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6 episodes with Senior officer
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2 episodes with Senior officer
2 episodes with Senior officer
Sobat Essentials!Pada Februari 2024, jumlah pengangguran di Indonesia mencapai 7,20 juta jiwa. Generasi Z masih menduduki peringkat pertama dengan tingkat pengangguran 16,42%,sementara lulusan SMK menjadi kelompok paling banyak menganggur dengan tingkat 8,62%.Pemerintah telah mendorong kolaborasi pendidikan dan industri serta menerbitkan Perpres No. 68/2022 untuk meningkatkan kualitas pendidikan vokasi. Namun, tantanganbesar masih ada, terutama dalam menciptakan lapangan kerja hijau.Kepemimpinan Prabowo-Gibran menjanjikan 19 juta lapangan kerja, termasuk 5 juta pekerjaan ramah lingkungan. Tapi, bagaimana strategi konkretnya? Bagaimanakita bisa menyambut era pekerjaan hijau?
On this week's episode - the final episode of Above Average Intelligence - former Danish Defense Intelligence Service senior officer Jacob Kaarsbo (@jkaarsbo.bsky.social) (@JKaarsbo) joins @mpolymer to discuss “Why Greenland?”, plus how Europe must focus now on a security regime without US leadership. Always great to hear from allied intel pros, given the huge global challenges in 2025. Tune in here. Looking for More from the DSR Network? Click Here: https://linktr.ee/deepstateradio Learn more about your ad choices. Visit megaphone.fm/adchoices
Dozens of young girls were subjected to years of sexual abuse and trafficking, only to be consistently let down by every institution that was supposed to protect them. The police response was so poor, Maggie Oliver left her 16 year career with the Greater Manchester Police so she could blow the whistle on the consistently failure of the police. If you or anyone you know needs help: Lifeline (Crisis support and suicide prevention) 13 11 14 1800 Respect (National sexual assault, family and domestic violence counselling line) 1800 737 732 Men's Referral Service (National counselling, information and referral service for men looking to change their behaviour) 1300 766 491 Full Stop Australia (National violence and abuse trauma counselling and recovery Service) 1800 385 578 See omnystudio.com/listener for privacy information.
In this episode we explore the history and evolution of NATO's relationships with its Indo-Pacific partners, the alliance's role in the growing US-China rivalry, and look ahead to a new era of NATO engagement outside of the Atlantic in a time of increasingly interconnected global conflicts. Featured guests:Gwendoline Vamos, Senior Officer, Asia-Pacific Global Partnerships at NATO HeadquartersIan Langford, senior military officer (retired), Australian Defense ForcesPeter Olive, senior military officer (retired), United Kingdom Royal NavyJohn Hemings, Senior Associate Director, Pacific ForumThis episode is part of a new limited series: The Ties That Bind: NATO at 75 and Beyond
Frm Royal Air Force Senior Officer, Frm. International Negotiator for the UK Government, executive coach. Google, Accenture, American Express His first book, 'Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team', co-authored with Simon Sinek and David Mead. Peter gets up every day inspired to enable people to be extraordinary so that they can do extraordinary things. Collaborating with Simon Sinek for over 7 years, he was a founding Igniter and Implementation Specialist on the Start With Why team, teaching leaders and companies how to use the concept of Why."The first step is to distinguish leadership from management. “Management is about handling complexity,” explains Docker, while “leadership is about creating simplicity. It's about cutting through the noise, identifying what's really important, making it personal for people, bringing them together and connecting them.” ~ Peter Docker in Venteur Magazine January 2023Peter's latest book, 'Leading from The Jumpseat: How to Create Extraordinary Opportunities by Handing Over Control'Peter's commercial and industry experience has been at the most senior levels in sectors including oil & gas, construction, mining, pharmaceuticals, banking, television, film, media, manufacturing and services - across more than 90 countries. His career has spanned professional pilot; leading an aviation training and standards organisation; teaching post-graduates at an international college; and running multi-billion dollar procurement projects. A former Royal Air Force senior officer, he has been a Force Commander during combat flying operations and has seen service across the world. He is a seasoned crisis manager, a former international negotiator for the UK Government and executive coach. © 2024 Building Abundant Success!!2024 All Rights ReservedJoin Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23bAmazon Music ~ https://tinyurl.com/AmzBASAudacy: https://tinyurl.com/BASAud
Intro song is 'Bring Me Down' Outro song is Unbreak Buy Me a Coffee The Slippery Slope Spotify J Fallon Apple Music J Fallon Spotify J Fallon YouTube The Slippery Slope Apple Podcasts The Slippery Slope YouTube
Rollie Woods joins Tom Stamatakis in this episode to talk about Police Oversight in British Columbia. Rollie is a former Deputy Commissioner at the BC Office of the Police Complaint Commissioner (OPPC). He has 35 years of policing experience, 10 years experience on the Executive of the Vancouver Police Union (VPU) and as President of the Senior Officer's Association before moving to work in Police Professional Standards at Vancouver Police and ultimately at the OPCC.Rollie and Tom agree that Police Oversight has an important role to play in ensuring there are professional and accountable police officers working in BC. Rollie highlights how important open communications with the public, police agencies and police unions were during his tenure at the OPCC. He also brings light to the different standards of police oversight currently in place here in British Columbia and how confusing to the public it must be.Tom gets some comments from Rollie about police body cameras and how they might influence future Police Act investigations. How it assists with confirming what really took place and provides the public with some assurance that proper accountability is being attained. Body cameras also come with challenges related to cost, storage and personal privacy.Office of the Police Complaint Commissioner (OPCC) https://opcc.bc.ca/Canadian Association for Civilian Oversight of Law Enforcement (CACOLE) https://cacole.ca/home-accueil-eng.shtmlSound editing done by Todd Mason.More about the Victoria City Police Union (VCPU): - Tweet us at https://twitter.com/VicPD_Union - Follow us on Instagram at https://www.instagram.com/vicpd_union/ - Find us on FaceBook at https://www.facebook.com/truebluevictoria/ - Visit our website for information at https://truebluevic.ca/ - Email us at media@vcpu.ca for any media inquiries or requests to be on the True Blue Podcast
Frm Royal Air Force Senior Officer, Frm. International Negotiator for the UK Government, executive coach. Google, Accenture, American Express"The first step is to distinguish leadership from management. “Management is about handling complexity,” explains Docker, while “leadership is about creating simplicity. It's about cutting through the noise, identifying what's really important, making it personal for people, bringing them together and connecting them.” ~ Peter Docker in Venteur Magazine January 2023Peter Docker is passionate about enabling people to unlock their natural talents and teaches leadership that is focused on commitment and human connection. This approach harnesses the collective wisdom of teams to generate extraordinary outcomes. Peter's commercial and industry experience has been at the most senior levels in sectors across more than 90 countries, including oil & gas, construction, mining, pharmaceuticals, banking, television, film, media, manufacturing and services. His clients include Google, Four Seasons Hotels, Accenture, American Express, ASOS, EY, NBC Universal and over 100 more.Peter's latest book, Leading from The Jumpseat: How to Create Extraordinary Opportunities by Handing Over ControlHaving served for 25 years as a Royal Air Force senior officer, Peter has been a Force Commander during combat flying operations and has seen service across the globe. His career has spanned from professional pilot to leading an aviation training and standards organization, teaching postgraduates at the UK's Defence College, to flying the British prime minister around the world. Peter has also led multibillion-dollar international procurement projects and served as a crisis manager and former international negotiator for the UK government.A keynote speaker and facilitator, Peter presents around the world offering workshops and bespoke leadership programs. He also worked with Simon Sinek for over seven years and was one of the founding ‘Igniters' on Simon's team. He took his years of practical experience to co-author Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, with Simon Sinek and David Mead. Published in September 2017, it has been translated into more than 25 languages and has sold over 460,000 copies.© 2024 All Rights Reserved© 2024 Building Abundant Success!!Join Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23baAmazon ~ https://tinyurl.com/AmzBASAmazon Music ~ https://tinyurl.com/AmzBASAudacy: https://tinyurl.com/BASAu
To influence for good, character paired with strong leadership skills is paramount. Brig. Gen. (Ret.) Dana Born '83 brings the two together in Ep. 8 of Long Blue Leadership. ----more---- SUMMARY Brig. Gen. (Ret.) Dana Born discusses the importance of character and leadership in the Air Force Academy's mission. She shares her background and career, including her time as the Dean of Faculty at the Academy. The General reflects on her class reunion experience and the impact of her family's military background. She explores the concept of leaders being born vs. made and highlights the value of curiosity and courage in leadership. Gen. Born emphasizes the importance of seeking help and mentorship and shares recommended readings for developing leadership skills. OUR FAVORITE QUOTES "Character and leadership are paramount for Air Force Academy graduates to influence for good." "I think that if I were to say there's two really important takeaways, those for me have been, be curious, be more curious. And that is just really asking a lot of questions." "I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow." "I think there's that keeping the both and in the integration of that is what helped me in some of those tough decisions. I mean, I remember having to take a security clearance away from a lieutenant colonel, for all the right reasons, but trying, you know, that person then was going to lose their position in the Air Force, because it required a security clearance. And, and it wasn't a situation that I put that person in, right, they put themselves in that position, but what I didn't want to do was deliver the news in a way that then the individual would feel like they have nothing left right to or would ultimately, you know, take their life, right, that always was present to say, uh, don't want this person to go away with anything other than, you know, your life is not over." "I think courage, you know, the root word of courage is heart. And I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow." - Brig. Gen. (Ret.) Dana Born '83 SHARE THIS EPISODE FACEBOOK | LINKEDIN | TWITTER | EMAIL CHAPTERS 00:00 Introduction: Character and Leadership 01:22 General Bourne's Background and Career 05:36 Early Life and Decision to Attend the Air Force Academy 08:19 Becoming the Dean of Faculty at the Air Force Academy 11:49 Challenges and Lessons as Dean 22:59 Discovering Leadership Abilities 24:24 Lessons from Friction Moments 26:19 Pivoting and Overcoming Challenges 27:49 Best Attributes of Leaders 29:46 Seeking Help and Mentorship 32:06 Balancing Compassion and Difficult Decisions 34:26 Family's Influence on Leadership 38:12 Developing Leadership Skills: Curiosity and Courage 40:04 Purpose and Passion 41:53 Recommended Readings 44:42 Conclusion GEN. BORN'S BIO Dana H. Born (Co-Director, Center for Public Leadership (CPL); Faculty Chair, Senior Executive Fellows (SEF) Program; Lecturer in Public Policy, Harvard Kennedy School of Government) is a retired Brigadier General with 30 years of service in the United States Air Force. Prior to coming to Harvard, from 2004-2013, she served two terms as the Dean of the Faculty at the United States Air Force Academy where she was also the Professor and Head of the Behavioral Sciences and Leadership Department. Previously, Dana served as an Exchange Officer with the Royal Australian Air Force, Assistant Director for Recruiting Research and Analysis for the Assistant Secretary of Defense (Force Management Policy), Deputy Chief of the Personnel Issues Team for the Department of the Air Force (DC/Staff Personnel), Aide and Speech Writer to the Secretary of the Air Force, Squadron Commander for 11th Mission Support Squadron at Bolling AFB, DC and in Afghanistan in support of Operation Enduring Freedom. A graduate with distinction of the United States Air Force Academy, Professor Born received her B.S. in Behavioral Sciences (1983), M.S. in Experimental Psychology from Trinity University, TX (1985), M.A. in Research Psychology from University of Melbourne (1991) and Doctorate in Industrial and Organizational Psychology from Penn State University (1994). She received Penn State University's Alumni Fellow Award (2012) and Distinguished Alumni Award (2018) and was awarded an Honorary Doctorate from Simmons College in Humane Administration (2007). Born is the recipient of the Secretary of the Air Force's Eugene M. Zuckert Award for Outstanding Management Achievement, Air Force Association's Hoyt S. Vandenberg Award for outstanding contributions to Aerospace education, Air Force Distinguished Service Medal, Legion of Merit and Defense Meritorious Service Medal. She has been honored with the Harvard Kennedy School (HKS) Annual Teaching Awards as well as the Harvard Kennedy School of Government Innovation in Teaching Award in 2017. Dr. Born is a Trustee on the United States Air Force Academy's Falcon Foundation – serving on the Strategy, Governance and Scholarship Committees; Supporting Director on the USAFA Endowment Board, Past President of the Massachusetts Women's Forum; Senior Consultant for the Core Leadership Institute; Peer Evaluator for the Higher Learning Commission; Member of the Women Corporate Directors, International Women's Forum and Council on Foreign Relations; Council Member on Boston Mayor's Pay Equity Workforce; Advisory Board Member for “With Honor;” and “A Child's Guide to War” documentary, “Blue Star Families,” Senior Officer for Mission: Readiness; Past-President of the American Psychological Association (Society for Military Psychology) and previous Independent Director on Board of the Apollo Education Group having served on Compensation, Audit and Special Litigation Committees. - Copy and image credit: Harvard University Gen. Born is a member of the HOW Conversations video (and podcast) series hosting team, bringing together a varied group of experts and leaders to discuss timely issues of our reshaped world through the lenses of moral leadership, principled decision-making, and values-based behavior. VIEW THE VIDEO SERIES | LISTEN TO THE PODCAST - Copy and image credit: Harvard University ABOUT LONG BLUE LEADERSHIP Long Blue Leadership is a production of the Long Blue Line Podcast Network, drops every two weeks on Tuesdays, and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates! FULL TRANSCRIPT SPEAKERS Our guest, Brig. Gen. (Ret.) Dana Born '83 | Our host, Lt. Col. (Ret.) Naviere Walkewicz Gen. Dana Born 00:06 Through mentorship and wise counsel, in early days actually and magnified through the time at the Air Force Academy, that character is paramount. It's also not enough, because you want to be a person of strong character that also has leadership, qualities that help influence for good. We can have leadership where people are able to influence but maybe not for good. And we can have character but have people of great character that aren't able to mobilize the influence. And so, I have just been, I guess, embracing that character and leadership aspect of our mission. Naviere Walkewicz 01:19 My guest today is retired Brigadier General Dana Born, a 1983, graduate of the Air Force Academy. I'm excited to host this conversation with General Born, a recognized and widely respected expert in moral leadership, serving as a lecturer in public policy at Harvard University's Kennedy School of Government. We're going to explore the trajectory of General Born's own development as a leader. Our conversation will begin with her days as a cadet at the Air Force Academy, where she received a Bachelor of Science degree in Behavioral Science and Leadership. General Born began building her body of work then, first as a student, then analyst and researcher, now writer, teacher and speaker on public policy and society in the field of moral leadership as a How Institute for Society Distinguished Fellow through her distinguished 30 year military career, and since her retirement from the Air Force in 2013, she has been formally recognized more than 20 times for her exemplary service and academic excellence. In 2004, she became the first female Academy graduate to return to her alma mater as the Dean of Faculty, a role she held for two terms. Her work has been published more than 40 times and she has delivered nearly 200 presentations. General Born has endorsed more than a dozen books on leadership and public policy, and has contributed to five others. In addition to her work at Harvard, she hosts a video podcast series called HOW Conversations during which she discusses the tenets of moral leadership. Her guests include nationally and internationally recognized leaders from the private, military and public sectors. General Born. Welcome, and thank you for being here today. Gen. Dana Born 02:54 Thank you so much for the wonderful introduction. And it's great to be in the Long Blue Line conversation with you and all our other members of our tremendous extended family in our Air Force. So glad to be here. Naviere Walkewicz 03:07 Thank you so much, ma'am. And you know, you recently were just here for a reunion. How was that experience? Gen. Dana Born 03:13 It was spectacular. The only way I can describe it is like going to see family members that you haven't seen for a while. And even after 44 years, since our induction day, it was like just picking up where, you know, we left off in terms of the connection, the common bond, it was probably better than I anticipated. And I can't actually explain why. But it was just so special. It was poignant as well, because certainly during those times, we spend time reflecting on those that are no longer with us. And it was very powerful in terms of the way that our class decided to do that with. We don't call it a yellow cap, right, because there's nothing yellow in the military, but with our gold caps. And classmate who remembered our fallen friend, and lit a candle on behalf of them. And it was too many hats. It was too many candles, it was too many people that we have lost. But it was something that was spectacular in another way because we had such great stories to share that sort of brought back you know, the legacy and the person of our classmates. And so I think we left with a little bit more spring in our step in terms of let's make our lives and the lives of those we love count each day. So it was really inspiring and quite an amazing time. Naviere Walkewicz 04:41 I love hearing that. I get to come back for my 25th next year and even though I'm, you know, here working in this capacity, there is something so special that's timeless. With graduates, when they come together, we really do just kind of pick up where we left off and so I'm looking forward to that as well. Gen. Dana Born 04:57 We got together with our what we call "dooley squadron," but you know, with our classes that we were with for the first two years, and then also with the last two years, because we transitioned after our three-degree year, and there was one individual that was in my, like, all four years together. And so that was kind of fun as well, yes. Naviere Walkewicz 05:18 What our listeners love to do is kind of get to know our speakers as well. So if we could travel back to maybe your childhood and early days before the Academy. We'd really like to get to know what Gen. Born was like back then, you know, where did you grow up? What were you like? What were you into? Maybe you can take us back. Gen. Dana Born 05:36 That's going back aways because I entered the Air Force Academy in 1979. So it really is going back decades here. But I grew up in a small town in upstate New York called Penn Yan. And, you know, we maybe had two or three thousand people. It was a very small town. If you think of Norman Rockwell, that is kind of, you know, the the old world, maybe even American Graffiti. That is my hometown. Everybody knows everybody pretty much still to this day. And I graduated from high school, the same day that I flew out to start basic training the next day. I literally didn't get to stay for my whole high school graduation. Because on the East Coast, graduations tend to be late June and of course, that's when basic Cadet training begins. So I hopped on a commercial airplane for the very first time, the day I graduated from high school. I flew airplanes before I drove a car. But I flew with my flight instructor actually to the nearest airport and then flew commercially, for the first time in my life, to go start basic training. I'd never been west of Ohio, and of course, people think about Ohio as the Midwest. So it was really going into a brave new world for me, certainly. Naviere Walkewicz 06:58 So, were you always someone very courageous looking at new things. I mean, you said you were flying before you got into a car. So that's a bit telling there. What are their characteristics? Would you say you had as a young girl? Gen. Dana Born 07:11 Yeah. I think that's, I wouldn't have characterized it actually as courageous. But I was certainly enjoyed adventure and the outdoors. I mean, some of my favorite activities. My dad was the vice president of a local college. And we grew up on a lake. So you know, waterskiing sailing, you know, boating, I loved to run, I love to fly, I love to ski. So there was that adventurous spirit. And certainly, I think that was part of the selection to go to the service academy. But it was also my dad, being a college professional and administrator, he took me to a college fair at the University of Vermont, I still remember this. And my dad had been enlisted in the Coast Guard, and right after World War Two, but he taught me how to salute. And I was always just kind of enamored with that part of his life. And I saw a Coast Guard Academy booth at this fair. And I got really excited. I went back to my father who was at his booth for his college and I said, "Dad, I know where I want to go, I want to go to the United States Coast Guard Academy." And then, when I applied, they said, "Oh, you missed the application date for this year, you'll have to come next year." And I was not wanting to wait to go to college. Right? I was ready. And so they said, well, there's these other academies. And I went back and talk to my track and cross country coach, and he did some exploration for me. And he said, "What about the Air Force Academy?" And I said, "Where is that?" And they said, "Colorado," and I thought, okay, skiing, mountains, you know, running. And that really was, it was his kind of helping me search through, okay, if this isn't an option, you know, what are your other options? And it turned out to be serendipity, just a very good fit and very grateful to this day, you know, for his mentorship. Naviere Walkewicz 09:07 Well, I was going to ask how the Air Force Academy came into the picture. And it was by chance from the US Coast Guard Academy timing being off. Gen. Dana Born 09:16 It was meant to be, I think, and, you know, I've had fun, you know, with over the years certainly while I was the dean working closely with the leadership at the Coast Guard Academy, you know, just kind of puns you know, they've changed their application date, I think to be more aligned now, but it was it was funny in talking with them about that, but it worked out really for the better. Well, you're also aware I have a mixed family in terms of you know, having Marine Corps and Air Force and Navy and Coast Guard. So we're all really in the same profession. Naviere Walkewicz 09:56 We went kind of back in the early childhood days, but you just about your family kind of having mixed roles in different services. What does that all look like? Gen. Dana Born 10:05 Yeah, I actually just recalled, as you were asking that question, I thank you for digging deeper there, because I forgot to mention Army as well and certainly my brother in law was a West Point graduate. Naviere Walkewicz 10:16 We did that for him. Gen. Dana Born 10:19 So appreciate that. You know, it's interesting, because I did not other than my dad's Coast Guard service really did not have a lot of military in my family. And but when I met my now husband, who is a Naval Academy graduate, when we were assigned to the Pentagon, it opened up a whole like military side of the family, because he does have a brother that went to VMI, one that went to West Point, he went to the Naval Academy, his father was a WWII aviator, who retired from the Navy. And so I and my family was primarily all educators, right? So I must say that it was providence, right, to get to the dean of the faculty position where I think it was keeping both sides of the family happy the educators as well as blended military service. And then of course, we have two daughters who are serving now, and one of them is 2020, graduate from the Air Force Academy, whose IP instructor pilot in helicopters and our youngest, who's a Naval Academy graduate who is in the Marine Corps now and just heading over to serve in Okinawa for three years as a comm. strat. officer in the Marine Expeditionary Forces. So we are certainly in a family business of of military service. Naviere Walkewicz 11:41 Ma'am, you just shared a little bit about your time at the Academy as dean, first female graduate to become dean and then you serve two terms. What was that like? Gen. Dana Born 11:50 It's interesting, that you asked that question and, of your, I know your own background in working a lot of issues, particularly women in leadership issues in diversity, equity inclusion, I find it actually paradoxical to think of myself as kind of the, you know, the first female dean because it is a fact, I'm just really grateful that we have a currently serving dean who's also a female. And it's interesting, because we just want to fit in, right, and just be the dean. And yet, if we don't say female dean, then we're invisible. And so it really is paradoxical. Anytime you're a minority of having a an adjective that caveats or clarifies, you know, that your your role. So I recognize that, but I'm really just so thrilled that I had the opportunity, and again, through a lot of mentors, encouraging and supporting through that journey, because I think I like many others, particularly women, take ourselves out of the running, because we haven't seen somebody go into that kind of an authority position before that look like us or are like us. So it was really people telling me, you know, don't you think it's your duty, you know, to offer to serve in that capacity, you know, why take yourself out of the running, if the Air Force thinks you're the right person at the right time, and you're willing to, then it's your duty to put your name in. And, and that was really the thinking that drew me to apply. And I'm really glad to have had that opportunity, not just for one term, but for to, and to see that, you know, there's more behind me that are more, you know, diverse, that is really good for our Academy. Naviere Walkewicz 13:36 I'm glad you brought that up, because I actually struggled in asking that question for the similar reasons of saying first female to do something and at the same time, having been walking in those paths, understanding that sometimes people need to see people who have walked in those shoes that look like them, etc. So I'm glad that you kind of talked about the importance of recognizing those things, even though at the same time we see ourselves as I'm the qualified person to be doing this. So I appreciate you showing that. Gen. Dana Born 14:01 It's hard to do though, too, because, you know, if you think about the generation of the first several classes to go through the academy, it was really a token time. I mean, I think we had 8.4% women that came in in our class. And so we didn't want to be seen as anything other than fitting in. And so it is hard for us also. And I remember when General Desjardins and I were serving together as the comm and the dean, right the first time you had two females in those two roles. And we had to kind of get over that. We had many conversations to say, hey, if the current population is wanting to have conversations, you know about women in the military, we need to have those conversations. Those are, you know, part of what we bring and it was and we had to listen a lot, right, because there was so much we didn't know about how the experience is similar and we're different for the now cadet, right, while we were in those positions. Naviere Walkewicz 15:03 And that was actually one of the questions I had, from your experiences as a cadet, the highs and lows. And then what did that look like for you in the role then if dean, how did that change your perspective? Or, you know, looking at how you improved things, or made a difference? Gen. Dana Born 15:17 I'm gonna go back to the highs and low question because the high was clearly meeting some of the most amazing, talented, diverse people that I had been exposed to, if you think about coming out of this small town, to the cadet wing that was twice the size, much more diverse representing countries around the world. I was, I was so in awe of look at who I'm here with, I was also very scared because we all got that, you know, warning that look left look, right, one, one or two of you aren't going to be there, right, at graduation. So it was a little, a little bit of a fire, right to say I better stay giving it my best, but I really think that's a high. And to this day, that's and even as the dean, it was always a wow moment to look around and see the incredible people that we got to be in the kind of common cause with and gave me great hope always for the future, both while I was a cadet and as the dean and now serving, you know, with the Air Force Academy Foundation, it's really inspiring and elevating, and provides hope during times that, you know, can be very daunting. The low, I would just want to get that out of the way, right? The low is always hard to talk about. But I think one of my low points, but it didn't last long. Because I I really had a love of flying, and a love of the air, I lost my pilot qualification probably because I was not studying properly. And, you know, my flashlight under my covers trying to pass that "EE" test or something. And so I did not have the opportunity to fly upon graduation. And that was hard. Because one the culture, you know, we're so oriented towards, "What you're, you're not going to fly?" And I couldn't, it was just not an option for me. And so I really just had to pivot in terms of what are the other needs and ways that I might be able to serve. But that that was a hard time to do that. And it was actually right before commitment. And so people were asking, you know, are you still gonna stay? And I thought, "Well, why wouldn't I am sure the Air Force has other, you know, ways to serve." So, but that was that was kind of a low. And I think another I don't know is if it's a low, but it might be one that I look back on. I was intercollegiate for 12 seasons. And so I had a whole lot of depth of really athletics, and really close friendships because of that, and a lot of travel to places I've never traveled to. But I also then think I didn't get as much breadth of experience of because time was so precious and trying to keep up academically. You know, and I think as I look back, you know, I had participated in theater when I was in high school, but I didn't have time for you know, Blue Bards or anything outside of really athletics and some of the military work that we got to do and keep up with academics and, you know, try to do well there and in my major. Naviere Walkewicz 18:50 So ma'am you mentioned something about the pivot you had to make and you know, some of the disappointment that came with that. How did you kind of get to that positive headspace when your plan changed so dramatically. Gen. Dana Born 19:02 It's hard for me to go back and put myself in what did it there. But I can think of examples like right now what comes to mind for me is the iRobot or the I don't know what how you refer to it, but those, you know, round circular vacuums that if yes, if they get up against a wall, they know that they're there to clean the floor, and they just find a redirect and they keep going. And that's sort of what I think it's been for me, you know, when you kind of stay oriented on your purpose and what you are passionate about. It's easy to not give up but to find another way. And that happened to me when I was fortunate enough to be in a PhD program sponsored by the Air Force Academy in the Air Force to go to Penn State University and right after my second year, the Air Force was downsizing and trying to provide opportunity for people to not have a commitment to school and to be able to basically give up that commitment and not come into the Air Force. And I got that letter that said, "Hey, you can you know, we're sorry. But right now we have an option if you'd like to, you know, get out of the Air Force, you can." And I remember thinking like, you've invested in me to be here for this PhD program. And, you know, I'm hopeful that there's something with this I can do for my Air Force. And so no, I don't want to get out. And so it was kind of like that same iRobot response of I'm here to do this. And so I'm going to figure out a pivot to be able to stay and contribute in a way that might be valuable. Naviere Walkewicz 20:44 That is a great analogy, ma'am. That's fantastic. Well, I know this is not new to you, ma'am. Because with you're hosting other podcasts on leadership, there's questions that you know, our listeners love to learn about, that you're very familiar with. So I'd like to start with one that you ask often about leaders being born versus made. And I know your thoughts on this, that they are both born and made. But I'm hoping you might be able to share a little bit more about what led you to that perspective. Gen. Dana Born 21:12 I think it's through mentorship and wise counsel, in early days, actually, and magnified through the time at the Air Force Academy, that that character is paramount in terms of us being effective humans. And it's also not enough, because you want to be a person of strong character that also has leadership, qualities that help influence for good. And I remember, during my time, even as the dean when we were developing the character and leadership center, and talking about do we call it the in because it used to be the Center for Character Development? Or do we call it the Center for Leadership Development? And are they the same, and I was fascinated with those conversations, because we really got to a point where it is both and and we need to call out character and leadership. Because we can have great, or I won't say great, but we can have leadership where people are able to influence but maybe not for good. And we can have character, but have people of great character that aren't able to mobilize the influence. And so I have just been, I guess, embracing that character and leadership aspect of our mission, primarily, from the time at the Air Force Academy to present day research and investment in teaching and working with executives, graduate students, undergraduates and boards. Naviere Walkewicz 22:50 Was it would you say at the Air Force Academy is when you knew yourself to be a leader? Or, when did you have the desire to lead? Gen. Dana Born 22:59 Interestingly enough, I think about that back at my small town of Penn Yan, New York, and some of that, I have to attribute to the fact that we didn't have many people. I mean, my school had 1,000 people but bused in from 20, or 30 miles in every different direction. And so the because the town wasn't that big, so we had a chance. Matter of fact, I was like, I was Miss Flying Club, you know, for the parade. I was, you know, the head of women's athletics for my school, I got to be on Student Council and be a treasure for my class, and, you know, captain of the cross country team and the track team, it really did stretch me into places that I might not have sought out myself. But people kind of put me in those positions, and then helped me to learn through those positions. But I must say, most of my learning was when things didn't go so well, you know, how come you know, people aren't buying into this, you know, motto. And, you know, what is the dynamic that's happening? You know, we're, we're fractured as a team, you know, how can we fix this? And so it was really through some of those friction moments that I probably learned the most and really loved the opportunity have an input and an influence? Naviere Walkewicz 24:19 Can you share some of those because I think some of our listeners are certainly in parts of their leadership journeys, where they're, they may be facing some of those, you know, friction moments or their early parts of their leadership lessons. You know, what were some of the early lessons that you took on that you might share with them if they experience something like that? Gen. Dana Born 24:38 I think what came to mind for me, more recent examples, clearly, because they're still pretty fresh. But what came to me when you were talking about maybe early years, was I think we're I may be let myself downs nd we're I didn't feel as though I did well enough to be considered a leader. Right? You have to, you know, it's the hero's journey. And I think that I've learned over the years that you don't need to be perfect as a leader. Quite the contrary, right people can relate and, and really be on their own development journey more when we are human and imperfect. And that took me a long time to really embrace because there is that pressure, right, that we feel like we have to be perfect. And we have to know so much, and do so well. And I think that that's, that's not people know that humans aren't perfect, right? So if you're coming across perfect, right? People look for the chinks in the armor. And the higher you are, the higher you fall. So I think that I had that experience at the Air Force Academy, I shared recently in a Sabre Society, talk that, you know, I had been a commander during 9/11, at Bolling, Air Force Base. And it really, I was so proud of how my unit did, and the people that were recognized for just excellence, and we were prepared, and we were responsive. And it was really exciting. And I chose to stay in and ended up at the Air Force Academy as a department chair. And I brought my same self and my same, you know, you know, command energy and I failed miserably in the first, you know, several months, we were going through the sexual assault and sexual harassment crisis, and I was being fairly directive, which worked well with the population I was leading in Washington, DC during 9/11 did not work as well, when you have a very small but mature, you know, mostly PhDs, professional faculty, that I needed to listen to more and not be directive, and it took not long, you know, for what we call it, the Air Force Academy, the blanket party for quite respectable people to come in and say, ma'am, this isn't working and to swallow that humility pill, and, and realize, okay, we need to, I need to adapt here, not lose myself, but adapt to this new environment and situation, Naviere Walkewicz 27:11 Maybe you can share some of the best attributes that you've you've come across in leaders, because, you know, everyone leading from the authentic selves, brings it forward in their own ways. But what are some of the ones that you see time and true, and again, that are really spoken with you as best attributes? Gen. Dana Born 27:27 I think what I have grown to really value is people who probably listen well, and who are curious, and, and I've, I've, I've also found people who see the individual in each person, like, what makes Naviere tick, what is it that's important to you personally, and professionally? You know, what are the ways that you are at your best, and that I think is, is really helpful. I also, I don't know why it just came to me, but I'm kind of led to share it is, I heard some great advice. When I was a younger officer, and for where people were not performing to expectations, instead of blaming the individual or feeling as though you know, they're no good, we need to their poor performer label and move them on. It's really better when we asked three questions, when somebody's not meeting, a standard, you know, have I been as a person, you know, leading? Have I been clear in the expectations? And if I have, then the next question is, have I prepared them? Or given them the right training? Or, you know, opportunity to be good at what I'm asking them to do? And then the third is, if the answer to the first two is I have, I did, then what else is happening in their lives that for whatever reason, they're not meeting, you know, the expectations or standards. And if there's nothing there, then you start the performance plan. But, that was, I think, when people are like giving you space to learn and grow and taking kind of a co collaborative ownership of performance. I've, I've, I've thrived in those situations more than and I hope people in my leadership have thrived in those situations more as well, because it is more of a approach that is a shared approach to getting the mission accomplished and taking care of people. Naviere Walkewicz 29:38 That's an amazing nugget that you shared. I mean, I'm just I can think back throughout my career and times when I probably should have leveraged something like that, and I might have been more effective. Thinking about what pieces have I not maybe done as well or have I done those things, as you said, kind of do a reflective piece from a leadership perspective, to be able then to collaborate in a you know, a better way forward. That's awesome, ma'am. Thank you. Gen. Dana Born 30:02 Yeah, I had a couple of terrible times of moral discernment, I would say, in decision making when those situations came up, particularly when, you know, you're having to make a decision where somebody's going to be incarcerated. And, you know, I, I had one of those situations where, you know, I was actually eight months pregnant, and the individual was a failure to show up for he was an honor guardsman failure to show for several funerals. And his, his wife was eight months pregnant. And here I was sitting, as you know, the summary court official having to decide if I'm going to throw, you know, him in a situation where he's absent from his family, and, you know, and what kind of financial, leeway will I have in order to help the family but still hold him accountable. And that was very, very difficult because of my own, you know, situation and empathy. But at the same time, it hit me during that decision that there are a lot of airmen who are not there for the birth of their kids or for special events and are deployed in harm's way. And they're doing the mission, not A.W.O.L.. And so I ultimately decided to, you know, incarcerate him for his failure to go and being A.W.O.L. and also try to protect with some leniency, his family situation. Naviere Walkewicz 31:39 Leading with compassion, but always being accountable, ma'am, that's, it's tough. And I think, you know, we have many listeners that find themselves in those situations. And I've often been asked, you know, I'm a mom, how can I advance my career professionally, I have to do all these other things as well. And so maybe a question that I might tie to that a little bit. You know, how do you how did you balance, that compassion side of leadership and still be able to make some those difficult decisions in the moment? And you know, what would you share with others and how they might do that and think through things when it maybe feels a little bit too hard or too daunting? Gen. Dana Born 32:15 It is very hard and is daunting. And you use the term balance, and I, I love the word balance. You know, I'm a middle child, and I'm a Libran. You know, I like balanced, but I have found balance to be very difficult. There's a term called. "balance is bunk." And I like that because it's anytime I feel like I've had anything in balance, it's about ready to go on tilt. And so I try to change out the word balance with the word integrate, that works better for me or Harmonize How do I bring together those things and the Airforce in the time that I was working at the in the Chief of Staff's personnel office came up with a motto, "People First in Mission Always," and it can be, "Mission First." And people always, but it's sort of like the chicken and the egg, they both actually go together. And they're very important. And so I think there's that keeping the both and in the integration of that is what helped me in some of those tough decisions. I mean, I remember having to take a security clearance away from a lieutenant colonel, for all the right reasons, but trying, you know, that person then was going to lose their position in the Air Force, because it required a security clearance. And, and it wasn't a situation that I put that person in, right, they put themselves in that position, but what I didn't want to do was deliver the news in a way that then the individual would feel like they have nothing left right to or would ultimately, you know, take their life, right, that always was present to say, uh, don't want this person to go away with anything other than, you know, your life is not over. But you know, this is a very serious trajectory that you have to decide how you're going to go forward from this point. And that was hard, very hard, but it's both people and mission that I think we have to embrace in the way that we carry on what we're responsible for, for our nation. Naviere Walkewicz 34:25 Well, I think about you know, some of those stories that you shared and some of the experiences you had, I mean, you probably had to go home and, and your your network at home, your family was there with you through all of the journey. How has your family influenced you as a leader and maybe what role do they play in that? Gen. Dana Born 34:40 I talked a lot with my family, like the time around the dinner table was really sort of transparency. And that bothered my children because I started to hear things back that I thought they shouldn't have to be hearing some of this, and so I also kind of drew inward and decided that that I, "Who can I talk with," right, because I don't want to bring work home, so to speak, that weighs down the family. I want to focus on them. And so I went through a period where I suffered in silence. And I think many leaders and many people, as particularly when you have, you know, security issues that you can't talk about certain things with others. I think we need to find a way and I ultimately did find someone that I could go to and say, I need some advice. And that was monumental, because it helped me understand that I had not been doing that with with great mentors. And I thought about it. And it shocked me that I was not asking for advice. And I thought, How do I feel like if Naviere or someone comes to me and ask for advice, I feel like, wow, if they think I have, yeah, exactly. They're including me, I have something to offer. They care about what I have to say. And so I really had an epiphany that said, I need to do that more. And I started to reach out. And in one case, I reached out to the Chief of Staff of the Air Force, you know, having talked with the superintendent first. And it was phenomenal. Because I had such a different perspective on something I was ruminating over. And I thought Why did I wait so long? Naviere Walkewicz 36:26 What advice would you give to some that are suffering in silence, and maybe can't see that next step? And to doing that what actually helped you to go seek help and ask for help or ask for guidance and mentorship? Gen. Dana Born 36:39 I think recognizing, well, in some cases, vulnerability is a strength. And, you know, Brene Brown, who I really do love her work. And her, her, her YouTube or, you know, Netflix, a lot of great science and also practice, but she said, What makes you vulnerable, makes you beautiful. And I think that that is part of it is to recognize that, you know, we're all vulnerable, or we're all broken in maybe different places, right to quote some history. And so I think it connects us and builds trust when we are willing to be vulnerable. And I think it takes courage as well, to let ourselves be seen for all, you know, we have a saying that's warts and all. And, you know, to let ourselves be really fully seen, Naviere Walkewicz 37:33 That resonates with so many people. I think a lot of times people when they're listening to podcasts, and they're, they're just trying to learn and get better in their professional career in their personal lives. Just a can take one little thing that someone really resonates with. And I think you sharing that bit about being reflective and not necessarily suffering in silence, but but looking for helping others I think is going to be really powerful for some. So thank you for sharing some of that. Gen. Dana Born 37:56 I think the key takeaway is, is just building on what we just talked about, like if I had a foot-stomper, right from our Air Force Academy days, that's like, if you're starting to fall asleep, right? I use that at Harvard. And I'm like, "Does anybody know what foot stamper actually means?" It means, you know, this, is it pay attention. And I'm, I'm really motivated by the John F. Kennedy quote, "Leadership, well, learning and leadership are indispensable from each other." I think that if I were to say there's two really important takeaways, those for me have been, be curious, be more curious. And that is just really asking a lot of questions. Leaning into not judgment, but leaning into really digging into and trying to understand. And that gets us, I think, in a whole different place. That is a good place. And so I haven't always done that. Well, curiosity is like a growth mindset. And I think that is something that I really would recommend to our listeners, be more curious. And I think that's being helped by Chat GPT and Generative AI because it's all about the questions you ask. And, and then it kind of gets at what answers you get. And I think that's maybe training us to be, you know, more curious and careful in how we're asking and being curious. The other is courage. And you brought this up earlier, but I think courage, you know, the root word of courage is heart. And I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow and how we basically can make positive change. So, those two things together, curiosity and courage, under the umbrella of learning and leading go, you know, they're indispensable to each other is the takeaway. I thought you might ask me like, you talked about purpose earlier. What is your purpose? What is it that gets you out of bed in the morning? And what is it that keeps you going through the tough times? And what is it at the end of your, you know, last breath that will have been your dash in your life, your purpose, your why, and mine actually is a simple phrase to myself. I use the term, "kick chocks", and "kick chocks" is, you know, the bricks in front of the wheel of the airplane, and when you're ready to go, you gotta get, gotta get rid of them, or you can't take off. But sometimes you have to kind of have the chocks there, to pause and to, you know, refuel and to do things. So kick chocks, to me has sort of been a way that I am channeled. Some call it your true north, or your Polaris, your compass, and it speaks to me because I can, I can go, go, go, go and never put chocks in front. I also can keep chocks in front of myself and, and limit myself and, and I'm passionate about what is it that somebody needs to have a break? You know? And when is it when somebody has got something in the way or team or organization that's holding them back? And how do I help identify that and kick chocks with them so we can take off. So, it speaks to me. But yeah, the purpose I think, purpose and passion and the individualization of that, so because everybody is so different comes from our life stories, and I love learning about people's purpose. Naviere Walkewicz 41:51 General born, might you share with us, you know, maybe what you're reading, watching or listening to that's helped you develop your leadership skills. Gen. Dana Born 41:59 I love to listen to everything. I mean, I am a listener, you know, we all know how we we learn best, I'm really auditory. So podcasts I pick up, I really do a lot with the Council on Foreign Relations. I do listen also to a lot of leadership podcasts, because I just find the whole topic of leadership fascinating for so many different approaches to what we think we're all talking about the same, it just really is expansive of my understanding. And I also now there are so many ways that you can have, you know, auditory books, and or listen to even academic journal articles. So usually, it's a treadmill thing to listen. And I just, I think that is my approach. I also I do like to read, and I think my favorite leadership book is going to shock you. But it's it's sort of got a nautical theme, I think, not an Air Force theme, but its endurance about Shackleton and Antarctica. And there's so many leadership lessons in that book, endurance is one of my favorites. And another one of my favorites is and they're both kind of historical, is Man's Search for Meaning by Viktor Frankl, written in 1946. I've read that so many times, and he wrote it in nine days, but it's because he wrote it while he was a prisoner in the Nazi prison camp. And then he rewrote it after it was burned. And he was liberated. And it's just an amazing, timeless evergreen read about life and about leadership, about purpose about meaning. And then most recently, for a current one is True North, and that is emerging leaders by Bill George and Zack Clayton. And I just think that that is a great pedagogy of thinking about ourselves. Put our own oxygen mask on first so that we can better care for the mission and the people that are entrusted to us and the change we want to see in the world. So, that's a current reader TrueNorth for emerging leaders. Naviere Walkewicz 44:24 It's been amazing. Thank you so much for taking the time, ma'am. It's been a pleasure and an honor. Gen. Dana Born 44:28 It's a pleasure and an honor. And I thank all our listeners for listening in and we wish you well. KEYWORDS Air Force Academy, leadership, people, Air Force, talk, family, dean, work, leader, serve, flew, cadet, Academy, Coast Guard Academy, recognized, years, terms, leading, long, podcasts The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation
Senior Officer Jeff Packebush joins the podcast to talk about how he came to be a member of the Tehachapi Police Department and discusses the ongoing reorganization of the department. To support our City of Tehachapi and Tehachapi Police Department runners at the Bakersfield Marathon, visit the link: https://www.liveuptehachapi.com/508/Police-Foundation-Bakersfield-Marathon-T
Gladys H. Morales is Senior Officer, Global Head of Innovation in the International Fund for Agricultural Development ( IFAD - https://www.ifad.org/en/w/gladys-morales ), where she leads the design and implementation of innovation initiatives and partnerships aiming to support testing, learning and scaling up of innovative solutions that impact poor rural people directly. She is also currently the Regional Ambassador in Italy of the Global Blockchain Business Council (GBBC). Prior to joining IFAD, Ms. Morales led the digital transformation of a range of Multilateral Development Banks and United Nations agencies' projects in Latin America, Asia, and Europe; and worked for the International Poverty Reduction Centre in China (IPRCC) where she led the design of digital platforms and established partnerships and knowledge networks for the Global Poverty Reduction and Inclusive Growth (GPIG) Portal. She is also familiar with the startup eco-system having been part of the management team for a digital advertising startup in Indonesia and founding her own startup in Italy. Ms. Morales is a graduate from the Executive Program on Digital Business Leadership at Columbia Business School, Columbia University in New York. She also has a Master's in Development Economics and International Cooperation, Food Security and Rural Development from University of Rome, a certificate on Leadership and Innovation from MIT, and a Bachelor of Science in Foreign Service and International Economics from Georgetown University. She also has a series of certificates from the Massachusetts Institute of Technology (MIT) in Cambridge, United States, in Artificial Intelligence and Leadership and Innovation. IFAD is an international financial institution and specialized United Nations agency based in Rome, the UN's food and agriculture hub and since 1978, and has provided US$23.2 billion in grants and low-interest loans, investing in rural people, empowering them to increase their food security, improve the nutrition of their families and increase their incomes, ultimately helping them build resilience, expand their businesses and take charge of their own development. Support the show
Moral injury is widely understudied, especially where it concerns first responders and veterans. Because of this, moral injury is seen differently by officers, leaders, and clinicians. In this episode of Blue Line, The Podcast, editor Brittani Schroeder is joined by Chief Mental Health Officer Derek Sienko, Lucie Tremblay, who is a retired deputy chief of Via Rail Canada and retired Senior Officer of the Canadian Armed Forces, and Phil Lancaster, a retired police detective, to discuss what changes need to be made in policing organizations to address moral injury.
South Dublin Solidarity County Counsellor Kieran Mahon joined us to speak more on this latest arson attack on a site linked to the housing or asylum seekers in Ireland.
Fiji military stands by senior officer amid abuse allegations.
Dr. Max Smeets is a Senior Researcher at the Center for Security Studies (CSS) at ETH Zurich and Director of the European Cyber Conflict Research Initiative. He is the author of No Shortcuts: Why States Struggle to Develop a Military Cyber-Force from Oxford University Press and co-editor of two additional cyber-related titles, from Georgetown University Press and Edinburgh University Press, respectively. Max is an affiliate at Stanford University's Center for International Security and Cooperation and an associate fellow at Royal United Services Institute. He also lectures on cyber warfare and defense as part of the Senior Officer course at the NATO Defense College in Rome. Before his academic career, Max worked in finance in London and Amsterdam. Max received a BA in Economics, Politics and Statistics summa cum laude from University College Roosevelt, Utrecht University and an M.Phil (Brasenose College) and DPhil (St. John's College) in International Relations from the University of Oxford.
In this episode of Curbside Consults, Dr. Adriann Begay, member of the Navajo Nation, shares her journey into medicine. Dr. Begay is Tábaahi (Edge of the Water clan) and born for Bít'ahnii (Folded Arms People clan). Her maternal grandparents are Ta'néészahnii (Badlands People clan) and paternal grandparents are Tl'aashchí'í (Red Cheek People clan). While raising three children, she completed her undergraduate studies at the University of Arizona and received a medical degree from the University of North Dakota School of Medicine through the Indians into Medicine program. She completed her residency in Family Medicine at the University of Arizona and has since worked for the Indian Health Service. She also serves as Senior Officer at the HEAL (Health, Equity, Action, and Leadership) Initiative, a global health fellowship program. Her career is dedicated to elevating healthcare for American Indians/Alaskan Natives (AI/AN).
Yair Attar is the Co-founder and CEO of OTORIO, which delivers next-generation OT security and digital risk management systems to global industrial companies. With over 15 years of experience in cybersecurity, software engineering, and risk management, he protects industrial and critical infrastructure from cyber threats. As a former Senior Officer in the Israeli Defense Force's Cyber Command, Yair headed the military's Incident Response and Threat Hunting division to defend national, mission-critical systems. In this episode… As technology continues to advance, cyber threats are becoming more prevalent. Cybersecurity is a critical concern for businesses and individuals alike. So how can you remain vigilant in protecting your assets and information from cybercriminals looking to exploit vulnerabilities in your system? According to Yair Attar, control systems are especially vulnerable to cyber threats. These systems help manage critical infrastructure such as power grids, water treatment plants, and transportation systems. If these systems are compromised, it could result in significant disruption and potential danger to the public. Therefore, it's crucial to have measures in place to protect these control systems from cyberattacks. Yair recommends hiring a firm that offers cybersecurity solutions for industrial and critical infrastructure. In this episode of the Rising Entrepreneurs Podcast, Dr. Jeremy Weisz sits down with Yair Attar, Co-founder and CTO of OTORIO, to discuss his entrepreneurial journey offering cybersecurity solutions for industrial and critical infrastructure. Yair talks about cybersecurity risks in industrial settings and control systems, the formation of OTORIO and how it helps businesses, mistakes companies make with cybersecurity preparations and entrepreneurial growth through partnerships.
Urban Search and Rescue have trucks so old they keep breaking down and are not safe. This, from OIA papers that include an email from the day Cyclone Gabrielle hit in which a senior Urban Search and Rescue officer declared "we are in an absolute crisis at the moment in regards to USAR vehicles." Phil Pennington spoke to Ingrid Hipkiss.
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Frm Royal Air Force Senior Officer, Frm. International Negotiator for the UK Government, executive coach. Google, Accenture, American Express"The first step is to distinguish leadership from management. “Management is about handling complexity,” explains Docker, while “leadership is about creating simplicity. It's about cutting through the noise, identifying what's really important, making it personal for people, bringing them together and connecting them.” ~ Peter Docker in Venteur Magazine January 2023Peter Docker is passionate about enabling people to unlock their natural talents and teaches leadership that is focused on commitment and human connection. This approach harnesses the collective wisdom of teams to generate extraordinary outcomes. Peter's commercial and industry experience has been at the most senior levels in sectors across more than 90 countries, including oil & gas, construction, mining, pharmaceuticals, banking, television, film, media, manufacturing and services. His clients include Google, Four Seasons Hotels, Accenture, American Express, ASOS, EY, NBC Universal and over 100 more.Peter's latest book, Leading from The Jumpseat: How to Create Extraordinary Opportunities by Handing Over ControlHaving served for 25 years as a Royal Air Force senior officer, Peter has been a Force Commander during combat flying operations and has seen service across the globe. His career has spanned from professional pilot to leading an aviation training and standards organization, teaching postgraduates at the UK's Defence College, to flying the British prime minister around the world. Peter has also led multibillion-dollar international procurement projects and served as a crisis manager and former international negotiator for the UK government.A keynote speaker and facilitator, Peter presents around the world offering workshops and bespoke leadership programs. He also worked with Simon Sinek for over seven years and was one of the founding ‘Igniters' on Simon's team. He took his years of practical experience to co-author Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, with Simon Sinek and David Mead. Published in September 2017, it has been translated into more than 25 languages and has sold over 460,000 copies.© 2023 All Rights Reserved© 2023 Building Abundant Success!!Join Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23baAmazon ~ https://tinyurl.com/AmzBASAmazon Music ~ https://tinyurl.com/AmzBASAudacy: https://tinyurl.com/BASAud
We continue this international criminal law mini-series by speaking with Natacha Bracq, who wrote a chapter on gender and sexual-based violence in Contemporary International Criminal Law Issues - Contributions in Pursuit of Accountability for Africa and the World, which deals with a range of issues impacting contemporary ICL practice in Africa and around the world. Her chapter, Sexual and Gender-Based Violence: What Legacy for the New ICC Prosecutor? focuses on the International Criminal Court specifically, highlighting that the court still struggles to effectively address such crimes and continues to repeat the errors of the past.Natacha works as a Legal Advisor with Dignity, the Danish Institute against Torture, and is also the founder of the first blog entirely dedicated to ICL in the French language (www.blogdip.org). Previously, amongst other roles, she worked as a lawyer at the Paris Bar and as the Senior Officer for Training and Capacity Building at the International Nuremberg Principles Academy. She has worked with Wayne Jordash QC before various international tribunals including the ICJ, ICTY, and ICC. Additional Resources: Prosecuting Sexual and Gender-Based Crimes in the International Criminal Court, Rosemary Grey, 2019 Prosecuting Conflict-Related Sexual Violence at the ICTY, edited by Baron Serge Brammertz and Michelle Jarvis, 2016 International Protocol on the Documentation and Investigation of Sexual Violence in Conflict, June 2014, from the United Kingdom's Foreign and Commonwealth OfficeThe Hague Principles on Sexual ViolenceThe Murad Code
#BRNAM #1325 | States and the Federal Government Face a $1.3 trillion shortfall due to retirement unpreparedness | Kim Olson, Senior Officer, The Pew Charitable Trusts Retirement Savings Project | #Tunein: broadcastretirementnetwork.com or your #favorite #streaming / #podcast / #smarttv / #localtv / #digital #platform
More and more states are stepping up to fill the savings gap for individuals who don't have access to employer-sponsored retirement plans. In this episode we talk to Christine Cheng, Director of the Illinois SECURE CHOICE program on how Illinois employers fit into the program, and Kim Olson, Senior Officer on the Retirement Savings Project at the Pew Charitable Trusts on what the data tells us about these types of programs.
Max Smeets is a Senior Researcher at the Center for Security Studies (CSS) at ETH Zurich and Director of the European Cyber Conflict Research Initiative. He is the author of ‘No Shortcuts: Why States Struggle to Develop a Military Cyber-Force' (Oxford University Press & Hurst Publishers, 2022) and co-editor of ‘Deter, Disrupt or Deceive? Assessing Cyber Conflict as an Intelligence Contest' (Georgetown University Press, 2023) and ‘Cyberspace and Instability' (Edinburgh University Press, 2023). Max is an affiliate at Stanford University's Center for International Security and Cooperation (CISAC) and an associate fellow at Royal United Services Institute (RUSI). He also lectures on cyber warfare and defense as part of the Senior Officer course at the NATO Defense College in Rome. He was previously a postdoctoral fellow and lecturer at Stanford University CISAC and a College Lecturer at Keble College, University of Oxford.
Jewish groups and politicians are calling on the Canadian military to do more than just impose a $3,000 fine and severe reprimand on a soldier who made “disgusting” antisemitic comments during a training course he led at Canadian Forces Base Petawawa in 2021. The court martial judgement was handed down in the fall of 2022, but it's just come to light now. It involved a 20+ year veteran soldier with the Royal Canadian Regiment named Sgt. K.E. Bluemke. He pleaded guilty to violating Canadian military law and was ordered to undergo counselling, and served a year on probation, while continuing his career in the army. But Maj. Gen. (Ret.) Ed Fitch, who helped investigate systemic racism in the Canadian military, is pleased with the outcome of the court martial. Fitch, who retired as the highest ranking Jewish officer in the Canadian Armed Forces, believes the fact that this case went so far actually signals a major positive change in how the military deals with antisemitism in the ranks. Fitch joins _The CJN Daily _to explain why. What we talked about Read the court martial decision against Bluemke for antisemitism Why the Friends of Simon Wiesenthal Center demanded the penalty be revised Learn more about the Department of National Defence study of racism and discrimination, led in part by Fitch, in The CJN Credits The CJN Daily is written and hosted by Ellin Bessner (@ebessner on Twitter). Zachary Kauffman is the producer. Michael Fraiman is the executive producer. Our theme music is by Dov Beck-Levine. Our title sponsor is Metropia. We're a member of The CJN Podcast Network. To subscribe to this podcast, please watch this video. Donate to The CJN and receive a charitable tax receipt by clicking here.
On this episode, Carolina Marghidan Pereira is hosting the show and interviews Nathalie Doswald, Senior Officer for Nature-based Solutions at the IFRC, and Veronica Ruiz, Nature-based Solutions Program Officer at IUCN. They discuss the benefits and challenges of using nature-based solutions to adapt to climate change. References and supplemental material:Intro to nature-based solutionsIUCN Nature-Based SolutionsThe intro music is Welcome to the Show, and the background music is Beauty Flow, both by Kevin MacLeod and is used under a creative commons license. The podcast art is by Melinda.You can listen to the episode by clicking the “play” button in the audio player above or downloading it through your favorite podcast platform. If you are new to podcasts, learn how to listen.
An inside look at the Afghan National Army's (ANA) Junior Officer Command and Staff Course. Produced by Jeff Holden and Sayed Mansoor. Sound bites from Col. Lawrence, Canadian Forces, Col. Wali, Senior Officer, Samiullah, Junior Officer
Alleged Assaulted Senior Officer, Family By Soldiers In Enugu Wanted To Convert Govt Property To His Own - Army ~ OsazuwaAkonedo #alleged #army #assaulted #Children #convert #Enugu #government #job #media #military #NA #Nigerian #Officer #OsazuwaAkonedo #property #soldiers #state #Ugwoke #war https://osazuwaakonedo.news/alleged-assaulted-senior-officer-family-by-soldiers-in-enugu-wanted-to-convert-govt-property-to-his-own-army/14/04/2023/ By Onyema NwachukwuNwachukwu --- Send in a voice message: https://podcasters.spotify.com/pod/show/osazuwaakonedo/message
Frm Royal Air Force Senior Officer, Frm. International Negotiator for the UK Government, executive coach. Google, Accenture, American Express"The first step is to distinguish leadership from management. “Management is about handling complexity,” explains Docker, while “leadership is about creating simplicity. It's about cutting through the noise, identifying what's really important, making it personal for people, bringing them together and connecting them.” ~ Peter Docker in Venteur Magazine January 2023Peter Docker is passionate about enabling people to unlock their natural talents and teaches leadership that is focused on commitment and human connection. This approach harnesses the collective wisdom of teams to generate extraordinary outcomes. Peter's commercial and industry experience has been at the most senior levels in sectors across more than 90 countries, including oil & gas, construction, mining, pharmaceuticals, banking, television, film, media, manufacturing and services. His clients include Google, Four Seasons Hotels, Accenture, American Express, ASOS, EY, NBC Universal and over 100 more.Peter's latest book, Leading from The Jumpseat: How to Create Extraordinary Opportunities by Handing Over ControlHaving served for 25 years as a Royal Air Force senior officer, Peter has been a Force Commander during combat flying operations and has seen service across the globe. His career has spanned from professional pilot to leading an aviation training and standards organization, teaching postgraduates at the UK's Defence College, to flying the British prime minister around the world. Peter has also led multibillion-dollar international procurement projects and served as a crisis manager and former international negotiator for the UK government.A keynote speaker and facilitator, Peter presents around the world offering workshops and bespoke leadership programs. He also worked with Simon Sinek for over seven years and was one of the founding ‘Igniters' on Simon's team. He took his years of practical experience to co-author Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, with Simon Sinek and David Mead. Published in September 2017, it has been translated into more than 25 languages and has sold over 460,000 copies.© 2023 All Rights Reserved© 2023 Building Abundant Success!!Join Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23baAmazon ~ https://tinyurl.com/AmzBASAmazon Music ~ https://tinyurl.com/AmzBASAudacy: https://tinyurl.com/BASAud
The Rolling Truck Age Program gets delayed Gagan Singh, spokesperson for the United Truckers Association discusses the truckers opposition to the Rolling Truck age Program. $19 Million in Federal Investments for new EV chargers in BC Jonathan Wilkinson, Minister of Natural Resources discusses the $19 Million in Federal Investments for new EV chargers in BC The B.C government's cancer care action plan Premier David Eby discusses the provincial government's cancer care action plan. Temporary foreign workers hit record levels in B.C Susanna Quail, Partner at Allevato Quail & Roy, and Member of the Board of Directors at the West Coast Domestic Workers' Association discusses more and more temporary foreign workers entering BC The Vancouver Whitecaps' have a new look and sponsor, what does this mean for BC Place? CKNW Producer Ryan Lehal takes a look at Telus as the new sponsor of the Vancouver Whitecaps and whether or not BC Place is close to following suit. More seizures and surrenders in pandemic puppies Eileen Drever, Senior Officer, Protection and Stakeholders Relations for the BC SPCA discusses the help needed for pandemic puppies that have been surrendered. The Wrap - Why does Vancouver have a reputation of not being friendly? Where else could you see AI like ChatGPT taking over? On The Wrap: Leah Holiove, TV reporter and radio host Sarah Daniels, real estate agent in South Surrey; author and broadcaster Learn more about your ad choices. Visit megaphone.fm/adchoices
Eileen Drever, Senior Officer, Protection and Stakeholders Relations for the BC SPCA discusses the help needed for pandemic puppies that have been surrendered. Learn more about your ad choices. Visit megaphone.fm/adchoices
New home sales beat expectations and rose more than 7% in January. And NAHB senior economist provides context. Also, newly-elected NAHB 3rd Vice Chairman Bill Owens shares his vision for the Federation.
This week's episode features Kathy Pham, PharmD, BCPPS, senior director of Policy and Professional Affairs at the American College of Clinical Pharmacy (ACCP), who discusses her experience at ACCP and why advocacy is important to health care and the profession of pharmacy. Kathy Pham is the Senior Director of Policy and Professional Affairs at the American College of Clinical Pharmacy. Dr. Pham came to ACCP from the Pew Charitable Trusts, where she served as Senior Officer of the Drug Safety Project. Her previous clinical experience has been in pediatric pharmacy practice, with the majority of that time spent as the NICU clinical specialist and pharmacy residency director at Children's National Medical Center in Washington, D.C. Dr. Pham earned her PharmD degree from Rutgers and completed her pharmacy residency at the University of Illinois at Chicago. Dr. Pham leads ACCP's interprofessional stakeholder engagement to advance medication optimization. https://www.brown.edu/news/2023-01-11/pharmacy-addiction-treatment https://www.genoahealthcare.com/pharmacists-can-start-patients-on-road-to-recovery-from-opioid-use-disorder-study-shows/
As further anti-refugee demonstrations were organised in parts of the country, Matt was joined by Brendan Ogle, Senior Officer at Unite and John Lannon, Chief Executive of Doras to discuss whether legitimate protests will be hijacked by the far-right. For the full chat click the 'play' button on this page.
Frm Royal Air Force Senior Officer, Google, Accenture, American ExpressPeter Docker is passionate about enabling people to unlock their natural talents and teaches leadership that is focused on commitment and human connection. This approach harnesses the collective wisdom of teams to generate extraordinary outcomes. Peter's commercial and industry experience has been at the most senior levels in sectors across more than 90 countries, including oil & gas, construction, mining, pharmaceuticals, banking, television, film, media, manufacturing and services. His clients include Google, Four Seasons Hotels, Accenture, American Express, ASOS, EY, NBC Universal and over 100 more.Peter's latest book, Leading from The Jumpseat: How to Create Extraordinary Opportunities by Handing Over ControlHaving served for 25 years as a Royal Air Force senior officer, Peter has been a Force Commander during combat flying operations and has seen service across the globe. His career has spanned from professional pilot to leading an aviation training and standards organization, teaching postgraduates at the UK's Defence College, to flying the British prime minister around the world. Peter has also led multibillion-dollar international procurement projects and served as a crisis manager and former international negotiator for the UK government.A keynote speaker and facilitator, Peter presents around the world offering workshops and bespoke leadership programs. He also worked with Simon Sinek for over seven years and was one of the founding ‘Igniters' on Simon's team. He took his years of practical experience to co-author Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, with Simon Sinek and David Mead. Published in September 2017, it has been translated into more than 25 languages and has sold over 460,000 copies.© 2023 All Rights Reserved© 2023 Building Abundant Success!!Join Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23baAmazon ~ https://tinyurl.com/AmzBASAmazon Music ~ https://tinyurl.com/AmzBASAudacy: https://tinyurl.com/BASAud
10.23 [Sermon] International Justice Mission - Miguel Lau - This IJM Sunday we explore the work of International Justice Mission to end trafficking and slavery and hear from Miguel Lau. Miguel serves as Senior Officer of Church Partnerships for IJM. In this role, Miguel leads IJM's engagement with the Church globally, and guides IJM's offices around the world as they seek to develop creative partnerships with churches and Christian organizations.
In this episode of 1050 Bascom, we enjoyed the opportunity to interview Nicole Gulatz as part of our Career Conversations series. Nicole graduated from UW-Madison with a BA in International Studies in 2007. She has served as Chief Development Officer of the American Red Cross of Wisconsin, was Vice President of Development of Boys and Girls Clubs of Greater Milwaukee, started her own consulting company and worked in Geneva, Switzerland as a Senior Officer in Partnerships and Resource Development for the International Federation of Red Cross and Red Crescent Societies. We asked Nicole about her time at UW Madison as well as her fascinating career path. We thoroughly enjoyed the conversation and hope you will too!
In this very special episode of 'My First Concert,' The Daver talks with an old friend, Chris Clouser. Who, in another life was Senior Officer of Northwest Airlines & President of the Association of Tennis Professionals.But it seems Chris brought some old friends of his own, they talk to founding member of The Rascals, Felix Cavaliere, & long-time saxophone player for Billy Joel, producer & musician, Richie Cannata.Sponsored by Minnesota Propane Association (https://discoverpropanemn.com/) & Star Bank (https://www.starbank.net).
In this very special episode of 'My First Concert,' The Daver talks with an old friend, Chris Clouser. Who, in another life was Senior Officer of Northwest Airlines & President of the Association of Tennis Professionals. But it seems Chris brought some old friends of his own, they talk to founding member of The Rascals, Felix Cavaliere, & long-time saxophone player for Billy Joel, producer & musician, Richie Cannata. Sponsored by Minnesota Propane Association (https://discoverpropanemn.com/) & Star Bank (https://www.starbank.net).
Being in a line of work that often exposes you to the reality of death by suicide can be both a challenge and a gift. Realizing that no amount of training will adequately prepare you for the experience can be quite unsettling. It does, however, allow you to develop more empathy for the deceased and their loved ones, and serve as a light for more people on their dark journey. In this episode of the Share Your Story podcast, I am joined by Gordon Carmichael, a Warrior of the Heart and Transformational Coach who has been touched by suicide as a police officer, manager in the healthcare setting, and NLP (Neuro-Linguistic Programming) therapist, as well as friend. Join us in this compassionate and vulnerable conversation on an often very sensitive and traumatic topic. Visit grievingcoach.com and subscribe for the latest news and updates. About Gordon Formerly a Senior Officer in Strathclyde Police in Glasgow, Gordon still lives in his native city, which he describes as remaining at the heart of Europe, despite the recent political upheaval. On retirement and having untaken a Diploma in Person Centred Therapy, he secured a position within Primary Care as a Manager whilst he continued to volunteer with a Counselling Charity, which this year celebrates 25 years and which in 2018 was awarded the Queen's Medal for Voluntary Service. An active leader in his community, Gordon has valued the concept of Participatory Leadership through his engagement with The Art of Hosting, a global field of practitioners. With the Cop26 due to be held in Glasgow in November, Gordon is committed to ensuring his positivity might encourage others to envisage what is possible for the people on this planet as we emerge from the pandemic. Gordon can be found on: LinkedIn: linkedin.com/in/gordon-carmichael-40a63412 Facebook: https://www.facebook.com/gordon.carmichael.522 Twitter: https://twitter.com/gacarmichael Get to know Jenny Dilts! Jenny Dilts is a certified Grief Coach who specializes in helping people transform grief into growth. She does this one conversation, one heart, one experience at a time. From her personal experiences with grief, she has learned to lean in, ask questions, and reflect with gratitude on the lessons she's received from Grief. She now uses this pattern to help her clients transform their grief from foe to friend. Visit her website at www.grievingcoach.com to learn more and sign up for her email newsletter. Don't forget to subscribe and leave a comment on what you learned from our conversation or send a message with some of your takeaways at jenn@grievingcoach.com. You can also support the show by donating at: https://www.paypal.com/donate/?hosted_button_id=ECQDQS6LBD894
I truly enjoyed my conversation with Naveen.Even with all of his accomplishments, he's very humble and unassuming. When speaking about his mother, he fondly recalls stories of how his mother ran their household. Don't forget, at this time in India, women did not work. Their role was to make sure the home was well kept with generations of family members all living under one roof. Naveen's father was a Senior Officer in the Royal Service and it was an arranged marriage that brought the couple together. Jayalakshmi was an exceptionally talented writer of short stories and novels. Her first priority was at home taking care of the family. She never sat around. She carried a clip board around with her and wrote down her most cherished thoughts. On a daily basis, she kept all the financial records/household accounts of how much money was spent each day. She stayed up late every night to write in two different India languages. Naveen learned from his maternal grandmother that his mother, the first of eight children dropped out of school after sixth grade because she wanted to get married and settled down. Culturally that was accepted and the norm for the most part.My guest, the youngest of four children, had two sisters and one brother. As he says now, "I'm the last man standing." He grew up among elders including his aunt and uncle and his cousin all together in one household. Naveen shares three very touching stories about his mother including how and when she started her writing, her professional connections and her public recognition as a highly revered author. Again, in India, this is unheard of and she did this without fanfare or calling attention to herself.Naveen's mom, didn't have much of a sense of humor according to her son. She was very practical and a no nonsense kind of woman yet happy with her life.To find out more about my guest you can use the link below. This event is scheduled for August 28, 2022. https://thewashingtonmail.com/win-free-books/Books Naveen has written:A Hittite and a Shaman: At Queen Nefertari's Secret ServiceStarlight in the Dawn: The Poetic Priestess who chose to fightCandlelight in a Storm: Born to Be a Berliner"Candlelight In A Storm-Born To Be A Berliner" a biography of Naveen's wife who fled from WWII's violence, escaped from Communist regimes and traveled around the world. He is the recipient of the 2018 DaVinci Eye Finalist-The Eric Hoffer Award. “Courageous and resilient women in history: Women are under-represented in history. A closer look and even fantasy in fiction may help," say Sradhir.My guest has written several books about women who have overcome difficulties, oppression and more. Mr. Sridhar continues " women ,famous or not, who show their grit by way of resilience, adamance and courage, these women are quiet and not talked about, their stories untold. Instead of HIS-tory maybe it should be HER-story."Naveen Sridhar's website: https://www.naveensridhar.com/Languages Naveen Speaks: English, German, Hindi, French, Kannada, Spanish, Tamil, Urdu
Show Notes Hello, and welcome to another episode of CISO Tradecraft -- the podcast that provides you with the information, knowledge, and wisdom to be a more effective cyber security leader. My name is G. Mark Hardy, and today we're going to offer tips and tools for briefing your executive leadership team, including the four major topics that you need to cover. As always, please follow us on LinkedIn, and make sure you subscribe so you can always get the latest updates. Imagine you have been in your role as the Chief Information Security Officer for a while and it is now time to perform your annual brief to the Executive Leadership Team. What should you talk about? How do you give high level strategic presentations in a way that provides value to executives like the CEO, the CIO, the CFO, and the Chief Legal Officer? Story about Kim Jones at Vantiv – things have changed Let's first talk about how you make someone satisfied -- in this case your executives. Fredrick Herzberg (1923-2000) introduced Motivator-Hygiene theory, which was somewhat like Maslow's hierarchy of needs, but focused more on work, not life in general. What a hygiene factor basically means is people will be dissatisfied if something is NOT there but won't be motivated if that thing IS there, e.g., toilet paper in employee bathroom. Or, said more concisely, satisfaction and dissatisfaction are not opposites. The opposite of Satisfaction is No Satisfaction. The opposite of Dissatisfaction is No Dissatisfaction. According to Herzberg, the factors leading to job satisfaction are "separate and distinct from those that lead to job dissatisfaction." For example, if you have a hostile work environment, giving someone a promotion will not make him or her satisfied. So, what makes someone satisfied or dissatisfied? Factors for Satisfaction Achievement Recognition The work itself Responsibility Advancement Growth Factors for Dissatisfaction Company policies Supervision Relationship with supervisor and peers Work conditions Salary Status Security So, what will make a board member satisfied? Today, cyber security IS a board-level concern. In the past, IT really was only an issue if something didn't work right – a hygiene problem. If we learn from Herzberg, we may not be able to make the board satisfied with the state of IT security, but we can try to ensure they are not dissatisfied. Hopefully you now have context for what might otherwise be considered splitting hairs on terminology – essentially, we want our executive audience to not think negatively of your IT security program and how you lead it. Remember, boards of directors generally come from a non-IT backgrounds . According to the 2021 U.S. Spencer Stuart Board Index, of the nearly 500 independent directors who joined S&P 500 boards in 2021, less than 4% have experience leading cybersecurity, IT, software engineering, or data analytics teams. And that 4% is mostly confined to tech-centric companies or businesses facing regulatory scrutiny. So, there is essentially a mismatch between a board member's background and a CISO's background. That extends to your choice of language and terminology as well. Never go geeky with your executives – unless you have the rare situation where your entire leadership team are all IT savvy. Otherwise, you will tune them out by talking about bits and bytes and packets and statistics. Instead, communicate by telling stories – show how other companies in similar industries have encountered security issues and what they did about them (either successfully or unsuccessfully). Show how your cybersecurity initiatives and efforts reduce multiple forms of risk: financial risk, reputational risk, regulatory risk, legal risk, operational risk, and strategic risk. You can show that the threat landscape has changed – nation states and organized crime has supplanted lone hackers and disgruntled employees as the major threats . Regulatory environment changes such as the California Consumer Privacy Act (CCPA) and ultimately the follow-on legislation from 49 other states will impact strategic business planning. Show your board how to avoid running afoul of these emerging requirements. And, of course, there is the ever-present threat of ransomware, which has evolved from denial-of-access attacks to loss of customer and internal data confidentiality. That threat requires top-level policy and response plans in advance of an incident -- it's too late to be making things up as you go along. Now, before we go into the Four Major Topics executives need to hear (after all, that's what I promised at the beginning of the show), let's ask, "Why are we briefing executives on our cyber program?" Any company that is publicly traded falls under the scope of the Securities and Exchange Commission or SEC. The SEC has published Cybersecurity Guidance that offers suggestions for investment companies and investment advisors. They recommend investment firms "create a strategy that is designed to prevent, detect, and respond to cybersecurity threats". The creation of a security strategy and education of employees on the strategy is at the core of what CISOs do. So, a translation of the SEC's guidance is to hire a CISO, have that individual create and execute a cybersecurity strategy. In fact, the SEC's quote above calls out three of the Five Functions of the NIST Cybersecurity Framework which are: (1) identify, (2) protect (prevent), (3) detect, (4) respond, and (5) recover. Our second question is, how often should we be updating the Executive leadership team? Since the SEC requires companies to disclose risks in their 10-K statements on a yearly basis then you should be briefing cyber updates to the Executive Leadership team at least on an annual basis. We recommend quarterly or semi-annual updates to give more touch points on important topics. You can draw parallels to quarterly financial statements. Let's say the Risk Committee chaired by the CEO has agreed to hear the status of the Cyber Program twice a year. What should we brief the executive leadership team? Let's look at what's required by law. The State of New York requires financial services organizations to follow New York Department of Financial Services (NYDFS) regulations. Section 500.04 provides additional information about CISOs. It states: Each Covered Entity shall designate a qualified individual responsible for overseeing and implementing the Covered Entity's cybersecurity program and enforcing its cybersecurity policy (for purposes of this Part, "Chief Information Security Officer" or "CISO"). The regulations also state: The CISO of each Covered Entity shall report in writing at least annually to the Covered Entity's board of directors or equivalent governing body. If no such board of directors or equivalent governing body exists, such report shall be timely presented to a Senior Officer of the Covered Entity responsible for the Covered Entity's cybersecurity program. The CISO shall report on the Covered Entity's cybersecurity program and material cybersecurity risks. These types of requirements aren't confined to Wall Street. The Bermuda Monetary Authority requires insurance companies to follow their Cyber Risk Management Code of Conduct. It states that: The board of directors and senior management team must have oversight of cyber risks. The board of directors must approve a cyber risk policy document at least on an annual basis. So, both the State of New York and the Bermuda Monetary Authority want CISOs to provide risk management and perform at least yearly reporting on material cyber security risks. Many more regulatory bodies do; these are just offered as examples. If you are going to function effectively as a leader, you should find some way to create a win-win from most any situation. You likely have a regulatory requirement to brief your board or leadership on a periodic basis. That's fine. But have you ever asked yourself, what do I want in return? Hmm. What you want is for your board to set the security culture from the top. Boards hold senior leadership (think C-level executives) accountable, and you want the board to ensure the CEO makes cybersecurity a priority for the organization. ISO 27001 has a nice tool – the Information Security Management System (ISMS) Policy Statement – which is senior leadership's declaration of the importance of cybersecurity within the organization. One example I found is that of GS1 India, a standards organization that helps Indian industry align with global best practices. Their ISMS Policy statement begins with: The Management of GS1 India recognizes the importance of developing and implementing an Information Security Management System (ISMS) and considers security of information and related assets as fundamental for the successful business operation. Therefore, GS1 India is committed towards securing the Confidentiality, Integrity, and availability of information for the day-to-day business and operations. If you can get a formal declaration of support from the top, your job is going to be a whole lot better. Otherwise, you might just end up being the Chief Scapegoat Officer. Now let's define the four things that an executive leadership team should hear from their security leader that will convey the message that you have a handle on your scope of authority and are executing your responsibilities correctly. Those four focuses are: Cyber Risks and Responses Cyber Metrics A Cyber Roadmap that Identifies High Profile Programs and Projects Cyber Maturity Assessment Let's dig in. With respect to "cyber risks and responses," create a slide for executives that shows the top cyber risks. Examples may include things like ransomware, business email compromise, phishing attacks, supply chain attacks, third party compromise, and data privacy issues. As a practical matter when briefing cyber risks, never just share a risk and walk away. Executives hate that. Be sure to talk about what you are doing as a CISO to mitigate this risk. Usually in Risk Meetings executives look for a few things about any risk. What is it? What is the likelihood of it to occur? What is the impact if it does occur? What are we doing about it? How much does it cost to fix? However, this isn't a risk approval meeting where we need to go into that level of detail. So, let's keep our cyber risk reporting at an executive level by identifying our top three to five material risks and showing our cyber responses to each risk. For example, if you believe phishing is your number one cyber risk, then highlight it and talk about how you have created a phishing education program that lowers click rates and increases phishing reporting to the Cyber Incident Response Team. When phishing attacks are reported, your team has a Service Level Agreement (SLA) to respond to phishing reports within four hours to minimize any potential harm. You can also highlight that your organization also has email protection tools in place such as Proofpoint that stopped thousands of phishing attacks during the last quarter. In summary you are acknowledging that your company has Cyber Risks which can harm the organization. You are protecting the organization the best you can given the resources available to your team. If someone doesn't like your four-hour SLA, then you might offer up that you could decrease the response time to a one-hour SLA if you had one additional headcount. This creates a business decision to give you additional headcount, which is a great discussion to have. Once you have talked about the top three to five risks your organization faces, we recommend talking about key metrics to measure the Cyber Program. You could call these the metrics that matter. Essentially, they are tactical metrics that you measure month to month because they show risks that could result in major cyber-attacks. Our favorite place for metrics that matter is the OWASP Threat and Safeguard Matrix or TaSM (pronounced like Tasmanian Devil). Please note we have a link to it in our show notes. Please, please, please read about the OWASP Threat and Safeguard Matrix. It's a short five-minute read, and you will be glad that you did. What does the Threat and Safeguard Matrix teach us about cyber metrics? It says all good metrics show a status, a trend, and a goal. Status shows where we are right now Trends show if the project, program, or company is getting better or worse Goals show the end state so we know when we are done and if we should be happy with our current progress The OWASP Threat and Safeguard Matrix then categorizes cyber metrics into four major areas: technology, people, process, and environment. Technology-based metrics show things like how fast we are patching devices and how well are our servers and laptops configured. Think about it, if you have servers that are internet-facing which are not patched then it's just a matter of time until bad actors will cause your company (and you) a really bad day. This isn't something that you can wait on. So, your organization needs to continually track progress and burn these numbers down as quickly as possible. So, let's do something about it. Start by looking at your company's security policy that defines the patch timelines for high and critical vulnerabilities. It might say something such as we require critical vulnerabilities to be patched in 15 days and high vulnerabilities to be patched in 30 days. From that security policy you create a Service Level Agreement for the IT department to meet. So, you measure the percentage of your servers that have zero high and critical vulnerabilities greater than that 15 or 30-day window. Yeah, it's going to look terrible in the beginning when your IT department shows that only 30% of its servers are patched according to the enterprise service level agreements. But transparency brings reform. When the CIO sees that these metrics are routinely being briefed to the CEO and executive leadership team, then things will change. The CIO will say "not on my watch" and usually lead the IT team to make the changes needed to improve patching. Another metric category we see from the OWASP TaSM is People. When we think about cyber threats to people we usually think about phishing. So, during your monthly phishing exercises record your click rates and your reporting rates. Since each phishing exercise is different you should benchmark your organization against other organizations who took the same phishing exercise. You can say we had 5% click-through compared to our industry vertical that scored 7%. If you are doing better than your peers, then you can show you are following best practices and meeting the legal term of due care. These metrics might lower your cyber insurance costs. These metrics could also be extremely helpful if your company were sued as a result of a data breach that begin with successful phishing attacks. So, measure them each month and make good progress. The third metric category is Process-based metrics. Here you can monitor things like your third-party risks by looking at your processes that track how many of your third parties pass a review, have active ISO 27001 or SOC 2 Type 2 reports, and have recently passed penetration tests. Another process you might look at is what percentage of your critical applications performed adequately during both a Disaster Recovery exercise and a Business Continuity Plan exercise. These metrics are helpful during Sarbanes-Oxley (SOX) attestations and other regulatory reviews. The fourth and last metric category defined by the OWASP TaSM is Environment-based metrics. This refers to things outside of your organization that you don't control. Even though you don't control them they can have a substantial impact on your organization. You can think of countries passing new cyber or data privacy laws, regulators asking for new information and compliance activities, and malicious actors and fraudsters taking interest in your company all as examples of environment-based factors. Please don't confuse environmental factors with saving the Earth. This is not the context you are looking for. Environment metrics could be used to show how many legitimate phishing attacks your organization stopped when someone reported a phishing attack, and the Incident Response Team confirmed it wasn't a false positive. Note these are actual phishing attacks not phishing exercises. This is an important metric because it shows that despite email protection tools in place, things got passed it. If you notice a 500% increase in confirmed phishing attacks you might need to buy additional tooling to interdict them. Another metric you might look at is how many reported help-desk tickets your organization responded to that were caused by a cyber incident. These types of metrics can help inform management just how big the malicious attacker threat is and can be used by you to justify additional resources. Well, that's a good overview on Cyber Metrics that you can look at each month, but we still have two more categories to go over in our cyber update. Remember if you want to learn more on cyber metrics, please look at the OWASP Threat and Safeguard Matrix. The third broad category of slides to include in your board deck is A Cyber Roadmap that Identifies High Profile Programs and Projects. Executives want to see the big picture on how you are evolving the program. So, show them a roadmap that says over the next three years here is the big picture. For example, in 2022 we are focusing on improving ransomware defenses by enhancing our backup and data recovery process. We will also improve our ability to prevent malware execution in our environment by adding new Windows group policies. In 2023, we will shift our focus towards improving our website security. We will be launching a bug bounty program that allows smart and ethical hackers to find vulnerabilities in our websites before malicious actors do. We will be upgrading our Web Application Firewall after we finish our three-year contract with our current vendor. We will also be adding a botnet protection tool to our internet-facing websites given the recent attacks we have been experiencing. In 2024, we will then shift our focus to improving our software development process. We will be purchasing a tool to gamify secure software development amongst developers. This should lower the cost of vulnerability management. We will also be building custom courses in house that teach developers our company's requirements to build, test, and retire applications correctly. When you present this type of Cyber Roadmap you might show a single slide with a Gantt chart view of when high profile projects occur with the executive summary of the points previously mentioned. The last major category is a Cyber Maturity Assessment. Essentially you want something that independently measures the effectiveness of the entire Cyber Program. For example, many organizations use the NIST Cybersecurity Framework, ISO 27001, the FFIEC Cyber Assessment Tool, or HiTrust to benchmark their program. Consider hiring an independent auditing company to measure your organization's security maturity. You will get something that says here's the top fifteen domains of cyber security. Today, on a scale of one to five, your organization measures between a two and four on most of the domains. Most companies in your same industry benchmark are at a level three compliance so you are currently underperforming vs your peers in four domains. You can take that independent assessment and say we really want to improve all level two scoring opportunities to be at least a three. This can be something you show in a spider graph or radar chart. You can show the top five activities needed to improve these measurements and provide timelines for when those will be fixed. This shows the executive leadership team that security is never perfect, how you benchmark against your peers, and provides them with the same confidence that they would get from an audit to confirm you are working effectively. So, let's summarize. We talked about Herzberg's hygiene factors, things that aren't perceived as satisfactory when present but are dissatisfactory when absent. Remember, satisfaction and dissatisfaction are not opposites. The opposite of dissatisfaction is no dissatisfaction. That helps us understand that when briefing management, we will not be able to delight them with the overall state of our cybersecurity program, but we can cause them not to worry about it. Focus on risk reduction, and how your program is helping your organization work toward that goal. We talked about why we need to brief management and how often. Different regulations require executive teams to articulate a cybersecurity strategy and empower the appropriate individuals to execute it. In addition, most rules require at least annual security briefings; you may want to strive for more frequent meetings to keep your leadership team well-informed. Your goal is to have your board set the security culture from the top and hold C-level executives accountable for funding and maintaining cybersecurity initiatives. We covered the four things you should include in your executive briefings: cyber risks and responses, cyber metrics, a cyber roadmap that identifies high-profile programs and projects, and a cyber maturity assessment. By addressing risk in multiple forms, showing that you can measure and track your progress toward your security goals, that you have a solid plan for the next couple of years, and that you can demonstrate your maturity relative to peer companies, you will go a long way toward keeping your board happy, or more precisely, not unhappy. Lastly, don't forget to look up the OWASP TaSM model. It's a really useful tool for mapping threat categories to the NIST cybersecurity framework and showing where you may have gaps in your program (represented by blank cells in the matrix.) The link to that is in our show notes. Well, we hope that you have enjoyed today's episode on Updating the Executive Leadership team on the Cyber Program and we thank you again for listening to us at CISO Tradecraft. Please leave us a review (hopefully five stars) if you enjoyed this podcast and share us with your peers on LinkedIn. We would love to help others with their cyber tradecraft. Thanks again and until next time, stay safe. References https://www.mindtools.com/pages/article/herzberg-motivators-hygiene-factors.htm https://threataware.com/a-cisos-guide-to-cybersecurity-briefings-to-the-board/ https://www.spencerstuart.com/-/media/2021/october/ssbi2021/us-spencer-stuart-board-index-2021.pdf https://www.spencerstuart.com/research-and-insight/cybersecurity-and-the-board https://www.sec.gov/investment/im-guidance-2015-02.pdf https://piregcompliance.com/ciso-as-a-service/what-regulations-require-the-designation-of-a-chief-information-security-officer-ciso/ https://proteuscyber.com/privacy-database/ny-dfs-section-50004-chief-information-security-officer https://www.bma.bm/viewPDF/documents/2020-10-06-09-27-29-Insurance-Sector-Cyber-Risk-Management-Code-of-Conduct.pdf https://www.gs1india.org/media/isms-policy-statement.pdf https://owasp.org/www-project-threat-and-safeguard-matrix/
Join ENS Bowen & I as we discuss what it was like during the 3rd phase of our training at OCS. We were picked for leadership and it was quite the experience. We dive into what the academics were like & how we handled the stress of the infamous “Hell week”. Hope you enjoy! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app
In this Episode, Lt. Knauer tells about the time he extorted a senior officer in the U.S. Navy to sign off on his SWOS PQS qualification card for 3m using the old trick, "no ticky--no laundry" or in the case of CDR. Rugallo no PQS--no paycheck. Is there an ethics question here, certainly there is....but hey, it's a funny story and true.
Melody Gratic retired from the U.S. Army with 24 years of active service. She is most proud and honored to have served at the White House Transportation Agency under President George Bush, Jr. and President Barack Obama and US Army Garrison Brussels in support of the North Atlantic Treaty Organization. She has supervised and trained countless servicemembers on critical hard and soft skills. Projects she managed include reports to Installation Management Command Europe Operations; US Army Garrison Benelux; Senior Officer and Noncommissioned Officer Leadership Development Workshops, Off-sites, and Team-building Activities. Additionally, Melody has served as Team Lead/Training Coordinator on several missions trips to Africa, Haiti, and, Mexico.Currently, Melody is the CEO and Founder of XcelMil, LLC, An Executive Management Consulting Firm specializing in leadership development, business transformation, coaching, professional administration, and transcription services. Under her leadership, XcelMil supports the staff at Virginia Career Works and their affiliate programs. She is an active member of the Fredericksburg Society of Human Resources; Association for Talent Development; and The Women's Business Enterprise National Council.As a certified John Maxwell Coach, Melody is a phenomenal strategic thinker, passionate motivational speaker and servant leader, well-known for connecting with a multicultural, multigenerational and global workforce.Connect with Melody: https://xcelmil.com/https://www.linkedin.com/in/melodygraticconsulting/Stay connected with Dr. Annhttps://linktr.ee/drannjamesSupport the showGrab a free copy of my Interactive Spend Plan that does the math for you!https://bit.ly/interactivespendplanSchedule Your Freedom Chat: https://calendly.com/freedombattlebuddies/freedom-chatConnect with Dr. Annhttps://linktr.ee/drannjamesHere's the budgeting app I've been using for years to tell my dollars where to go! https://ynab.com/referral/?ref=OJ0scBcB5OUaeUJzThinking about launching your own podcast? Start here: https://www.buzzsprout.com/?referrer_id=1602373
CAPT Kevin “Mac” McGovern, U.S. Navy (Ret.) CAPT Kevin “Mac” McGovern (Ret.) (mcgovernforflorida.com) is running as a conservative Republican congressional candidate in Central Florida. McGovern is a retired Navy Captain who has served across the globe over decades with the U.S. Navy and has firsthand experience in Foreign Affairs. A veteran of the war in Afghanistan, he served as a Senior Officer assigned to NATO, the International Security Assistance Force under GEN Petraeus. He has also patrolled the East China Sea and has developed specific knowledge concerning Taiwan and the threat China poses to the U.S. His resume includes experience in Washington, D.C. overseeing production of F 35s, America's latest generation of supersonic, stealth, multirole fighter planes. His civilian engineering expertise in the telecommunications industry has given him keen insight into the issues we currently have with electronic media censorship. As a decorated war veteran and successful businessman, Kevin is well suited to lead our nation in Congress.
Veterans In Politics- Season 2, Episode 7 with Cllr Greg HammondGreg served a 32 year long career in the Royal Air Force and lists a number of his military achievements and roles in this episode. Leaving as a Senior Officer didn't stop him starting at the bottom of politics, and he remarkably did a stint in Parliament, in what you and I might deem as 'work experience'. What a marker of a man.This episode is full of tips and advice for anyone looking at getting into politics. Be that local government, where Greg serves as a local councillor, parliament, voluntary politics or professional roles too. Greg has been there done that!It was such an enjoyable chat and Greg Hammond is one to keep an eye on for sure. He is an awesome local councillor and the best advert we have found for this important role for some time.This podcast series maintains its independence and features several parties in this series.NOTE- We are independently funded without any fancy sponsors so rely on you to rate, donate or become our mate. To help get us started, please don't forget to rate (here!), and to donate Donate - CampaignForce or become our mate on our website CampaignForceFor more info on Greg go to: Greg Hammond (@GregHammond66) / Twitter#StandUpServeAgain
Andrew has a conversation with Miguel Lau, Senior Officer of Church Partnerships for International Justice Mission. Miguel and Andrew explore justice from the perspective of the bible, society, violence, and the church. They bring together justice and faith and encourage churches to engage in God’s work. In the News Two-thirds of U.S. Young Adults Unaware […]
Elaine Innes left the job after 15 years, moving into really well paid roles within the Telecoms industry that are incredibly sought after by former Cops and then made the decision to follow a passion, moving into Personal Training and coaching and has not looked back! We talk about the reasons why Elaine made the decision to leave, the interview processes, that transition to a new role and the challenges and much more. If you want the confidence, belief and knowledge to find a new role, either mid-service or having retired, this will definitely help you. If you're working shifts and it's 'Q', have a listen! You can connect with Elaine via https://www.elaineinnesfitness.com/ You can also listen anywhere and whenever suits you best and they're all completely free! Please click on the stars and maybe leave a review and subscribe! Don't forget you can join our Private Facebook group at : www.facebook.com/groups/bluelightleavers You can also visit the website and blog on www.bluelightleavers.com Download my free guide to optimising LinkedIn for Emergency Service Professionals via: https://www.bluelightleavers.com/pl/95723 If you like what you've heard, please subscribe, hit 5* and leave a review and share and come and join us in our Private Facebook Group. --- Send in a voice message: https://podcasters.spotify.com/pod/show/bluelightleavers/message
Steve is the President and CEO of Alaris Royalty Corp. and has served in that role since he co-founded the company in 2004. Prior to creating Alaris, he spent 12 years in the investment banking industry as a Senior Officer in both Toronto and Calgary, giving capital markets and merger and acquisition advice to corporate clients in both public and private company startups. He is a qualified Chartered Financial Analyst (CFA) and was an Ernst & Young 2013 Prairies Entrepreneur of the Year finalist. Present day, he sits on the panel of judges at the event. Steve is involved in every facet of the investment process at Alaris and is an integral part of the relationships that are created with each of the companies partners. Steve hails from a family of entrepreneurs and has built Alaris around a strong belief in driven private business owners. In his spare time, Steve is an avid sports fan, player and coach. In 2014 he became majority owner of the Cardiff Devils, a Welsh team in the British Elite Ice Hockey League. Steve's main focus remains to be his wife, Kim, and their three busy kids. 00000342 0000033E 000054AF 000054AF 000ADFAC 000ADFAC 00007DAB 00007DB0 00134F0F 00134F29
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