is a licensed pilot with an Instrument Rating. You can learn more about him at https://www.afnn.us.    

This Ain't the Boy Scouts – U.S. Army Major General Matthew D. SmithIn this episode of Moments in Leadership, Army Major General Matthew D. Smith and host David B. Armstrong discuss the early parts of his life and career, concluding with his time holding battlespace in Afghanistan without a workup cycle to support that style of operation. His insights offer a different spice to the typical Moments in Leadership ranks as they take into account both National Guard and U.S. Army perspectives. Listeners will hear similarities across this discussion with other Moments in Leadership and will reinforce core leadership traits.  Understanding the difference between child's play and the real consequences of actual leadership is one of the first hurdles a military leader must overcome in their journey. A leader has real responsibilities, ethically and legally, to uphold and must be ruthless in carrying them out, as literal lives depend on it. School and training courses can only prepare you so much and you must learn both academic and practical skills. The only thing you can't get back is time. Leaders need to learn from those who have gone before them and not make the leadership mistake of making a mistake someone learned before you. Being liked is a good skill to have as a leader but being liked is not the end goal of leadership. Subordinates will take care of leaders who take care of them and let those who believe they are ‘above it all' be all alone above them. Subordinates' perspectives should be taken into account, but mission success does dictate all. This is a balancing act and an enduring one leaders must undertake. Standards are standards since they are non-negotiable and are often written in others' blood. To rebuild an organization, one must work on building from the ground up and reinforcing the basics, regardless of what they are, and reinforcing the ‘why' behind the ‘what'. Major General Smith concludes with the importance of understanding the purpose, or goal, of a mission being more important than the task, or how, of the mission. He further discusses how understanding the subordinates below you and how the application of a ‘Napoleon's Corporal' is crucially important to success as they are the lowest echelon to carry out the actual mission and need to understand the stated purpose.  This episode builds off previous Moments in Leadership and shows how core traits of leadership and followership are universal, even in the U.S. Army.   Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Relevant Resources & Other Mentioned Episodes:LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com) Vice Admiral (Retired) William R. Merz, USN – At 1000 Feet, Leadership Can Crush You (themiloffice.com) What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018. 

At the age of 11, Jose was sent on a 2,000-mile, month-long journey through three countries to come to America. He left behind the only family he ever knew to escape conscription in the Nicaraguan military and have a chance at a better life. This is one of those stories that illustrates why I started this podcast. It's about overcoming immeasurable odds and making things happen no matter what life throws at us. Lieutenant Colonel (LtCol) Jose L. Montalvan, originally from Nicaragua, enlisted in the Marine Corps in 1995 from his adopted home of Hialeah, FL. He graduated from the Broadened Opportunity for Officer Selection and Training Program in 2000. Upon graduation, he was selected for the Marine Enlisted Commissioning Education Program. LtCol Montalvan attended Florida State University as part of the Naval Reserve Officer Training Corps, where he obtained his Bachelor of Science in Criminology. LtCol Montalvan was commissioned as a Second Lieutenant in 2002.As a company grade officer, LtCol Montalvan served as the Motor Transport and Assistant Logistics Officer for the 3rd Battalion, 2nd Marines, where he deployed to support Operation Iraqi Freedom. He subsequently served as the Executive and Operations Officer for Recruiting Station Albuquerque, NM. As a field grade officer, LtCol Montalvan was the Expeditionary Branch Officer-In-Charge at the Marine Corps Logistics Operations Group. He then completed his Joint tour at Joint Functional Component Command for Integrated Missile Defense, United States Strategic Command, where he served as an Integrated Missile Defense Watch Commander and later as the Global Ballistic Missile Defense Training, Education, and Exercise Director. Upon completing his Joint tour, LtCol Montalvan served as the 6th Marine Corps District Recruiting Operations Officer. LtCol Montalvan is currently the Assistant Chief of Staff G-4 for Marine Forces Japan.He is the recipient of numerous awards and volunteers himself in countless civic organizations, most notably the Association of Naval Services Officers, where he is currently the President and Marine Corps service representative.More on Jose and ANSO - https://www.ansomil.org/Visit my website: https://thehello.llc/THERESACARPENTERRead my writings on my blog: https://www.theresatapestries.com/Listen to other episodes on my podcast: https://storiesofservice.buzzsprout.comWatch episodes of my podcast:https://www.youtube.com/c/TheresaCarpenter76

How do you feed your family when you're as poor as a churchmouse? To help celebrate the holidays, today we have a very special throwback episode for you with my grandmother Nan. When I first started this show, almost 13 years ago, I bought a cheap little video camera and interviewed Nan at her house because she's pretty much my favorite person in the universe. As many of you know, Nan's wisdom is ever present in our work, and especially my book, The Wild Diet. But who is Nan anyway? Well, Marion Bascom, affectionately known as Nan was a nurse, a Second Lieutenant in the US Army, and a city girl who married my grandfather, Horace, a dairy farmer, and took on the challenges of tending to a dairy farm, organic garden and homestead while raising 7 children. After living the good life for almost a century, Nan passed away a few years ago at the age of 97. And I'm very happy to be able to share some of her wisdom with you here today. We could all benefit from listening to a few words from the elders these days. This interview is very dear to my heart, and I hope this show with Nan brings a smile to your face and warms your heart, too. Get ready to smile. In this conversation with my grandmother, we're chatting about: Incredible stories from raising 7 children on a farm with almost no money The low cost of food when you grow it yourself Family meals, gardening, canning and foraging for wild edibles behind the house What Nan did when she thought one of the kids was on drugs How to make homemade bread, ice cream, yogurt, jellies and pickles… she even made her own root beer Nan's secret to a good long life And tons more… Read the show notes: https://fatburningman.com/marion-nan-bascom-love-wisdom-straight-from-my-grandmother/ Join The Wild Guild and get freebies on Patreon: https://www.patreon.com/abeljames  Watch on YouTube: https://www.youtube.com/fatburningman  Like the show on Facebook: http://www.facebook.com/fatburningman  Follow on Twitter: http://www.twitter.com/fatburnman  Click here for your free Fat-Burning Kit: http://fatburningman.com/bonus

How do you feed your family when you're as poor as a churchmouse? To help celebrate the holidays, today we have a very special throwback episode for you with my grandmother Nan. When I first started this show, almost 13 years ago, I bought a cheap little video camera and interviewed Nan at her house because she's pretty much my favorite person in the universe. As many of you know, Nan's wisdom is ever present in our work, and especially my book, The Wild Diet. But who is Nan anyway? Well, Marion Bascom, affectionately known as Nan was a nurse, a Second Lieutenant in the US Army, and a city girl who married my grandfather, Horace, a dairy farmer, and took on the challenges of tending to a dairy farm, organic garden and homestead while raising 7 children. After living the good life for almost a century, Nan passed away a few years ago at the age of 97. And I'm very happy to be able to share some of her wisdom with you here today. We could all benefit from listening to a few words from the elders these days. This interview is very dear to my heart, and I hope this show with Nan brings a smile to your face and warms your heart, too. Get ready to smile. In this conversation with my grandmother, we're chatting about: Incredible stories from raising 7 children on a farm with almost no money The low cost of food when you grow it yourself Family meals, gardening, canning and foraging for wild edibles behind the house What Nan did when she thought one of the kids was on drugs How to make homemade bread, ice cream, yogurt, jellies and pickles… she even made her own root beer Nan's secret to a good long life And tons more… Read the show notes: https://fatburningman.com/marion-nan-bascom-love-wisdom-straight-from-my-grandmother/ Join The Wild Guild and get freebies on Patreon: https://www.patreon.com/abeljames  Watch on YouTube: https://www.youtube.com/fatburningman  Like the show on Facebook: http://www.facebook.com/fatburningman  Follow on Twitter: http://www.twitter.com/fatburnman  Click here for your free Fat-Burning Kit: http://fatburningman.com/bonus

How do you feed your family when you're as poor as a churchmouse? To help celebrate the holidays, today we have a very special throwback episode for you with my grandmother Nan. When I first started this show, almost 13 years ago, I bought a cheap little video camera and interviewed Nan at her house because she's pretty much my favorite person in the universe. As many of you know, Nan's wisdom is ever present in our work, and especially my book, The Wild Diet. But who is Nan anyway? Well, Marion Bascom, affectionately known as Nan was a nurse, a Second Lieutenant in the US Army, and a city girl who married my grandfather, Horace, a dairy farmer, and took on the challenges of tending to a dairy farm, organic garden and homestead while raising 7 children. After living the good life for almost a century, Nan passed away a few years ago at the age of 97. And I'm very happy to be able to share some of her wisdom with you here today. We could all benefit from listening to a few words from the elders these days. This interview is very dear to my heart, and I hope this show with Nan brings a smile to your face and warms your heart, too. Get ready to smile. In this conversation with my grandmother, we're chatting about: Incredible stories from raising 7 children on a farm with almost no money The low cost of food when you grow it yourself Family meals, gardening, canning and foraging for wild edibles behind the house What Nan did when she thought one of the kids was on drugs How to make homemade bread, ice cream, yogurt, jellies and pickles… she even made her own root beer Nan's secret to a good long life And tons more… Read the show notes: https://fatburningman.com/marion-nan-bascom-love-wisdom-straight-from-my-grandmother/ Join The Wild Guild and get freebies on Patreon: https://www.patreon.com/abeljames  Watch on YouTube: https://www.youtube.com/fatburningman  Like the show on Facebook: http://www.facebook.com/fatburningman  Follow on Twitter: http://www.twitter.com/fatburnman  Click here for your free Fat-Burning Kit: http://fatburningman.com/bonus

Colonel Rich “Bucky” Mendelow was born in Johannesburg, South Africa. His family immigrated to the U.S. in 1976. He attended James E. Taylor High School in Katy, Texas and entered the Naval Reserve Officer Training Corps at Duke University in 1984. He was commissioned as a Second Lieutenant in 1988 and following infantry training at The Basic School, in Quantico, Virginia, he received orders to Pensacola, Florida for Flight School. He received his Naval Aviator's wings in March 1991. He flew the EA-6B Prowler and after numerous deployments, left active duty in 1997 to pursue a career as an airline pilot.In 2008, Major Mendelow returned to the Marine Corps Reserves. Later that year, he reported to Camp Lejeune, NC for deployment to Iraq with the Second Marine Expeditionary Force. In June 2010, Major Mendelow reported to Camp Pendleton, CA for deployment to Afghanistan as a Border Advisor Team Leader with the First Marine Expeditionary Force. While deployed to Afghanistan, he completed over 200 patrols in 210 days. In 2013, he deployed to Afghanistan again, this time as the Executive Officer of a combat assault support squadron. Lieutenant Colonel Mendelow flew 20 combat missions and over 80 combat flight hours. He was promoted to Colonel in 2017 and spent the last five years of his career working on Marine Corps' cultural initiatives. He retired from the Reserves in 2022 after a career which spanned five decades. His personal decorations include the Bronze Star, Air Medal, Meritorious Service Medal, Navy & Marine Corps Commendation Medal, Navy & Marine Corps Achievement Medal, and Combat Action Ribbon.Get his book here https://courageouschristianity.today/read/

In this episode of From the Crows' Nest, host Ken Miller sits down with longtime friend and colleague retired Colonel Laurie Buckhout to discuss a range of current challenges and opportunities facing the EMSO community, including how the US Army has achieved greater focus on EW in recent years, what lessons Col. Buckhout has learned as the first to lead the US Army's EW Division more than a decade ago. They also discuss some opportunities on the horizon for EMSO, especially strengthening interoperability and compatibility with allies and partners around the world. Finally, Col. Buckhout shares some exciting news about the next step in her career. Laurie Buckhout is a retired US Army Colonel and decorated combat commander. She grew up on a farm in Virginia's Shenandoah Valley and attended James Madison University on an ROTC Scholarship.  She was commissioned a Second Lieutenant in the Army Signal Corps in 1984. She spent the next 26 years in assignments around the world, including commanding an 800-person battalion task force as part of the initial spearhead attack into Iraq in 2003.  She was tasked to lead the new EW Division that the US Army stood up around 2010. After retirement, she went on to start a very successful consulting company, which she recently sold. Today, she works tirelessly to continue her strong support for warfighters. She holds a Bachelor of Science Degree from James Madison University, a Master's of Military Arts and Science in National Military Strategy, and a Master's of Science in Information Management from Webster University. To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.

Author Matthew Weiss sums up the key message of his book: We must rebuild the value proposition of military service by demonstrating the benefits of the world s greatest physical social network. We Don t Want YOU, Uncle Sam sends a critical message to all generations regarding the evolution of recruiting and the importance of patriotism.

In this episode of Moments in Leadership, host David B. Armstrong spends time with retired Marine Colonel Stephen Davis, a veteran of the post-Vietnam War Marine Corps, the Reconnaissance Community, Joint Special Operations, and multiple combat tours up to the Regimental Command level, where they spend time discussing various topics related to hard-won lessons from the front lines combined with a realist take on what command, leadership, and management means. From Colonel Davis' initial training operations and three courts martial in his first week of command, the conversation discusses the concept of having, understanding, and being humble enough to ask for assistance from those who have been there before, namely the Staff Non-Commissioned Officers who have the inherent experience in an organization. This oft-ridden military maxim is buttressed by examples of not being wholly subservient to these people either and Colonel Davis provides examples where ‘stellar' Marines have cracked under pressure and changes have to be made to protect the troops.    Colonel Davis never expected to stay in the Marine Corps and some of the reasons he decided to make it a career early into it provide some examples of how leadership is often the primary determinant of wanting to belong, or conversely, to leave, an organization. Leaders make the culture. Colonel Davis subscribed to this notion enough that he made himself overly useful as an infantry officer in a Reconnaissance unit as its Supply Officer. This led to large dividends down the road in his command life and shows true leaders take opportunities, even if they appear bad, and make the best out of them.  The Reconnaissance Community instilled numerous values within Colonel Davis. Specifically, he learned how to lead overachievers, how sometimes metrics are not the best indicators of a ‘good' unit or Marine, and the differences between Management and Leadership.  One of the more interesting lessons Colonel Davis provides is on the concept of the combat leader. Colonel Davis leans into the idea that leaders need to be where they need to be, but not always at the front. He is also a believer that the line between a bad decision and the Medal of Honor is razor-thin and medal chasers have no business in the combat arms field.  Colonel Davis provides discussion points on the focus of a leader (the Commanding Officer) vice a manager (the Executive Officer/Chief of Staff) and how they are both important to the overall success of an organization.  The episode goes into Colonel Davis' time as the Regimental Combat Team 2 Commanding Officer and the successes (Manuever Warfare use of illusionary force structure in a Counterinsurgency environment to take ‘denied' strongholds in two days) and the failures (Moral issue sins of commission and omission with the Haditha killings) and how these incidents led to him once again blossoming to help with similar issues within the Naval Special Warfare Community, specifically moral injury, boundless loyalty, and who does a person owe their allegiance to. Overall, the episode is an insightful discussion about leadership, moral convictions, and the ability to take the best out of situations.  Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Be sure to check out the sponsor of this show Fieldseats.com for virtual reviews of great firearms, optics and gear where at the end of the virtual review, they give theitem away to an attendee. Be sure to use CODE: “LETHALMINDS” for 10% off the registration to a virtual review and check out their Instagram, Twitter, and YouTube accounts @filed_seats  [Terms and Conditions apply] Relevant Resources & Other Mentioned Episodes: [ADD REFERENCES AND USE THE LINKS IN SEPARATE DOCUMENT IN GOOGLE DRIVE TITLED  Lead From the Front? Not Always.  By Captain Michael A. Hanson, U.S. Marine Corpshttps://www.usni.org/magazines/proceedings/2022/november/lead-front-not-always   Moments in Leadership - Craig Nixon, BGEN, USA (themiloffice.com) Col Reggie McClam, USMC – Using "MOAS" to Engage with Others About Mentorship, Leadership, Diversity, and Inclusion. (themiloffice.com) Moments in Leadership - Major General Dale Alford, USMC (themiloffice.com) MajGen Dale Alford: "I Was a Student in AWS, Got Pulled Out, and Sent to Combat" - A Follow-up to Episode 14 (themiloffice.com) What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

We unveil the remarkable insights of the School of Advanced Military Studies (SAMS) and its renowned Advanced Military Studies Program (AMSP), straight from an insider who ran the gauntlet, MAJ Brian Thorson.  The SAMS program is dedicated to educating and shaping the future leaders of our Armed Forces, Allies, and Interagency partners. The graduate-level programs are designed to foster agile and adaptive leaders who excel in critical and creative thinking, solving operational and strategic challenges.MAJ Thorson is currently assigned to the Commanders Action Group, XVIII Airborne Corps, Fort Liberty, NC.  He commissioned through ROTC as a Second Lieutenant in 2009 from the University of Connecticut first assignment was Walter Reed Army Medical Center as a Medical Surgical Nurse.  Next, he served as the Assistant S4 and S4 with the 212th Combat Support Hospital. Later, Brian served as the Commander for 67th Forward Surgical Team (Airborne). Next, he was the Chief of Operations for 212th Combat Support hospital before serving as the Commander for HHC, 30th Medical Brigade. Brian then served as the S3 for 421st Multifunctional Medical Battalion. After completion of the Logistics Captains Career Course, Brian served as the Deputy Surgeon for 3rd Special Forces Group. Following graduation from Intermediate Level Education from the Command and General Staff College and Advanced Military Studies Program from the School of Advanced Military Studies, Brian was a Strategic Planner in the USASOC G5. Brian most recently served as the Executive Officer for 261st Multifunctional Medical Battalion.  Brian graduated from the University of Connecticut with a Bachelor's of Science in Nursing in 2009. In 2020 he earned a Masters of Arts in Operational Studies from the Command and General Staff College and in 2021 he earned a Masters of Arts in Military Operations from the School of Advanced Military Studies. MAJ Thorson deployed to Operation Enduring Freedom in Afghanistan in 2019 and has multiple rotations through countries in Africa and Europe.  His military education includes: Basic Officer Leaders Course; Airborne School; Survival Evasion Resistance and Escape Course (SERE-C); Theater Sustainment Planners Course; Security Cooperation Planners Course; Plans, Operations, Intelligence, Security, and Training Course; Joint Medical Planners Course; Joint Medical Planning Tool Course; Logistics Captains Career Course; Command and General Staff College; Advanced Military Studies Program; and NATO SOF Medical Planners Course. MAJ Thorson's awards and decorations include the Meritorious Service Medal, Army Commendation Medal, Army Achievement Medal, National Defense Service Medal, Overseas Service Ribbon, Afghanistan Campaign Medal, NATO Service Medal, Global War on Terrorism Service Medal, Army Service Ribbon, Expert Field Medical Badge, Combat Action Badge, and Parachutist Badge. More Info on SAMS: https://armyuniversity.edu/CGSC/SAMS/SAMSBooks Referenced: https://www.amazon.com/Back-Napkin-Expanded-Problems-Pictures/dp/1591842697Disclaimer: The views expressed in this podcast are the guests and host's alone and do not reflect the official position of the Medical Service Corps, the Department of Defense, or the US Government. All information discussed is unclassified approved for public release and found on open cleared sources.For more episodes listen on Apple Podcasts, Spotify, or YouTube @ Be All You Can Be MSC For more information, suggestions, or questions please contact: beallyoucanbemsc@gmail.com

Please welcome Julie Kilmer to the show.  She is a young pro-life advocate who knows first-hand the value of life and the importance of family.  

In this episode, we sit down with Matthew Weiss, a Second Lieutenant in the Marine Corps, to discuss the challenges faced in military recruiting with Generation Z. Matthew sheds light on the reasons behind the decline in service interest and proposes strategies to revitalize military recruitment. We discuss ways to reshape the appeal of military service and foster a stronger connection with the next generation. Support the Show The Patriot Box The Hero Company Monster Resume Writing Services PACT Act Links & Resources UncleSamBook.org We Don't Want YOU, Uncle Sam book on Amazon: https://www.amazon.com/dp/B0CDF7Z32K/ Transcript View the transcript for this episode.

SPECIAL THANKS TO MATT MIRANDA AND JEREMY KOFSKY FOR EDITING AND SHOW NOTES SUPPORTIn this episode of Moments in Leadership, retired Vice Admiral William (Bill) Merz and host David B. Armstrong discuss how life can take strange turns to making capable leaders, oftentimes through hard times and rough seas. VADM Merz has seen the depths of the ocean and the heights of a superiorly led organization. His insights are valuable to all those who don't want to be crushed under the everlasting burdens of leadership and ownership.  Learning the ‘personality' of an organization is similar to understanding the ‘personality' of a submarine, especially one as temperamental as the Thresher class submarine VADM Merz started on. Organizations that place a priority on the importance of the mission, expect professionalism in all duties, and have tangible results all work to produce leaders that all pull in the same direction. Setting a standard, and holding people to that standard, provides a way for people to see their potential and sets the conditions for them to operate at their best.  The standards of the submarine fleet are set by the accountability foisted upon the submarine's commanding officer. They are absolutely responsible and accountable for everything on the submarine, to include the safe and effective use of the nuclear powerplant. This stringent adherence to accountability, and the training/certification elements of a submarine officer's career has created the paradigm wherein, as VADM Merz states, ‘there will never be a second nuclear issue in the Navy, because after the first, the whole program will be shut down'.  To enforce accountability, and a learning culture, VADM Merz states one needs to celebrate mistakes, while this seems counterintuitive, the ability to distill failures to the procedural reason they occurred ultimately reinforces the accountability and ownership of the group. Conversely, good things happening by accident also needs to be investigated as procedures should result in predictable outcomes that can be repeatable.  A command climate that can foster this ‘celebration of mistakes' is one that empowers all within and displays consistency. A leader who yells all the time can be fine, as long as their yelling is consistent in its application. When the yelling has no purpose other than to get frustrations out, then the command climate will falter. A good command climate is also one in which junior leaders feel respected enough to stand up to senior leadership and tell them when things are not working in proper order. VADM Merz gives examples throughout his career of the good and bad coming out of these situations, including a time or two when he himself was the ‘bad' boss.  The wanting to be with the ‘best' can lead people away from their best instincts in a poor command influence. VADM Merz provides stories of working operations with Navy SEALs and how arguments between SEALs and submariners about tactics and rigging would be immediately smashed by senior SEALs, who would tell these highly proficient warriors they need to understand submarines are not their specialty and to let those who are experts in their areas execute the best way to support the mission. The best person is always the best person, you need the right person to perform the task.  Once the experts are identified in an area, an appropriate command climate is fostered, and mistakes can be celebrated, the didactic nature in which the submarine community approaches problems can be applied to any other number of problem sets. VADM Merz provides the example of his time as the 7th Fleet Commander having the lowest suicide rate in decades and being able to uncover unconscious bias within the ranks.   VADM Merz's concludes with the importance of gaining the trust of subordinates and using the  tools available to a commander, namely mast as a tool to correct and provide guidance to those who are accountable for carrying out the national-level high risk missions of the Submarine Service. For those who are looking for insights into the Silent Service or just want a more effective organization, this is a great conversation to be apart of.   Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate Relevant Resources & Other Mentioned Episodes: Admiral Rickover Principles: Ownership – A person doing a job – any job – must feel that he owns it and that he will remain on the job indefinitely. …Lack of commitment to the present job will be perceived by those who work for him and they also will tend not to care. If he feels he owns his job and acts accordingly, he need not worry about his next job.Responsibility – Along with ownership comes the need for acceptance of full responsibility for the work. Shared responsibility means that no one is responsible. Unless one person who is truly responsible can be identified when something goes wrong, then no one has really been responsible.Attention to Detail – A tendency among managers, particularly as they move to higher positions, is to think they no longer need to be concerned with details. If the boss is not concerned about details, his subordinates also will not consider them important.Priorities – If you are to manage your job, you must set priorities. Too many people let the job set the priorities. You must apply self-discipline to ensure your energy is applied where it is most needed.Know What is Going On – You must establish simple and direct means to find out what is going on in detail in the area of your responsibility. I require regular, periodic reports directly to me from the personnel throughout my program.Hard Work – For this, there is no substitute. A manager who does not work hard or devote extra effort cannot expect his people to do so. You must set the example. Hard work compensates for many shortcomings. You may not be the smartest or most knowledgeable person, but if you dedicate yourself to the job and put in the required effort, your people will follow your lead.Checking Up – An essential element of carrying out my work is the need to have it checked by an independent source. Even the most dedicated individual make mistakes.Facing the Facts – Another principle for managing a successful program is to resist the natural human inclination to hope things will work out, despite evidence or doubt to the contrary. It is not easy to admit that what you thought was correct did not turn out that way. If conditions require it, one must face the facts and brutally make needed changes despite considerable cost and schedule delays. The man in charge must personally set the example in this area.” Moments in Leadership - Ron Boxall, VADM, US Navy (themiloffice.com) Admiral James A. Winnefeld Jr: Top Gun, Gender Equality, & The Best Parts of Commanding a Warship (themiloffice.com) What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

Episode 2 with guest medical operations planner (70H) and Observer Coach trainer (O/CT), MAJ(P) Jessica Maxim we discuss personal observations and experiences from the perspective of an O/CT from the Mission Command Training Program (MCTP) to help you in your assignment on the Division Surgeon Cell as a medical operations planner.   MAJ(P) Jessica L. Maxim graduated from the University of Wyoming with a Bachelor's of Science Degree in Health Sciences and a Bachelor's of Science in Psychology in 2002. She enlisted in the Army in 2006 and commissioned as a Second Lieutenant in 2007.  MAJ(P) Maxim served in the 2nd Armored Brigade Combat Team (ABCT), 4th Infantry Division (2/4ID) at Fort Carson as the Treatment Platoon Leader (PL) in Charlie Company, 204th Brigade support Battalion (BSB). She deployed with 2/4ID to Operation Iraqi Freedom (OIF) 08-10 where she was a Detachment OIC and Treatment PL. Upon return from Iraq, MAJ(P) Maxim served as the Delta Troop, 1st Squadron, 10th Cavalry Regiment Forward Support Company Executive Officer (XO), the Charlie Company, 204th BSB Medical Company XO, the Support Operations (SPO) Supply and Services Officer, and Battalion Operations Officer (S3). MAJ(P) Maxim deployed to Afghanistan in 2011 in support of Operation Enduring Freedom (OEF) 11-12 where she commanded Charlie Company, 204th BSB, 2/4ID. She and her organization provided area medical support and augmented Special Operations Task Force 310 with cultural support teams (CST) in the Kandahar Province. After relinquishing command in 2013, MAJ(P) Maxim served at the Maneuver Center of Excellence, Directorate of Training as the Medical Operations Instructor at Fort Moore, GA. She served as the 3rd Battalion, 11th Infantry Regiment (Officer Candidate School) XO from 2014-2015, and at Martin Army Community Hospital (BMACH) as the Chief of Medical Readiness and Training before serving at Joint Base Lewis McChord (JBLM), WA in 2017. MAJ(P) Maxim served as the Chief of Medical Operations at 7th Infantry Division and America's First Corps. MAJ(P) Maxim is currently stationed at Fort Leavenworth where she is an Observer Coach/Trainer (OC/T) for the Mission Command Training Program (MCTP).  MAJ(P) Maxim's military schooling includes Officer Candidate School, Basic Officer Leader's Course Phase II (BOLC II), the Medical Service Officer Basic Course (MSOBC), Combatives Levels 1 and 2, Unit Movement Officer, Battle Command Sustainment Support System (BCS3) Operator Course, Commander/1SG Course, Digital Training Management System Operator Course, Army Basic Instructor Course, Faculty Development Course, AMEDD Captain's Career Course, Command and General Staff College, Joint Medical Planners Course, and Joint Medical Planners Tool (JMPT) / Medical Planners Toolkit (MPTk). Her awards and decorations include the Bronze Star Medal, Meritorious Service Medal (2OLC), Army Commendation Medal (1OLC), Army Achievement Medal (2OLC), National Defense Service Ribbon, Iraq Campaign Medal (2 campaigns), Afghan Campaign Medal (2 campaigns), Global War on Terrorism Service Medal, Armed Forces Service Medal, Army Service Ribbon, Overseas Service Ribbons, and a NATO (ISAF) Medal. Her unit awards include the Valorous Unit Award and the Meritorious Unit Citation. Disclaimer: The views expressed in this podcast are the guests and host's alone and do not reflect the official position of the Medical Service Corps, the Department of Defense, or the US Government. All information discussed is unclassified approved for public release and found on open cleared sources.For more episodes listen on Apple Podcasts, Spotify, or YouTube @ Be All You Can Be MSC For more information, suggestions, or questions please contact: beallyoucanbemsc@gmail.com

Unity, Feeling Old, Life Hack/Contentment, The White House, Golf Apology, Want To Sleep, Sarcasm, Age of Satisfaction, BONUS CONTENT: Sarcasm Follow-up; Quotes: “Wow, that's awesome, and I don't have to have it.” “As a believer you're a part of God's household.” “We all want to think of ourselves as better people.”

HUGE THANKS TO JEREMY KOFSKY AND MIKE CIFUENTES FOR THEIR HELP PRODUCING THIS EPISODE. War is everchanging, but its nature is everlasting. Sergeant Major Troy Black, in one of his last speaking engagements as the Sergeant Major of the Marine Corps (and right before his selection as the Senior Enlisted Advisor to the Chairman (SEAC), uses this mantra to guide the way he views Marines and the Marine Corps. This episode provides a unique look into how the Marine Corps is and will be in the future. This episode provides a glimpse into the conclave known only to former Sergeants Major of the Marine Corps, namely that first week and the feeling of, ‘What have I gotten myself into?' SgtMaj Black offers suggestions into how he would improve the process and make a more seamless transition benefiting such a high office, including dealing with Congress and mentorship with Sergeants Major across the Marine Corps.  SgtMaj Black discusses how evolution and revolution occur within the Marine Corps and why thinking five years ahead is the traditional minimum to make substantive enlisted changes. The slow pace is argued as a positive due to doctrine stating that the Marine defends its standard and discipline zealously. This is instilled through negotiables and non-negotiables that emphasize the nature of leadership and war while understanding that the character of war will change. While the non-negotiables provide clear guidance and direction, SgtMaj Black argues these are actually liberating to Marines to make the revolutionary changes they have made throughout their history.  Despite historic and historical declines in the recruitable population, SgtMaj Black details why the Marine Corps is still an attractive option to young Americans and to those already in the Marine Corps, including recruitment and retention numbers not slacking off despite the rest of the DoD's issues in these arenas. The thought of ‘This shit sucks' (my words, not his) is discussed as a thought of Marines getting out, and SgtMaj Black argues this is due to leaders, not to the Marine Corps, and that the grass will be just as brown on the outside.  The ‘inter-war' period of conflict is not new, and the Marine Corps is especially critical in those times. This period is important to the professional force as it allows for training, education, gain experience, and rest to be ready on day one of conflict to win. Part of this rest and training includes what leaders can learn from airplanes to make humans more high-performing individuals, including physical, social, and spiritual fitness. SgtMaj Black discusses how subcultures detract from the overall culture of the Marine Corps and serves to drive down the individual Marine's sense of community and belonging.  Despite advances in Artificial Intelligence, Hypersonics, and Robotics, SgtMaj Black states the Marines of today and the future will be of the same cloth as when he was a recruit. The adherence to the non-negotiables is the path to making the cloth the same.  Thank you for supporting the project (below) Please consider supporting this project on Supercast: https://mil.supercast.com Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Relevant Resources & Other Mentioned Episodes: Marine Corps Heritage Foundation 2023 Award Winners: Annual Awards Program: 2023 Award Winners - Marine Corps Heritage Foundation (marineheritage.org) -Lejeune Award Winner The War Horse | Nonprofit journalism about military service. 1984 Book. 1984: Orwell, George: 9781443434973: Amazon.com: Books Non-Negotiables:-Warfighting-Physicality -Expeditionary Mindset-Professional Military Education and Development-History, Protocol, & Traditions -Leadership-Discipline-Drill and Ceremony  Moments In Leadership Supercast Support:  Listen to EP 18: SMMC Troy Black, USMC – How to Perform at Every Rank, Why Courage Can Be Seen More in Peacetime Than in Combat, and How Listening Is a Powerful Leadership Skill https://tinyurl.com/2p82n924  Listen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDj Listen to EP 25: LtGen David Furness, USMC – Rather than Yelling and Hazing, Try Focusing on Leadership Through Building Personal Connections, Rapport, and Culture https://tinyurl.com/ycxksac7  What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping: https://bit.ly/3C8g7Ua  Connect with Us:Visit our website: https://bit.ly/3SA2XHe Follow us on Instagram: https://bit.ly/3eO4kTi Follow us on Twitter: https://bit.ly/3L5Ogs0 Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38: https://apple.co/3py1WlyFormer Action Guys Podcast EP 161: https://apple.co/3d1GVN0Former Action Guys Podcast EP 141 https://apple.co/3Ppz4GUFormer Action Guys Podcast EP 60 https://apple.co/3Pi128cFormer Action Guys Podcast EP 54 https://apple.co/3Pi128c About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

‘The Enemy Doesn't Care About Your Status' - Upholding the Standard from the Front to Push Subordinates Forward.This episode is a unique and extremely rare look into what mentorship in the Marine Corps looks like and how Marines address each other and the issues facing the Marine Corps; head on. Lt Gen Bellon and SgtMaj Ruiz are the Command Element for both Marine Forces Reserve and Marine Forces Southern Command. Lt Gen Bellon is an active and violent supporter of engagement via social media and driving innovation in the Marine Corps. This episode, taped during a leadership mentor session to a company of graduating Lieutenants at The Basic School (TBS), is filled with great "Moments in Leadership" applicable both to the new Lieutenants in the audience and leaders of all stripes. Discussed is the ‘uncommon desire to serve' inherent within Marines, officers, and enlisted, being the bedrock of what makes the Marine Corps the organization it is today and serves as the great leveler within the Marine Corps. The newly announced 20th Sergeant Major of the Marine Corps discusses how standards, and the rigid adherence to those standards, serve as the bare minimum, and leaders need to drive to keep themselves and their subordinates to the utmost of those standards, to include something as innocuous as a formation for a subordinate. One of the most critical aspects of being a leader is the human component of it, namely the leader and their subordinates are both humans, with basic human wants and needs, like companionship. LtGen Bellon says one of the major initial pitfalls is currying favor with subordinates. Standards are how Marine officers fulfill their responsibility to those they lead. Dropping those standards is beneath those Marines a leader is charged with. Understanding and enforcing standards goes hand in hand with gaining the trust of those being led. The ability to do the hard tasks creates teams and organizations capable of being self-feeding and self-evolving organisms that can succeed despite losing people or changing missions. Creating an organization that can execute mission intent without being told is the ultimate goal of leaders, both officer and enlisted. Creating this trust in subordinates and leaders is gained through competence in both leader and leaders, which has the added benefit of granting high morale within a unit. One of the more unique aspects of this episode is the chance to hear the concerns of the newest generation of Marine Corps leaders and the thoughts of some of the most senior leaders on those issues. Topics discussed include Force Design 2030, Talent Management, mentorship and self-education, and Reserve timing/manning issues. Thank you for supporting the project (below)Please consider supporting this project on Supercast: https://mil.supercast.comWant to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate Relevant Resources & Other Mentioned Episodes:Moments In Leadership Supercast Support: Listen to Ep 15: LtGen Karsten S. Heckl, USMC - Addressing Force Design 2030, Death in Aviator/Combat Training, and Risk Assessment https://bit.ly/3ckkm5KListen to Ep 11: LtGen David G. Bellon – Commander MARFORRES, "I almost didn't accept my commission" https://bit.ly/3A45RwLListen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDjListen to Ep 21: The Hotwash – A Leadership Panel of Six Officers Discuss their Opinions of the Past Episodes http://bit.ly/3xzTkPnWhat is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style. Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling.Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well. Check out my Supercast site and see if any level is a good fit for helping: https://bit.ly/3C8g7Ua Connect with Us:Visit our website: https://bit.ly/3SA2XHe Follow us on Instagram: https://bit.ly/3eO4kTi Follow us on Twitter: https://bit.ly/3L5Ogs0 Email us: themiloffice@gmail.comOther Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38: https://apple.co/3py1WlyFormer Action Guys Podcast EP 161: https://apple.co/3d1GVN0Former Action Guys Podcast EP 141 https://apple.co/3Ppz4GUFormer Action Guys Podcast EP 60 https://apple.co/3Pi128cFormer Action Guys Podcast EP 54 https://apple.co/3Pi128cAbout the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

This episode is a look towards the past and how the core of a good leader is timeless. Lt Gen Gregory Newbold, the Marine Expeditionary Unit (MEU) commander of Operation Restore Hope and later on the Director of Operations for the Joint Chiefs of Staff, is a leader with an unwavering desire to be responsible to those he leads. This episode provides a glimpse behind the curtain into a oft misunderstood, or even mysterious, selection process of being selected as a Marine Corps general and the gut wrenching decisions that must be made to ensure only the very very best are selected for that rank.   Lt Gen Newbold discusses the acronym ‘DILLICLAP' (Do I Look Like I Can Lead A Platoon) and how that sets the baseline for how leaders can begin to model themselves to their units. Conversely, Newbold also provides examples of how those who don't measure up to the standards of the organization or the unit can still be learning experiences for others. The cornerstone of DILLICLAP is for someone to try hard to learn both the art and science of the job and perform in both the actual job and in taking care of subordinates. Upholding and clearly stating standards will imbue an organization full of subordinates more likely to push further than they might have on their own. They are not looking for friends, they are looking for structure, standards, and setting the example.  These dictums are seen as nearly universal, even with a unit that previously burned down their company headquarters. The ability to give people focus and goals is critical as a milieu in which to set structure, standards, and the example.  Dealing with friction with leaders is an oft-forgotten aspect of being in charge. Leaders can and do disagree, it is how to handle those situations from policy disagreements to an incoherent and sleep deprived Regimental Commander, whilst maintaining professionalism and the interests of those you lead that helps in forging a true leader. Speaking truth to power and being imaginative with limited resources provides outsized effects to the overall mission, as Lt Gen Newbold discusses when talking about his experiences with the 15th MEU and Operations Restore Hope, to include the fabled live ‘secret' beach landing in Somalia.  Along with the structure of leadership is the moral courage to stick up for those being led. Lt Gen Newbold provides several examples of this from his time as a Battalion, MEU, and national level staff officer, particularly his decision to resign in the face of his beliefs over the invasion of Iraq in 2003. Thank you for supporting the project (below) Please consider supporting this project on Supercast: https://mil.supercast.com Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Relevant Resources & Other Mentioned Episodes: Moments In Leadership Supercast Support:  Listen to EP 18: SMMC Troy Black, USMC – How to Perform at Every Rank, Why Courage Can Be Seen More in Peacetime Than in Combat, and How Listening Is a Powerful Leadership Skill https://tinyurl.com/2p82n924  Listen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDj Listen to EP 25: LtGen David Furness, USMC – Rather than Yelling and Hazing, Try Focusing on Leadership Through Building Personal Connections, Rapport, and Culture https://tinyurl.com/ycxksac7  LtGen Greg Newbold ArticlesThe Night of the Generals | Vanity Fair https://bit.ly/4214WHMThird Retired General Wants Rumsfeld Out - The New York Times  https://bit.ly/3q1LUE6What Tempers the Steel of an Infantry Unit https://bit.ly/3MLG2aW What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping: https://bit.ly/3C8g7Ua  Connect with Us:Visit our website: https://bit.ly/3SA2XHe Follow us on Instagram: https://bit.ly/3eO4kTi Follow us on Twitter: https://bit.ly/3L5Ogs0 Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38: https://apple.co/3py1WlyFormer Action Guys Podcast EP 161: https://apple.co/3d1GVN0Former Action Guys Podcast EP 141 https://apple.co/3Ppz4GUFormer Action Guys Podcast EP 60 https://apple.co/3Pi128cFormer Action Guys Podcast EP 54 https://apple.co/3Pi128c About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

Tulsi Gabbard is a former Congresswoman, veteran, 2020 presidential candidate, and host of new society and culture podcast, The Tulsi Gabbard Show. Tulsi served Hawaii's 2nd Congressional District from 2013-2021. During her time in office, she served on the Homeland Security Committee, the Armed Services Committee, the Foreign Affairs Committee, and the Financial Services Committee. From 2013-2016, Tulsi served as Vice Chair of the Democratic National Committee. In 2019, she launched her 2020 presidential campaign, becoming the first female combat veteran to run for president.  This October, Tulsi announced her departure from the Democrat Party. Tulsi enlisted in the Hawaii Army National Guard in 2003. In 2004, she deployed for a year-long tour to Iraq where she served as a medical specialist. After graduating from the Accelerated Officer Candidate School at the Alabama Military Academy in 2007, she was commissioned as a Second Lieutenant. She was stationed in Kuwait from 2008 to 2009, serving as an Army Military Police Officer.   She is a recipient of the Combat Medical Badge and the Meritorious Service medal. In July 2021, she was promoted to Lieutenant Colonel.  Today on Danger Close, Jack and Tulsi discuss her views on the Second Amendment, Big Tech, the state of political discourse in America, cancel culture, and more.  You can follow Tulsi on Instagram and Twitter @TulsiGabbard Navy Federal Credit Union: Today's episode is presented by Navy Federal Credit Union. Learn more about them at navyfederal.org Black Rifle Coffee Company: Today's episode is also brought to you by Black Rifle Coffee Company. Check out the latest here.  SIG: This episode is sponsored by SIG Sauer. You can learn more about SIG here. Featured Gear Zero Foxtrot: Today's featured gear segment is brought to you by Zero Foxtrot. Gear up with Zero Foxtrot and use code "JC" at checkout for 20% off your order. Dynamis P365/XL Holster SIG P365-XMACRO Black Point Tactical Holster Dynamis EDC Low Profile Belt EDC Tourniquet from Snakestaff Systems Streamlight Flashlight Dynamis Blade Cross Tomahawks EDC Wallet Vickers Guide GATORZ Deltas Winkler Tomahawks

John Spencer is an award-winning scholar, professor, author, combat veteran, and internationally recognized expert and advisor on urban warfare and other military-related topics. Considered one of the world's leading experts on urban warfare, he served as an advisor to the top four-star general and other senior leaders in the U.S. Army as part of strategic research groups from the Pentagon to the United States Military Academy. Spencer currently serves as the Chair of Urban Warfare Studies with the Madison Policy Forum. He recently served as the Chair of Urban Warfare Studies at the Modern War Institute at West Point, Co-Director of the Urban Warfare Project, and host of the Urban Warfare Project podcast. He also served as a Colonel in the California State Guard with an assignment to the 40th Infantry Division, California Army National Guard as the Director of Urban Warfare Training. Serving over twenty-five years in the active Army as an infantry soldier, Spencer has held ranks from Private to Sergeant First Class and Second Lieutenant to Major. His assignments as an Army officer included two combat deployments to Iraq as both an Infantry Platoon Leader and Company Commander, a Ranger Instructor with the Army's Ranger School, a Joint Chief of Staff and Army Staff intern, a fellow with the Chief of Staff of the Army's Strategic Studies Group, and Co-Founder, Strategic Planner, and Deputy Director of the Modern War Institute at West Point. Spencer holds a Master's of Policy Management from Georgetown University. His writing has appeared in the New York Times, USA Today, Wall Street Journal, Washington Post, LA Times, NY Daily News, Wired Magazine, Politico, The Hill, Foreign Policy Magazine, Defense One, Army Magazine, and many other publications. Spencer is also a regular military analyst and commentator for CNN, MSNBC, BBC, and numerous news and media organizations. He currently lives in Colorado Springs, CO, with his wife and three children.