Podcasts about Squadron

The Origin Story Podcast’s Ian Dunt stops by to talk about the sorry state of British politics.The States Project’s Daniel Squadron joins us to discuss his new book, The Fourth Branch: How State Government Can Save Our Union.See omnystudio.com/listener for privacy information.

Pete Gallagher recounts a 35-year military career that spans small-town roots, mentorship, leading elite communications units, and driving Army network modernization. He highlights problem-solving, multidisciplinary teamwork, and the ‘find a way' mindset learned at the tip of the spear. Through personal stories of loss, casualty assistance, and innovation—from tactical MacGyvering to building the integrated tactical network—Gallagher shares practical leadership lessons for serving soldiers and leaders transitioning to civilian life. Since joining the U.S. Army in 1986, he served in a wide range of ascending positions, including Commander of Network Enterprise Technology Command and the Chief Information Officer (CIO)/J6 of United States Central Command. He commanded troops at the Platoon, Company, Troop, Battalion, Squadron, and Brigade, and Army Direct Reporting Unit levels. His command assignments include United States Special Operations Command units including Commander of the Joint Communications Unit, Battalion Commander for the 112th Signal Battalion, Squadron Commander of a Special Mission Unit. He also served as the Brigade Commander for DISA Central Field Command. Intro music "Long Way Down" by Silence & Light is used with permission. Show Disclaimer: mentorsformilitary.com/disclaimer/

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

This week the SOL Citizens discuss the the Star Citizen community and it's role in the development of Star Citizen and Squadron 42. Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Stijn Schmitz welcomes back Colonel Douglas Macgregor to the show. Douglas is a Retired U.S. Army Colonel and a Decorated Combat Veteran. In their discussion, Macgregor assesses the leaked 14-point MOU between Iran and the United States as an admission of strategic defeat, signaling that Iran has emerged victorious from the conflict. He emphasizes that the war is not over, predicting Israel will soon resume its offensive, prompting an Iranian counterattack and forcing President Trump to reengage militarily, albeit briefly, before ultimately disengaging. Macgregor argues that the United States was doomed to lose due to Iran's mastery of integrated surveillance and strike capabilities, which render traditional naval and air superiority ineffective without robust ground forces, a capability he claims the U.S. currently lacks. Shifting to economic implications, Macgregor advises a focus on energy, metals, minerals, fertilizer, and food as the only secure investments in the current climate, dismissing AI and SpaceX as speculative bubbles. He warns that the Strait of Hormuz remains at risk, ensuring oil prices will surge again as global demand outpaces supply, with countries racing to build strategic reserves. The depletion of the U.S. Strategic Petroleum Reserve and the potential for further conflict will drive inflation and economic instability, likening the coming effects to a tsunami. He foresees a structural reset where American military hegemony retreats, leading to the collapse of artificial state boundaries in the Middle East and the rise of Iran and Turkey as dominant regional powers, which will reshape alliances and likely end Israel’s long-term viability. Macgregor also discusses the financial front, projecting that gold will reemerge as the ultimate reserve currency, with prices potentially reaching $10,000, while Bitcoin may serve as a transactional alternative to the dollar. He underscores that the geopolitical shifts will redirect American focus inward, forcing a painful but necessary reorientation toward domestic prosperity and core industries. Overall, his analysis presents a bleak near-term outlook marked by military defeat, economic disruption, and profound global realignment. Timestamps: 00:00:00 – Introduction 00:00:45 – Iran US MOU Assessment 00:06:00 – Energy Metals Commodity Focus 00:08:50 – Oil Prices and Reserves 00:11:50 – Rise of Iran & Turkey 00:20:14 – Trump Pressures & MOU 00:23:30 – Gold and Bitcoin Outlook 00:27:56 – U.S. Strategic Petro Reserve 00:31:38 – Sulphuric Acid, Urea, & Ag. 00:34:47 – Use of Ground Forces? 00:37:08 – Gold In A Tsunami 00:38:50 – Purchasing Power Gold & BTC 00:40:01 – Substack and Final Remarks 00:42:11 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

Our federal government is clearly, visibly fucked on too many levels to count. Even scarier? Our state legislatures have immense power and far fewer eyes on them, making them even easier to sway. But this also means they're attainable targets for us, the people, to organize and take back. This week, Adam speaks with former New York senator Daniel Squadron, author of The Fourth Branch: How State Government Can Save Our Union, about how a focus on our states might just be what we need to save democracy. Find Daniel's book at factuallypod.com/books--SUPPORT THE SHOW ON PATREON: https://www.patreon.com/adamconoverSEE ADAM ON TOUR: https://www.adamconover.net/tourdates/SUBSCRIBE to and RATE Factually! on:» Apple Podcasts: https://podcasts.apple.com/us/podcast/factually-with-adam-conover/id1463460577» Spotify: https://open.spotify.com/show/0fK8WJw4ffMc2NWydBlDyJAbout Headgum: Headgum is an LA & NY-based podcast network creating premium podcasts with the funniest, most engaging voices in comedy to achieve one goal: Making our audience and ourselves laugh. Listen to our shows at https://www.headgum.com.» SUBSCRIBE to Headgum: https://www.youtube.com/c/HeadGum?sub_confirmation=1» FOLLOW us on Twitter: http://twitter.com/headgum» FOLLOW us on Instagram: https://instagram.com/headgum/» FOLLOW us on TikTok: https://www.tiktok.com/@headgum» Advertise on Factually! via Gumball.fmSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week the SOL Citizens discuss why Star Citizen needs to be "different" vs "better". Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Au départ, Star Citizen ressemblait à une campagne Kickstarter parmi tant d'autres, à une époque où le financement participatif connaissait un véritable âge d'or. 12 ans après la date de sortie initialement annoncée, le projet est devenu un objet à part dans l'histoire du jeu vidéo et son développement continue toujours aujourd'hui.À l'origine de cette aventure, on trouve Chris Roberts, créateur de la célèbre série Wing Commander. Après un passage remarqué par le cinéma, pas toujours pour les meilleures raisons, il revient au jeu vidéo en 2012 avec un nouveau studio et une ambition immense, construire un univers spatial persistant, détaillé et pratiquement sans limite. Sur Kickstarter, Star Citizen promet alors de devenir le successeur spirituel de Wing Commander, avec une sortie prévue en 2014. La campagne récolte environ 2 millions de dollars, un montant déjà spectaculaire pour l'époque, mais le financement ne s'arrête pas là. Au fil des années, le studio poursuit ses appels à contribution et vend notamment des objets, ainsi que des vaisseaux virtuels. Résultat, selon Chris Roberts, le projet vient de franchir le cap symbolique du milliard de dollars collectés. Star Citizen devient ainsi de très loin le projet participatif le mieux financé de l'histoire.D'après une interview accordée à Variety, Chris Roberts explique ce succès par la force du rêve proposé aux joueurs, explorer un monde virtuel immense en constante évolution. Selon lui, un éditeur traditionnel ou un fonds d'investissement n'aurait jamais accepté un développement aussi long et aussi coûteux. Les investisseurs classiques exigent généralement des délais précis et un retour rapide. La communauté, elle, finance surtout la promesse d'un univers toujours plus ambitieux. Et malgré les retards accumulés, l'enthousiasme ne semble pas disparaître. Chris Roberts affirme même que plus les joueurs découvrent le projet, plus leur intérêt grandit. Il estime également que le développement se poursuivra longtemps après la sortie de la version 1.0 avec de nouveaux contenus et extensions. À ce stade, la campagne solo Squadron 42 reste annoncée pour 2026. En revanche, la date de sortie définitive de Star Citizen, sa composante multijoueur, demeure toujours inconnue. Un milliard de dollars plus tard, le jeu reste donc autant une prouesse communautaire qu'une promesse encore inachevée. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Born in Grand Junction, Colorado, our guest's story begins in the rugged working-class towns of the American West and South—places where grit wasn't optional, it was survival. Raised in a coal mining family, with both parents working under his grandfather and a father who spent years as a roughneck, he grew up surrounded by hard labor, discipline, and resilience. Life wasn't always easy. His father battled alcoholism and could be harsh at times, but through the chaos came lessons in toughness, accountability, and perseverance. Sports like hockey, baseball, and football became an outlet during an otherwise grounded, blue-collar upbringing that would shape the man he would later become. In December 2004, he enlisted in the U.S. Army, beginning a journey that would forever alter the course of his life. After completing infantry school and Airborne training at Fort Benning, he earned his place as a sniper with 1st Squadron, 40th Cavalry. Deployed to Southeast Baghdad in 2006, he endured the brutal realities of combat, surviving multiple near-death experiences and earning two Purple Hearts after a bombing and a devastating VBIED attack on his patrol base. The scars of war followed him home—both visible and invisible—and the battle for survival didn't end when the deployment did. What came next was a downward spiral few saw coming. Struggling to adjust after the military, one bad decision led to another—eventually pulling him into addiction, drug dealing, and a prison sentence that could have defined the rest of his life. But in June 2017, everything changed when he got sober from opiates and began rebuilding from the ground up. After his release, he met the woman who would become his wife, started a family, and rediscovered his faith. Today, while continuing to battle a liver disease connected to illnesses contracted during deployment, he stands as a living example of resilience, redemption, and the possibility of rebuilding a life after trauma, addiction, and war.   Find Cody Instagram https://www.instagram.com/cody.boden/   Find The Suffering Podcast The Suffering Podcast Instagram Kevin Donaldson Instagram Apple Podcast Spotify Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Before she commanded the Snowbirds, Maryse Carmichael was a young Air Cadet from Quebec City with a dream of becoming a military pilot. That dream would eventually make her the first woman to fly with the Snowbirds - and the first woman to fly with any jet aerobatic demonstration team in the world.In Part 1, Maryse shares her journey through Air Cadets, flight training in Moose Jaw, instructional flying on the CT-114 Tutor, operational flying with 434 Squadron, VIP operations with 412 Squadron, and serving in Bagotville during the post-9/11 years. Along the way she discusses Exercise RV92, flying with her brother, supporting the Prime Minister, and the experiences that shaped her leadership philosophy.Maryse also reflects on earning a position with the Snowbirds, learning precision formation aerobatics, flying formation inverted, and eventually returning to command 431 Air Demonstration Squadron. It is a story of perseverance, trust, leadership, and one of the most remarkable careers in Canadian military aviation.CONTINUE THE FLIGHTMaryse mentioned our interview with Jamie Speiser-Blanchet. Check it out:https://podpilotproject.transistor.fm/episodes/command-the-future-force-jamie-speiser-blanchetIf you're interested in another Snowbirds perspective, check out our interview with Blake McNaughton:https://podpilotproject.transistor.fm/episodes/snowbirds-the-unexpected-path-blake-mcnaughtonHEAR MORE SNOWBIRDS EPISODEShttps://podpilotproject.transistor.fm/search?query=snowbirdsEXPLORE THE LOGBOOKMore stories from RCAF and mission aviation pilotshttps://podpilotproject.transistor.fm/episodes

This week the SOL Citizens journey to the Castra System to discuss it's lore, design and it's upcoming release into the Star Citizen universe! Featuring: fastcart fc, GriffinGamingRPG & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Join J3di DJ for an overview of Star Citizen and Squadron 42. How is the project going? Is the game playable? What is coming next? I answer all these questions in more in the latest episode of the Half Full Reviews Podcast. Like the show? Consider supporting! Buy Me a Coffee: https://buymeacoffee.com/halffullreviews  Become a Patron: https://www.patreon.com/c/HFR/membership  Join the Discord: https://discord.gg/2Eq4NSueWU Our Star Citizen Guild: https://thefreemargin.com/ My Star Citizen Referral Code: https://www.robertsspaceindustries.com/enlist?referral=STAR-SB56-ZY55 

This week the SOL Citizens review Star Citizen Update 4.8! Featuring: fastcart fc, GriffinGamingRPG & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

With DefenseCon behind us, records broken, and $1 Billion passed, there's a lot to talk about that's actually NOT gameplay related. Today I'm joined by Farrister to look at the Anvil Odin, The DefenseCon event, and the possiblities of Squadron 42 not releasing this year, to take stock of the current state f things in 2026.Today's Guests: @Farrister  Youtube: https://www.youtube.com/@FarristerToC:00:00 Introductions02:30 Things Have Been Rough16:30 Was 4.8 A Good Update?27:00 How Was DefenseCon 2026?45:00 The Anvil Odin…What?01:25:19 Is Squadron 42 Delayed Again?Audio Podcast: https://podcasters.spotify.com/pod/show/launchsequenceWatch on YouTube: https://www.youtube.com/playlist?list=PLvpiPXCO7OVJOlBIclW9tbpb2g29gur3IAudio Podcast: https://podcasters.spotify.com/pod/show/launchsequenceStart a Star Citizen account with 50000 extra credits in your pocket by using the referral code link below. It will take you to RSI's page directly, with a referral code put in for you.https://www.jointomato.com/Tobii Eye Tracker 5 (code "spacetomato" at checkout for 5% off): https://bit.ly/STGEyeTracker

The Captain's Table is a podcast dedicated to talking with the Star Citizen Community about the development and news of Star Citizen. This week we talk about the status of Squadron 42, why CIG is so cagy about it, and the potential of a delay until 2027 or later.--------------------------------------------SUPPORT THE PUB--------------------------------------------Patreon: https://www.patreon.com/TheAstroHistorianPaypal: https://streamelements.com/theastropublive/tipMembership: https://www.youtube.com/TheAstroPubLive/joinMerch: https://www.designbyhumans.com/shop/TheAstroPub/Star Citizen Referral Code: STAR-KG7S-NNP || https://robertsspaceindustries.com/enlist?referral=STAR-KG7S-NNPB --------------------------------------------CONNECT WITH THE PUB--------------------------------------------Twitch || https://www.twitch.tv/TheAstroPubGameplay Youtube || https://www.youtube.com/TheAstroPubLiveLore Youtube || https://www.youtube.com/TheAstroHIstorianCaptain's Table Youtube || @TheCaptainsTablePodcast Star Citizen Organization || https://discord.gg/2RTdvkfrnaDiscord || https://discord.gg/0iuqxYzXv07XK3Qo#StarCitizen #TheAstroPub #podcast

In this gripping second part of our conversation with Paul Ormerod, we delve into the fascinating world of the Lancaster bombers and the experiences of his father, Flight Engineer Curly Ormerod, who served with 101 Squadron. Discover the reliability of the iconic Rolls Royce Merlin engine, the critical role of flight engineers during engine failures, and the harrowing impact of enemy fire. Paul shares captivating stories, including his father's remarkable ferry flights to Singapore and unforgettable low-level flights around the pyramids. Join us as we explore the resilience and bravery of those who flew in the face of danger during World War II.

In this special on-location episode, Nik sits down with Ted Kyriopoulos, Commanding Officer of the VR-58 "Sun Seekers," moments after his change-of-command ceremony at Naval Air Station Jacksonville, FL. Ted shares his aviation journey – from early flights in a Cessna as a teenager to flying the T-34, MH-53, MH-60, and ultimately the C-40, a military variant of the 737 – while offering insight into the squadron's global logistics mission supporting Sailors, Marines, and operations around the world. Nik and Ted dive into how Navy reserve squadrons plan and execute long-haul C-40 missions, the key differences between military and airline flying, and the leadership demands of commanding a 240-person squadron operating at a high tempo. They close with a candid conversation on leading with intention and balancing command with family life. CONNECT WITH US Are you ready to take your preparation to the next level? Don't wait until it's too late. Use the promo code "R4P2026" and save 10% on all our services. Check us out at www.spitfireelite.com! If you want to recommend someone to guest on the show, email Nik at podcast@spitfireelite.com, and if you need a professional pilot resume, go to www.spitfireelite.com/podcast/ for FREE templates!  SPONSOR Are you a pilot just coming out of the military and looking for the perfect second home for your family? Look no further! Reach out to Marty and his team by visiting www.tridenthomeloans.com to get the best VA loans available anywhere in the US. Be ready for takeoff anytime with 3D-stretch, stain-repellent, and wrinkle-free aviation uniforms by Flight Uniforms. Just go to www.flightuniform.com and type the code SPITFIREPOD20 to get a special 20% discount on your first order.  #Aviation #AviationCareers #aviationcrew #AviationJobs #AviationLeadership #AviationEducation #AviationOpportunities #AviationPodcast #AirlinePilot #AirlineJobs #AirlineInterviewPrep #flying #flyingtips #PilotDevelopment #PilotFinance #pilotcareer #pilottips #pilotcareertips #PilotExperience #pilotcaptain #PilotTraining #PilotSuccess #pilotpodcast #PilotPreparation #Pilotrecruitment #flightschool #aviationschool #pilotcareer #pilotlife #pilot

This week the SOL Citizen review the first (and only?) DefenseCon 2956! Featuring: BandoCalrissian, Captain_Jones, fastcart fc & Kelosal Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

The primary elections results this week show the success of Trump's revenge campaign — and the limits of that campaign. Harold Meyerson comments.Also: History on the March: The American Historical Society has filed a lawsuit and a federal judge has ordered the Trump White House to comply with the Presidential Records Act.Next: State legislatures have a lot of power in America—the States Project focuses on expanding that. Daniel Squadron explains. His new book is The Fourth Branch: How State Government can Save Our Union.Plus: Your Minnesota Moment: Today, Minneapolis prosecutors charge an ICE agent with assault and lying.

In this episode, the gang talks about a bunch of their new models and some really bad soldering. SEFF wrapup (5:00) Other FL planes (16:00) Tiggy (52:15) T's new models (1:04:30) Loose wires (1:26:00) Watch this episode on YouTube 13th Squadron

This week the SOL Citizens and special guest Admiral Kusanagi open the "Complaints Department: and share their fix-it wish lists! Featuring: Black_Intellect, GriffinGamingRPG & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Guest: Air Commodore Stuart McIntyre CBE, DFC Host: Dave Homewood Recorded: ‎25th of ‎August ‎2025 Released: 15th of May 2026 Duration: 1 hour 2 minutes 21 seconds Air Commodore Stuart McIntyre CBE, DFC joined the Royal New Zealand Air Force on the 31st of August 1949. Following an elongated flying training phase, he converted onto the then-new de Havilland Vampires. He ended up deployed to Cyprus with No. 14 Squadron in 1952, and then returned to Ohakea, New Zealand and No. 75 Squadron in 1953, where among his duties he led an aerobatic display team. He then returned to Cyprus in April 1955 for a second tour, now as Flight Commander of No. 14 Squadron. Stuart and adjutant Flying Officer Laurence Turner sent as one of the advance party to Tengah, Singapore, to prepare for the move of the squadron from Cyprus. The squadron eventually reequipped with Venoms, and went into action against the Communist Terrorists (C.T.s). In his subsequent career, Stuart become the officer commanding No. 14 Squadron when they were equipped with English Electric Canberra bombers. He then led the team involved in the selection of the Canberra replacement, which ended up as the McDonnell Douglas Skyhawk. Stuart filled several other roles including Base Commander of RNZAF Base Ohakea, Aide-de-Camp to both the Governor General to New Zealand, and HM Queen Elizabeth II. He also oversaw the creation of the Ohakea Museum. On leaving the Air Force he became Director of Civil Aviation. Pilot Officer Stuart McIntyre in the cockpit of his No. 14 Squadron Vampire at RAF Station Nicosia, Cyprus, 1953. Air Force Museum of New Zealand Photo NICD156a Portrait of Flight Lieutenant Stuart McIntyre, pilot with No. 14 Squadron, wearing flying helmet and oxygen mask. RAF Station Tengah, Singapore. Air Force Museum of New Zealand Photo MUS090171 Note: Unfortunately although I photographed Stuart’s logbooks, and you can hear a few extracts from our chatter while I did that at the end of this interview, I completely forgot to get a photo of him on the day. The music at the end of this episode is Wild Flower by Joachim Karud.

Something big is happening in scale modeling, and you can feel it in the way builders talk about 3D printing, new subjects, and the shows that are turning into true hobby meetups. We sit down with Brandon Lowe from Squadron to get a grounded look at what it takes to turn a cool idea into a real 3D printed model kit you can buy, build, paint, and display with pride. We talk through two attention-grabbing releases: the 1/48 M2 Cletrac tractor built for airfield scenes, and the 1/35 M5 high-speed tractor that gives armor builders a fresh support vehicle that isn't another “usual suspect.” Brandon shares how Squadron uses early feedback to improve everything from production choices to what future releases should look like, and why IPMS Nationals is the moment where the wider community gets to judge the results. If you care about 3D printed aftermarket accessories, naval ordnance details, or how digital design can finally fill long-ignored gaps, you'll get plenty to chew on here. Then we pivot to what might be the biggest news for model show travelers: Eagle Quest is coming back in Chattanooga as a joint event with the Chattanooga Scale Modelers' ModelCon, and the demand is already intense with vendor tables selling out far in advance. We cover why Chattanooga is such a strong location, how the gold, silver, bronze judging system will be used, and why expanded contest categories like real space vehicles, trains, wargaming, and Gunpla could pull in builders who don't always feel at home at traditional shows. ModelCon/EagleQuestSubscribe for more conversations like this, share the episode with a modeling friend who needs a new project idea, and leave a review to help more builders find the show. What category or subject would you love to see get more attention next?Give us your Feedback!Rate the Show!Support the Show!PatreonBuy Me a BeerPaypalBump Riffs Graciously Provided by Ed BarothAd Reads Generously Provided by Bob "The Voice of Bob" BairMike and Kentucky Dave thank each and everyone of you for participating on this journey with us.  

At about $965 million raised, and 8 ship releases in the next month, Star Citizen might pass the $1B funding milestone right on the back of a Squadron 42 release date announcement. But what's with all these ships? Why so many, and what are they all for? I'm joined by Youtuber and newcomer to the show, Dusty Star, to discuss the whats and whys of these thrusters & dust.Today's Guests: Dusty StarYouTube: https://www.youtube.com/@thrusters-and-dustTwitch: twitch.tv/thrustersanddustToC:00:00 Introductions12:20 Squadron 42 Still Confirmed This Year?16:30 New Drake Ships!25:00 Multi-Crew Struggles41:40 Origin M8001:13:00 The Anvil Odin01:33:00 Invictus Week PredictionsWatch on YouTube: https://www.youtube.com/playlist?list=PLvpiPXCO7OVJOlBIclW9tbpb2g29gur3ISupport This Podcast:Patreon Paypal Ko-FiFollow Space Tomato on social media:Website  Youtube  My Other YoutubeInstagram Twitter Facebook Discord

Guest Speakers: Brendon Deere, Tim Costley MP, SQN LDR Craig Clark, FLT LT Stu Glendinning, Roger Dalziell, and SQN LDR Michael Williams Host: Dave Homewood Recorded: ‎28th of February 2026 Released: 9th of May 2026 Duration: 3 hours 14 minutes 55 seconds In this bumper-sized 350th episode in the Wings Over New Zealand Show podcast series, we hear the various presentations given at the Biggin Hill Hangar WONZ Forum Meet at RNZAF Base Ohakea. We were very fortunate to be hosted by Brendon Deere, who is a great supporter of Wings Over New Zealand. In order we hear from: Tim Costley MP – Tim is a former RNZAF pilot, and he talks about his experiences in the Royal New Zealand Air Force, particularly flying the Bell Iroquois but also in other types. He served operationally on several occasions. And he talks a little about his current position as a Member of Parliament for Otaki in the National-led coalition government. Tim Costley (Dave Homewood photo) Squadron Leader Craig Clark – Craig is the Officer Commanding No. 42 Squadron RNZAF, based at Ohakea, which operates Beechcraft King Air 350s in two roles, two C-12K examples as transports which can carry up to nine passengers , known as Slicks, and two MC-12K used for Air Warfare training and sensor suite training. In this fascinating talk Craig explains how the squadron has been evolving with its previous role of multi-engine training having been phased out, and interestingly the MC-12Ks are being used for actual front line operational missions more and more now, at home and overseas in the Pacific. He also talks about the future of the squadron, and his personal hopes that it will soon be expanded and larger aircraft platforms will be brought into the squadron’s capabilities. Above: SQN LDR Craig Clark (Dave Homewood photo)Below: Various photos of the MC-12K King Airs, including the Fiji deployment. (All NZDF) No.42 SQN’s new Beechcraft King Air 350 aircraft takes it’s first flight at RNZAF Base Ohakea, 14/05/18. Flight Lieutenant Stu Glendinning – Stu is a pilot and a QFI on No. 5 Squadron RNZAF, also based at Ohakea, flying the new Boeing P-8 Poseidon. He talks about his RNZAF career, including flying training with the RAAF on NZAI CT/4B Airtrainers and Pilatus PC9s, in a rare case where RNZAF pilots joined an RAAF aircrew course. He talks about his progression to No. 42 Squadron and then No. 5 Squadron, and flying the Lockheed P-3K2 Orions. He then transitioned onto the new Boeing P-8A Poseidon fleet and he shares insights into this amazing aircraft. He also tells the very emotive story of his experience as the Search and Rescue Captain on a P-8A when he was scrambled following the sinking of HMNZS Manawanui. Above: FLT LT Stu Glendinning (Dave Homewood photo)Below: The No. 5 Squadron RNZAF Boeing P-8 Poseidons (All NZDF photos) Arrival of the first P-8A Poseidon 4801 to RNZAF Base Ohakea, New Zealand Arrival of the first P-8A Poseidon 4801 to RNZAF Base Ohakea, New Zealand Warbirds Over Wanaka 2024. Brendon Deere – Our host for the event at the Biggin Hill Historic Aircraft Centre, Brendon spoke about his Biggin Hill Trust collection of warbirds that are based at Ohakea. They include his Supermarine Spitfire IX PV270, North American P-51D Mustang NZ2423, Grumman TBM Avenger “Plonky”, and North American Harvard IIa NZ1037. Brendon Deere Roger Dalziel and Mike Williams – In a very rare opportunity, the audience were able to hear from two Grumman Avenger pilots, Roger Dalziell who flew the Avengers in the RNZAF from Ohakea in the early 1950s; and Squadron Leader Mike Williams who is a current instructor pilot based at Ohakea, and is the current pilot of Plonky, the Biggin Hill Avenger, with the Air Force Heritage Flight. He explains the work of the Heritage Flight, which Mike himself was behind the creation of. Roger is the last known pilot who flew original RNZAF Avengers still living today. Mike had just arrived back at Ohakea following flying a display at New Plymouth in the Avenger, and the two pilots compared notes on flying Avengers 75 years ago and now. Roger Dalziell, left, and Mike Williams, right. Above and below: Mike arriving back at Biggin Hill Hangar from his display at New Plymouth, just before speaking alongside Roger. Quick Links: • The Biggin Hill Historic Aircraft Centre • The Biggin Hill Historic Aircraft Centre on Facebook • The Royal New Zealand Air Force • The Beechcraft King Air 350 in RNZAF Service • The Boeing P-8A Poseidon in RNZAF Service The music at the end of this episode is Wild Flower by Joachim Karud.

Stijn Schmitz welcomes back Colonel Douglas Macgregor to the show. Mr. Macgregor is a retired U.S. Army Colonel and a decorated combat veteran. In this in-depth discussion, Macgregor provides a critical analysis of the current geopolitical situation, focusing on the ongoing conflict in the Persian Gulf and its profound global economic implications. Macgregor argues that the current war has created a catastrophic disruption in global maritime trade, with commercial ship traffic through the Strait of Hormuz down by over 90%. This disruption is causing severe economic challenges, including potential famines, skyrocketing energy prices, and significant supply chain disruptions. He predicts oil prices could reach $150-$200 per barrel, which would have devastating economic consequences. The colonel is particularly critical of the U.S. approach to the conflict, suggesting that the war is primarily driven by Israeli interests rather than vital U.S. strategic objectives. He believes the strategic initiative has passed to Iran, which can absorb more punishment and endure more economic pain than the United States. Macgregor emphasizes the critical importance of resource sovereignty, arguing that countries must now focus on securing their own critical mineral supplies, refining capabilities, and energy infrastructure. He sees this conflict as a transformative moment that will fundamentally reshape global economic and geopolitical relationships, potentially accelerating the de-dollarization process and China’s economic rise. The discussion highlights the urgent need for a diplomatic solution to stop the conflict, warning that continued military operations will only exacerbate global economic challenges. Macgregor suggests that the world needs to move towards a new approach of international cooperation, focusing on practical economic survival rather than military confrontation. Ultimately, Macgregor believes the current crisis will force nations to rethink their economic strategies, prioritize resource security, and develop more resilient and self-sufficient economic models. Timestamps: 00:00:00 – Introduction 00:00:40 – Iran Campaign Prediction Review 00:00:40 – Iran War Phases Clarified 00:03:02 – Strait of Hormuz Closure 00:03:44 – Global Economic Catastrophe Warning 00:04:41 – Resource Sovereignty Essential Now 00:06:53 – Markets Manipulation and Warfare 00:09:00 – Revolution in Warfare 00:10:33 – Concealing War Strategic Disaster 00:13:00 – Trump’s Strategic Dilemma 00:16:43 – Commodity Investments Shift 00:20:26 – Gold Reserves De-Dollarization Trends 00:24:00 – War Duration and Oil Disruptions 00:30:10 – China & Oil Refining 00:36:43 – Western Reindustrialization 00:40:30 – US Reorganization Critical Minerals 00:44:20 – Reindustrialization and Direction 00:46:04 – Strategic Metal Concerns 00:49:35 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

This is the VIC 4 VETS, Weekly Honored Veterans. SUBMITTED BY: Unnamed Listener Eddie Lee Pleasant Born: 10-01-1947 Died: 03-03-1968 Army Specialist, 4th GradeTroop C, 3rd Squadron, 4th Cavalry Regiment, 25th Infantry Division Killed in Action from an artillery/rocket in Gia Dinh, South Vietnam; Served as an armor intelligence specialist; Married to Mrs. Gloria Pleasant; Lived at 4474 Laclede Avenue, Central West End St. Louis, MOBuried in Woodlawn Cemetery, Campbell, Mo; ________________________________________________________________ This Week’s VIC 4 VETS, Honored Veteran on NewsTalkSTL.With support from our friends at:Alamo Military Collectables, Gemini Wealth Group H.E.R.O.E.S. CARE, Inc. Michel's Funeral Home and Freddie's Market See omnystudio.com/listener for privacy information.

This week the SOL Citizens review the various gangs and factions in the Star Citizen universe. Featuring: fastcart & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Bill Simmonds was from Bunbury, Western Australia. A pilot with the Royal Australian Air Force (RAAF) 77 Squadron, during the Korean War he flew P-51 Mustangs before converting to the Gloster Meteor jet fighter. On the 8th of May 1952 he became one of the few Australian 'Mig Killers' of the conflict after shooting down a Communist MIG-15 while escorting US bombers over North Korea. He went onto a distinguished career in the RAAF. He was seconded both to the British Royal Air Force (RAF) and US Air Force (USAF) and was a member of the 77 Squadron aerobatic team before retiring at the rank of Air Vice Marshal. This episode contains elements of an interview recorded for the television series 'Australians at War', available at the 'Australians at War Film Archive' (UNSW/2563). 

This week the SOL Citizens discuss the First Tevarin War, The first Prime Citizen, and what it means to win and lose it all in Star Citizen. Featuring: GriffinGamingRPG, Monarkie & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Jason Magnavice is a retired U.S. Navy SEAL with over 26 years in Naval Special Warfare. He spent eight years at SEAL Team 2 before being selected to serve within Joint Special Operations Command, operating in some of the most elite elements of the community for over a decade. He deployed four times to Operation Enduring Freedom and four times to Operation Iraqi Freedom, serving as a sniper, tactical communicator, lead jumper, and team leader during the height of the war on terror. During his time in special operations, he transitioned into a specialized aviation role, earning his Airline Transport Pilot certificate and later serving as a senior enlisted leader within that element. He finished his career coordinating recruiting for Naval Special Warfare. Today, he flies a Gulfstream privately and holds a 767 type rating with a major freight carrier. He's a father, a grandfather, and has chosen to live a quiet life with no social media, no book, and no brand. Shawn Ryan Show Sponsors: Find your forever cookware and get 10% off at https://hexclad.com/SRS! #hexcladpartner Post jobs for free at https://ziprecruiter.com/srs Try ShipStation free for 60 days with full access and no credit card needed at https://shipstation.com using code srs. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week the SOL Citizens discuss the importance of essential workers and their role in the Star Citizen universe! Featuring: fastcart fc & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Squadron 42's upcoming release becomes more obvious with marketing and store decisions in April, crafting continues it's takeover of the game with more additions in 4.8, and there's simply a lot to talk about around Tactical Strike Groups, Refueling, and new additions coming to Star Citizen soon.Today I'm joined by show regular The Astro Historian to discuss the immediate and long-term future of Star Citizen, and the lead-up to Squadron 42's release.Today's Guests:The Astro HistorianYouTube: ⁨@TheAstroHistorian⁩ Twitch: https://www.twitch.tv/TheAstroPub ToC:00:00 Introductions04:20 How is Alpha 4.7?09:00 Connecting the Gameloops18:00 Crafting in 4.825:00 Okay, THEORY Crafting in 4.840:00 More Crafting Talk46:45 Future Inventory Additions55:50 Tactical Strike Groups in 4.801:03:20 Squadron 42 Buybacks Are Gone!01:20:20 Star Citizen's Main StoryWatch on YouTube: https://www.youtube.com/playlist?list=PLvpiPXCO7OVJOlBIclW9tbpb2g29gur3ISupport This Podcast:Patreon Paypal Ko-FiFollow Space Tomato on social media:Website  Youtube  My Other YoutubeInstagram Twitter Facebook Discord

Get the full episode here: https://www.10percenttrue.com/pricing-plans/list10PCT EP86 P2 Benji PrefontaineIn Episode 2, Benji Prefontaine moves from early operations into real combat experience—flying the Dassault Mirage F1 in Africa before transitioning to carrier aviation in the Dassault-Breguet Super Étendard.He describes the shock of adapting from Air Force flying to life on the carrier—where precision, discipline, and consistency are everything. Landing on the boat becomes a defining challenge, exposing the difference between being a good pilot and being an operational one.The episode also explores the limitations of the Super Étendard—an aging, analog jet forced into modern combat—and how that shapes tactics, workload, and risk. Benji highlights the realities of coalition warfare, early Afghanistan deployments, and the steep learning curve of operating in a far more complex and demanding environment.This is where the story shifts from “becoming a pilot” to learning how to survive and operate effectively in combat.0:00 Teaser – Pyjamas, Wine, Corkscrews and Cigarettes 1:45 Welcome Back Benji (Steve's Lost It!) + Episode Outline 3:20 First Operational Squadron – Tough Start to Mixed Force Ops 9:20 Post-9/11 Politics and Operational Reality 12:38 Red Flag – Flying with Mirage 2000D 15:36 Did Red Flag Validate the EW Suite? 18:41 How Red Flag Prepared Him for Combat 22:26 Inferiority Complex in Coalition Ops? 28:02 Social Life on Squadron 31:24 Old School vs New School – What Works? 35:38 Deployments to Chad 40:42 Threat Environment and Risk 44:48 Ferry Flight to Red Flag – Single-Engine Stress 47:43 Bird Strikes and Wildlife Hazards 52:09 Survival Kit – What's On Board? 55:10 CSAR – Expectations vs Reality 57:46 What Is a Pilot Worth? 59:05 Combat Psychology 1:04:18 Managing Pilots Doing “Cool Stuff” (Photos/Video) 1:09:54 Romania Deployment – Encounters with MiGs 1:18:09 QRA – Intercepts and Real-World Stories 1:24:45 French Air Force “Urban Legends” 1:27:27 Encounters with USAF Incursions? 1:30:08 End of First Tour – Seeking Exchange Opportunities 1:32:50 Carrier Tour Expectations – Charles de Gaulle 1:35:15 No Night Landings? 1:36:30 Targeting Pod (PDLCT) 1:37:52 FCLP – Carrier Landing Practice 1:42:12 The Hardest Part of Carrier Ops 1:45:15 Nuclear Strike Mission Explained 1:51:53 Super Étendard Capabilities (Including Exocet) 2:01:17 From Detection to Attack 2:05:00 Situation Display, Autopilot, Datalink 2:07:55 Tuning Exocet Targeting and Performance 2:09:12 How Do You Attack a Carrier Group? 2:13:00 Part 3 Preview – Combat and Command

Stijn Schmitz welcomes Colonel Douglas Macgregor to the show. Douglas is a retired U.S. Army Colonel & Decorated Combat Veteran. In a comprehensive analysis, Macgregor provides a dire assessment of the current geopolitical and economic landscape, focusing on the potential escalation of conflict in the Middle East and its global implications. Macgregor warns of a severe global crisis emerging from ongoing tensions, particularly highlighting the devastating impact on the global energy and fertilizer markets. He explains that approximately 15-20 million barrels of oil have been removed from the market, and 35% of global fertilizer production has been disrupted. This disruption could lead to widespread food shortages, potential famines in the global south, and significant economic challenges for countries worldwide. The discussion centers on the potential for a massive air and missile campaign against Iran, which Macgregor believes could be catastrophically counterproductive. He argues that Iran has substantially rebuilt its military capabilities, with an estimated 45-50,000 drones and 15-20,000 ballistic and cruise missiles, supported by improved air defense systems from China and Russia. Macgregor critically examines the motivations behind the potential conflict, suggesting it stems from Israeli demands and pressure from what he calls the “Zionist billionaire class.” He emphasizes the potential economic consequences, including a possible global recession or depression, disruptions in shipping, and severe energy shortages. The conversation also delves into broader economic implications, including the potential death of the petrodollar, resource nationalism, and the importance of hard assets like gold and silver. Macgregor strongly advises investors to prepare for challenging times by investing in tangible assets and maintaining cash reserves. Ultimately, he calls for rational leadership to prevent a potential humanitarian disaster, warning that the current trajectory could lead to significant global instability and economic upheaval. Macgregor’s analysis presents a stark and sobering view of the current geopolitical and economic landscape. Timestamps: 00:00:00 – Introduction 00:00:38 – Welcoming Colonel McGregor 00:01:02 – Iran War Ceasefire Analysis 00:01:53 – Global Energy Complex Crisis 00:02:36 – Fertilizer Shortage Famine Risk 00:04:35 – Diesel Supply Europe Challenges 00:07:09 – Petrodollar System Collapse 00:09:16 – Trump Israel Iran Demands 00:13:00 – Iranian Defense Blockade Issues 00:15:08 – Upcoming Air Missile Campaign 00:20:09 – Infrastructure Destruction Escalation 00:22:01 – Global Recession Depression Warnings 00:25:13 – Gold Silver Investment Urgency 00:27:49 – Oil Market Reality Discrepancy 00:34:53 – Resource Nationalism Sovereignty Path 00:45:26 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

A simple but powerful leadership lesson: show up — whether in loss, transition or everyday life. SUMMARY Jessica Whitney '10 reminds us that we often know what to do — the difference is actually doing it. Small acts of showing up can mean everything.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   JESSICA'S TOP 10 LEADERSHIP LESSONS Here are 10 leadership lessons from this conversation: 1. Align your life with your values, not your plan Whitney thought she'd do 20 years in the U.S. Air Force, but family and faith became higher priorities than her original career plan. Leadership lesson: Be willing to pivot when reality and your values diverge, even if it means leaving a prestigious path. 2. Redefine success beyond titles and rank She struggled after leaving the Air Force because her identity was tied to “academy grad” and “officer.” Leadership lesson: Anchor your worth in who you are and how you impact people daily, not in your job title. 3. Use mentors to unlock “freedom to choose” A single honest conversation with her mentor gave Whitney “freedom” to imagine different possibilities. Leadership lesson: Seek out mentors who model alternative paths and will tell you the truth about tradeoffs. 4. Make decisions with the best information you have now Whitney references the Gen. George Patton quote about a good plan now vs. a perfect plan later, and emphasizes moving forward one step at a time. Leadership lesson: Don't wait for total certainty. Clarify what you know, what you don't control, then act. 5. Integrity = keeping and honoring your word From her transformational leadership class: Keep your word when you can. When you can't, honor it: Notify early, reset expectations and clean up the impact. Leadership lesson: Integrity isn't perfection; it's proactive ownership. This builds trust and reduces stress for everyone. 6. Name the stories that secretly run you (“what's undefined runs you”) Whitney recognized long-standing internal stories like “I don't belong” from moving often as a Navy brat. Leadership lesson: Identify your limiting narratives (e.g., “I can't disappoint people,” “I don't belong”) so they stop unconsciously driving your behavior. 7. Create a compelling future and work backwards She describes standing in the future you want (for yourself or an organization) and asking, “If we were already there, how did we get here?” Leadership lesson: Lead by designing the future state (culture, behaviors, outcomes), then reverse-engineer today's actions. 8. Show up for people — especially in their storms After her brother-in-law's suicide, the support from church and Air Force community showed her the power of “just showing up.” Leadership lesson: You rarely know what others are carrying. Leadership is often simply being present, unasked, when it matters. 9. Align daily actions with stated values Whitney feels the most stress when her behavior and values (family, faith, health, service) are misaligned. Leadership lesson: Use misalignment (stress, guilt, burnout) as a signal to recalibrate how you spend time, energy and money. 10. Invest in small, consistent habits (1% better) Whitney references “atomic habits” — reading regularly, moving her body, cooking healthy meals and doing “one more rep.” Leadership lesson: Long-term leadership impact comes from small, repeatable behaviors, not dramatic one-time efforts CHAPTERS 00:00:05 – Introduction & Transition Theme Whitney is welcomed to Long Blue Leadership. Host, Lt. Col. (Ret.) Naviere Walkewicz '99, frames the episode around transitioning out of the military, and Whitney shares her background as part of a dual-military couple and early family life. 00:02:02 – Mentorship, Freedom & First Thoughts of Leaving Whitney describes reaching out to her mentor about transitioning to the reserves. That conversation gives her “freedom” to imagine a different life that prioritizes family and values over a 20-year active-duty career. 00:06:39 – Academy Lessons, Courage & Decision-Making Under Uncertainty Col. Walkwicz digs into Whitney's use of the word “freedom.” Whitney connects her decision-making and leap of faith to leadership lessons from the Academy — facing unknowns, focusing on what she can control, and acting without a perfect plan. 00:10:13 – Growing Up Military & Redefining Identity Beyond Rank Whitney shares her deep military heritage as a Navy brat and descendant of generations of service. She explains the identity shock of leaving active duty and having to redefine success beyond titles like “officer” and “academy grad.” 00:13:26 – Values, Overwhelm & Redefining Success in Daily Life Whitney talks about aligning actions with values: quiet time, family, health and rest. She contrasts the nonstop pace of active duty with her new season as a stay-at-home mom and reservist, and how she now defines success. 00:17:19 – Loss, Suicide, Grief & the Power of Community Whitney shares the story of losing her brother-in-law to suicide in January 2020. She reflects on hidden struggles, the “buying bananas in the grocery store” moment of invisible grief, and the profound impact of church and Air Force community support. 00:23:12 – Learning to “Show Up” for Others Col. Walkewicz asks where Whitney learned to show up so intentionally. Whitney recalls community support during her dad's deployments, meals after her first child's birth, and a commander welcoming her back from maternity leave — illustrating the difference between knowing you should show up and actually doing it. 00:26:11 – Serving Beyond the Uniform: Church, Family & Cadet Morale Whitney explains what service looks like now: leading a 120-woman Bible study and serving on the USAFA Class of 2010 Cadet Morale Endowment board, which funds morale events for top cadet squadrons. She highlights meaningful leadership without a visible rank. 00:29:20 – Transformational Leadership & Redefining Integrity Whitney shares lessons from a transformational leadership course she took (and later taught): integrity means both keeping and honoring your word. She gives practical examples (calling when you'll be late, managing deadlines early) and uses a bicycle-wheel analogy to show how broken commitments make everything bumpier. 00:32:07 – “What's Undefined Runs You”: Naming Limiting Stories Whitney introduces the idea that unexamined stories (e.g., “I don't belong,” “I can't disappoint people”) quietly drive behavior. She shares her own “I don't belong” narrative from moving often as a Navy kid and how she consciously claims, “I belong here,” to lead more authentically. 00:36:50 – Creating a Future & Leading from It Whitney explains how leaders can “stand” in a desired future for their organization — one of trust, transparency and camaraderie — and then work backward to identify the actions and changes needed today to get there. 00:38:33 – Advice to Young Jess: Vision, Risk & Trusting the Journey Asked what she'd tell her younger self, Whitney emphasizes clarifying what will matter at age 80, aligning life with that long-term view, being less risk-averse, and trusting God with unexpected pivots and new paths. 00:38:43 – Daily Habits, 1% Better & Long-Term Growth Whitney shares the small daily practices that make her “better”: reading and podcasts, surrounding herself with uplifting people, and health-oriented habits like walking and “one more rep.” She connects this to the concept of atomic habits and incremental growth. 00:40:52 – Closing: Character, Showing Up & Living Your Values Col. Walkewicz closes by summarizing Whitney's key themes: leadership as character and presence, not having all the answers; simply showing up; and honoring integrity even amid uncertainty. She thanks Whitney for her ongoing service and impact. 00:42:05 – Production Note & Recording Date Ted Robertson notes that this Long Blue Leadership conversation was recorded on Wednesday, Nov. 19, 2025.   ABOUT JESSICA BIO Jessica Whitney '10 is a U.S. Air Force veteran, leadership coach and conflict resolution facilitator who helps executives and emerging leaders design purposeful futures and take aligned action. Drawing on more than a decade of military leadership experience navigating communication, conflict and high-stress environments, she supports individuals and teams in overcoming limiting beliefs, clarifying priorities and building systems that foster confident decision-making. Whitney specializes in one-on-one leadership coaching and workplace mediation, guiding productive conversations that transform tension into trust and strengthen organizational culture. She is also a wife, mother of four and advocate for intentional living, dedicating her work to empowering leaders to align their identities and results with their vision for the future. CONNECT WITH JESSICA LINKEDIN  |  SIMPLIFIED MOTHERHOOD CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS FULL TRANSCRIPT SPEAKERS: Guest, Jessica Whitney '10  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz 0:04 Welcome to Long Blue Leadership. We're so glad you're here.   Jessica Whitney 0:08 Thanks so much for having me.   Col. Naviere Walkewicz 0:04 You know, one of the things we love to do, and we're going to have some time really exploring a lot of the things that you've encountered in your journey, but we want to jump right into a place that is both relevant to our listeners, which is transitioning out of the military, but you did so in a way that was a little bit different, and maybe not on, like, the timeline of planning. Jessica Whitney 0:28 I'm a 2010 grad, and so is my husband, Tom, and he was a nuclear missile operator, and I was a finance officer on active duty, and we started having kids in 2013 which was just amazing. But being a dual military couple, we had kind of been through a lot of separation and time apart, which is standard for military couples. And so in 2013, I kind of — I just had my first son, and I was back at work, and I was just feeling this torn feeling, because I always thought I would stay in the Air Force the full 20 years. I loved serving. I loved being in the military, and having gone to the Academy — just all the dreams and the hopes that came with that, and being able to lead and serve my airmen. But I was feeling this yearning and desire to kind of do something else, and that's kind of where the seed was planted at that time. And I reached out to one of my mentors, who was actually the coach of the lacrosse team at the Academy when I was there my freshman year. She's actually one of your classmates, I think. She's Anne Marie Hornby. She's from Class of '99, and I just reached out on Facebook, and I was like, “I know, I haven't talked in a while, but I just wanted to check in and ask, you know, like, why did you transition to the Reserve?” Because she was always, you know, she was a teacher at the Academy. Like, she was always high performing. Like, I knew she was an amazing officer. Col. Naviere Walkewicz 2:02 She was high performing as a cadet too, by the way. Jessica Whitney 2:05 I'm sure she was. Just everything she did, I could tell she did it with excellence and love, and I just really respected her opinion. So I reached out and asked her just like, “Hey, can you just tell me, like, why did you decide to separate?” I'm just kind of feeling this tornness, and I'm feeling like maybe my calling might be something else than serving in the military, which, as an 18-year-old, you kind of go to the Academy thinking, “OK, I'm gonna have four years at the Academy, and then I'm gonna serve for five years, or 12 years, or whatever.” Like, you've got your whole life planned out, and then all of a sudden there's this, you know, pivot and decision that you have to make of like, “OK, wait, life is throwing some things at me that I didn't expect.” And I just wanted to know her opinion. And she just said such a sweet thing that resonated with me, that she kind of felt that same call of, “I wanted to spend more time with my kids. I wanted to be able to focus more on my husband and my family.” And while it was scary, she said, I know she knew that motherhood, or like becoming a stay-at-home mom and transitioning to the Reserve wouldn't necessarily feed all of her desires of competition and performing well and using her strengths to the utmost, maybe that she could — she also knew that it aligned with what was important to her and her family. And each family is different, and each career is different. So it really gave me freedom to say, “OK, I know successful women in the military who have families. I know successful women outside of the military who have families.” And you know, we choose to do the stay-at-home mom career, which was different for me, because my mom worked full time when I was growing up. So anyway, it gave me that freedom to kind of like pivot and think, “OK, what could the possibility be to like, create this life of being there for my family?” So fast forward, 2016 I was teaching ROTC at Colorado State University, which was a dream job, by the way, I absolutely love that job. And Tom, my husband, at that point, had already separated from the Air Force and was pursuing his career in professional golf. He was traveling to PGA Latin America in both the fall and spring of 2016, I had to go TDY to field training for seven weeks that summer. And I think we counted up being apart for over 40 weeks that year.   Col. Naviere Walkewicz 4:35 Majority of the year.   Jessica Whitney 4:36 The majority of the year. Yeah, and I did not really see staying in the Air Force, it getting any better, as far as, you know, having more time with my family and my husband. And I just felt disconnected, my heart wasn't in it anymore and serving, and I still had that little, you know, seed that had been planted when I talked to Wibs about, you know, like, “Why did you go into the Reserve?” And I talked to a couple other reservists who just loved the balance of being able to still serve in uniform while also being able to maybe have a civilian career, or just be able to have some more flexibility to spend more time and focus on their families during a season of life. And so in 2016 I'm sitting there my desk, like, “I just want to go home and take a nap. I'm so tired.” I had two kids at this time. I was like, “Oh my gosh, I'm just exhausted.” But I was like, “OK, I think —" you know, my husband and I prayed about it, we were just like, “OK, I think it's time to just take this leap of faith, kind of walk away from what we've known.” So now both of us would be out of the Air Force and pivot to something else, and like, step into that faith decision that for us, that the Lord's going to provide, and that we wanted to build and focus on the things that were really important to us. So showing that if family faith are the most important things, how was I using my time? How was I using my energy? How are we using our money? Did it reflect what was actually important? And so we made that decision, and then I got out in 2017 and separated. And honestly, it was the best decision ever. Now, I struggled a ton with my identity afterwards, because I just didn't realize that I really kind of was wrapped up in this idea, like, “Oh, I'm an Air Force officer, I'm an Academy grad,” and those things are, like, very focused on what you do. And so I had to kind of redefine what success was to me as far as just impacting the people around me. Col. Naviere Walkewicz 6:41 I want to just interject here for a moment, because you said a couple of things that I really want to pull on before we get too far, because I think it really does impact some of our listeners and some of the experiences that they've had. So the first one, when you talked about that transition, and there was a key word you use, and you use the word “freedom,” — “It gave me a freedom to kind of things a little differently” after having a conversation with your mentor, and then, you know, praying about it with your husband. And so I want to just explore that a little bit, because did you feel like that freedom, or just the ability to kind of navigate that did touch on some of the things you really valued that you learned at the Academy, as far as decision making, and kind of, you know, taking this leap of faith and navigating what's not always known. And, you know, I don't want to say it's safe, but maybe it's not the safest path, right? So, like, can you just touch on that a little bit more? Because I think that is something that, you know, people question that, kind of, in that decision-making place. Jessica Whitney 7:41 Yeah, I definitely think that in that decision, when I say, you know, we had this, I had this freedom to make a choice, we could, kind of, I could kind of lean back onto my time at the Academy of we were given so many challenges at the Academy and things that were unknown and things outside of our control, and you just learn to have an approach where you cannot problem-solve everything, but just like you can say, “OK, here's the variables I know that are true, here are the things that are outside of my control,” which just help you make clear decisions, and then just stepping into the fact that any decision, any action, is just taking one step at a time, and you don't have to have the whole future planned out. And in fact, in the military, you rarely do, right? I always kind of joke with my husband with, like, the quotes, but you know, like Gen. Patton, like “A good plan executed now is better than a perfect plan next week,” right? Col. Naviere Walkewicz 8:40 Next week. Thankful I was able to contribute a little. Jessica Whitney 8:43 Good job. Good job. Yes. And so just, but the fact that, like, just make — do what's best with the information you have now, and take action and don't just sit on it. And I think, but, yeah, that gave me that freedom. Because, yeah, it was a big step and leap of faith, because a lot of people think the military is, well, of course, it is a risky job, and especially risky in the sense of our physical harm and a lot of the challenges that we face. But in many ways, it's something we knew, know, and it's something that's very reliable, and it's something that we had, my husband and I had both lived for, you know, 11 years between the Academy and now. So it was a big leap of faith, as far as, you know, transitioning to the unknown, but we were able to kind of lean on just, “Hey, it's OK that we don't know everything. We can trust the skills that we gained at the Academy and trust the skills that we gain just in life to move forward.” And even with my husband, I'm like, “If this golf thing doesn't work out —" which, by the way, he's been a professional golfer for 10-plus years now, so it's worked out. I fully believe that we are capable of learning anything and doing anything if we choose to set our minds to it, and like we're gonna be OK, like, because of what we learned at the Academy and skills that we garnered. Like, we're gonna be OK moving forward. Col. Naviere Walkewicz 10:13 I love that. And you started to talk about having to redefine yourself, and before we get into that, I think it's interesting, because you grew up as a dependent of — your dad served in the Navy, right? So we like to use the term, you know, lovingly, I was an Air Force brat. You're a Navy brat, so your identity going into the Academy was already one of a military dependent, right? So let's talk about this redefining your identity, because I'm sure that it was much more than, you know, just on the surface level, it seems really simple, right, going from this, but I'm still serving, so it's not really that different, but I'm sure it was. Jessica Whitney 10:49 Yeah, it was a big transition. So as you mentioned, I was a Navy brat. My dad served for 30 years, and I come from a proud heritage of military service. My grandfather, before that, served in the Navy, he joined straight from the Philippines, and my great-grandfather actually served in the Philippine army and was in the Bataan Death March. So I've got a lot of history in the military and a lot of pride and service to my country. And my dad was always, you know, a hero to me and someone that I looked up to, as far as he was always, not the only serving in the military, but he would be a leader of, like my brother's Boy Scout troop, right, and volunteer with this, and he'd be active in the Rotary Club. And my mom worked full time and led my Girl Scout troop, and whenever he was gone to Bahrain for 16 months, you know, she held down the fort with three kids. Like, I just looked up to my parents and how hard working they were, and just how they were always serving something bigger than themselves and balancing family and all that. I still don't know how they do it. And we have four kids now. I'm like, how did you guys do all of that? But when I transitioned out of the Reserve, I just remember sitting one time, like, I was doing my quiet time in the morning, and I was reading my Bible. And at least for me, I had to remind myself my value is not in what I do. It's not in awards I get. My value is one, in Christ, and then two, in the actions that I take each and every day. And it's impacting and positively impacting the people that are around you right now. And honestly, it's a struggle every day, even today. I've been a stay-at-home mom for eight years now, and it's something I think we all struggle with — of like, what is our purpose in life? What is the reason — why we do the things we do? And each person really has to, like, struggle with that. So I had to, I think when I was really struggling with my identity, I had to redefine, like, OK, my worth and value is not in the title that I have or the rank that I have or anything like that. It is loving on the people around me really well and serving to the best of my ability with excellence in all we do right where I am, and that's the most important thing. Col. Naviere Walkewicz 13:25 How did you get to that point of defining that? I mean, is it kind of in lockstep with your views of yourself as a leader? Or would you say it's just where you kind of settled into in your moments of quiet and through your prayer of, “This is how I define my impact and my —" you know, what that looks like? Jessica Whitney 13:48 I think a big chunk of it was just continuous practice, in a way, each and every day, reminding myself, one, is what success looks like, because I think that as people who are highly motivated and being leader, you're like, you've got your to do list, you've got your things you want to do. I've got, like, a to do list, like, this long, you know? And yeah, and I would just tell myself, like, “I've got 25 things to do. I only did six of them.” Like, there was no way I was going to do 25 things in the first place, you know. So I think that as a leader in general, you need to be realistic about what you can actually accomplish each and every day, whether you're a stay-at-home mom or you're a leader in the workplace, and actually be able to, like, you know, time block and say, like, “These are the most important things. These are my priorities.” And probably just over, it's probably just over time of like, every morning, like, "OK, the most important things, like, got my quiet time in. I'm spending time with the kids. I went for a walk, I moved my body, and we're eating healthy meals. I remember when I was working full time, I would kind of be jealous of those people who, like, had time to cook a full meal, and, like, spend an hour maybe making dinner and, you know, have quiet time. I always felt when I was on active duty working full time, it was just like, get up early in the morning, go to daycare, drop off, work all day. You know, work out during lunch. Never have a break, and then run home, make dinner really fast, and, like, get the kids in bed, and there was no break, and there was no rest. And so I remember yearning for that when I was on active duty. And so when I first became a stay-at-home mom, and when I first transitioned out of the Air Force. I really had to remind myself, like, OK, what are my values? What is most important here, and are my actions aligned with that? And if they are, then that's success right there. And so I had to remind myself that every day, like I get time to make healthy meals for my family. I have time to go to the gym five days a week if I want to. I have time to put a, you know, like, say yes to things like this. I've got time to go speak at the Veterans Day ceremony at my kids school. Like, I don't have to feel bad about missing appointments for my missing meetings at work for appointments for my kids. I don't have to choose that all the time. Now, serving in the Reserve, you know, I still miss weekends where the kids have tournaments and games and stuff, but that's OK, like it there's, there's a balance in there. I hate the word balance, because I don't think you ever really achieve that. But I think that as leaders, you know, we have to — like, when you're feeling the most stressed, or when I felt the most stressed, it's when my actions and behaviors just haven't lined up with my values and what's most important to me. “So as leaders in your organization, if you know you guys are — your stated values, are, you know, XYZ, but you're over here doing ABC, then there's going to be disconnect in the organization.” So I think at any time, you know, when there's alignment there, then you're going to feel alignment for you as a person, as a leader. Col. Naviere Walkewicz 17:19 I'd like to dig into those values a little bit, because we did talk about how you've experienced deep personal loss, right, in your family, and you know, how have the values, or maybe just your life experiences, helped you navigate that? Because, you know, I think people experience grief on all levels, and if you don't mind sharing your story a little bit, I think it just will allow others to understand how you were able to navigate through that and maybe continue to navigate through that today. Jessica Whitney 17:51 Yeah, thanks for the opportunity to share this part of my story. So my husband's brother, Bob, was a 2008 grad, and unfortunately, we lost him to suicide in January of 2020. It was really just a complete shock when it did happen. It seemed like it came on so quickly. Bob was just always someone that when you walk into a room, he was always smiling. He was the light in the room. He was such a great husband and father. He was super active in his church and his family. And so a couple things that I took away from all of that was just one, we just never know what people are going through, what storms they are, like, they might seem perfect on the outside, and really, they're having struggles with maybe imposter syndrome or just doubt, or they're just having all sorts of issues, right? So you just never know. I remember standing in the grocery store after he passed away, and I'm like, staring at these bananas that I'm supposed to be buying for eight kids because we were like, up with them, you know, after the funeral. And I'm just thinking, like, no one around me knows that this just happened in my life, and I'm just standing here doing this mundane thing of buying bananas. And I think it, just, as a leader makes you realize that people are walking through storms all over around you, and if you're not currently in a storm, most likely you will be. After he passed away too, we were just blown away by the community support that he received, both from his church as well as from the Air Force family, but I know that it takes time to have good community. It takes — you have to invest time. And all of us, we're just so busy, but these relationships, these are the most important things that we can work on and develop the people around us. It kind of showed up for me in my unit, we had an airman who lost a spouse. He had three young kids at home, and his wife passed away. And I was like, we just need to show up for him, like, be at his doorstep. And we're in the Reserve. We don't live close together. We're not all stationed by the base. So, you know, it's like someone needs to go to his house, bring him a card, tell him we love and care for him as our Air Force family. And you know, he even commented afterwards, he was like, “You know what, you guys—” this Air Force family that he only saw one weekend a month. He's like, “You guys are my lifeline.” But I know that, for me, I really knew that we needed to show up, and that's because I knew what it felt like when people showed up at my door, when we needed it, you know? Col. Naviere Walkewicz 20:51 Wow. I mean, I think that's really — I mean, to navigate that. And loss, I think you know, is as a journey, that it's still a life journey, right? And so, and I think the fact that you were able to lean in and you knew and expressed it in a way that you know, showing up for those and then seeing it happen actually in your unit, and being able to translate that. Have you always known, I guess, about showing up? Have you seen that in other leaders in your career or in your life, what showing up looks like? How that really defined you? Because I'm curious if you know that was all just developed in seeing that in that loss journey, or if it was something you've seen over time and then witnessed it? Jessica Whitney 21:37 I guess I would say, if I'm really looking back, especially because I'm a Navy brat, right? We did live in places all over the country, and, yeah, we did have a good support system. Like my friends, my family, had people that would show up. Like when my dad was deployed, they would show up at the house when I was in high school. You know, we had such a tight knit community there, but I am thinking, like the first time I really felt that was with our church community. After our first son was born, people would show up at our house, and I didn't even know them, and they were bringing food to us. I was like, “Oh my gosh, this is so sweet.” But just, like, that power of community, and then even with leaders that I've had in the past, like my first squadron commander that I can remember, she, like, the first day I got back again from maternity leave, she had, like, just brought, like, a little vase of flowers and put it on my desk, and just like a welcome back, but like an acknowledgement too. Of you know, it's hard to come back after, right? You know, your first child, or any child, like after you have a baby, and then you come back to work, but just, you know, welcoming and showing up. And I think that this, I don't know exactly where it stems from, but, yeah, actually taking the time to do it, because a lot of us know we should do it, but do we actually pause long enough to do it? Col. Naviere Walkewicz 23:11 That's a really great — I think that particular nugget, right? We know what we should be doing, but do we actually take the steps to do it? I think, is actually an important lesson right there. And, you know, would you say that throughout your experiences, and I'm really curious, because I think, you know, you talk about being a stay-at-home mom, but I'm sure your schedule is quite — you said you get six out of your 25 things done. Can you talk about how you're serving outside of the uniform? Because I think that that's really important as well. Service doesn't stop just because we take the uniform off. And I mean, it sounds like you're serving in your church and your community. You know, what does service look like to you now, through that leadership lens, maybe when you're not wearing a rank all the time? Jessica Whitney 23:54 I have really looked at the areas of my life that I want to be active in, like, what's important to me? And in the church, I participate in the women's Bible study, and I'm one of the leaders there and kind of help lead. We have 120 women that come every Wednesday and I'm one of the leaders that, you know, kind of facilitates the overall Bible study. And I've just loved stepping into that role and using my leadership skills to encourage people and show up. And then the other board I kind of serve on is the Class of 2010 Endowment for Cadet Morale. And so our class, with our funds that we, you know, had raised throughout the years, decided to set up a morale fund. So the top squadron for each semester actually receives a $5,000 check from our endowment, and they can use it on whatever they want. And I just remember, like those cadets, those high schoolers that are transitioning to be future leaders of the Air Force, they are amazing. I am impressed every time I interact with them. And the Academy is hard, and I just want to offer that little bit of light, you know, to encourage them. Like, “Hey, you're on a good path. Like, just, just continue on. And here's a little bonus, bonus check.” You know, literally, we love that part. But yeah, so I just love to step into service where I can. Col. Naviere Walkewicz 25:23 I'm glad that you shared that, because I do think it's easy for us to downplay our role and impact in the hats that we wear and the ways that we serve, and so I really appreciate you sharing that, because I think that's an important part of our stories you talked about with me before you know, redefining yourself. I want to go back to that because I think it has to do with being authentic and who you are. And so as you've navigated this new season in your life where you're still serving in these multiple hats and raising your family, supporting your husband, you know, where was that seed planted from, being an authentic leader, kind of, you know, being — leading with integrity, you know, maybe saying, “I can't do this, but I can do this.” Can you talk a little bit about that? Jessica Whitney 26:07 Yeah, absolutely. I took an amazing class at the Academy, a leadership class that a friend of mine, again from the lacrosse team, recommended me, and she's like, “Jess, this class — it's called transformational leadership. It's way more than that. I really think you need to take this course.” And she was so right, because there are so many things that I carry over from that, from that course into my leadership, and then just my everyday life. And it was taught by Capt. Kari Granger, who's now Kari Zeller, and she's an Academy grad as well. And when I got to my ROTC detachment in 2016, so eight years later, this gentleman came into the office, and he's like, “Hey, my daughter teaches this leadership course called being a leader and the effective exercise of leadership. I really want to teach it at Colorado State, but I'm looking for someone to partner with, maybe through the detachment. Like, do you think anybody would want to co-lead this class with me?” And his name was Karl Zeller, and I was like, “I think I took this class when I was at the Academy, and it was amazing, and I would love to lead this class with you.” And so not only did I take the class at the Academy, I also taught it two semesters while at Colorado State, we kind of made it an elective class, and we had several cadets and cadre go through the class, which was just an amazing experience. Because I think most of us know that when we have to teach other people something, we learn it even better than when we go through it ourselves. So the kind of the main takeaways I had were one kind of heard the definition of integrity. We all know the Air Force's definition of doing what you know the right thing when no one's watching, when nobody's looking, but she kind of defined it more as both keeping your word and honoring your word. So we all know that keeping your word that's easy, but what is honoring your word mean? And her framework kind of laid out, honoring your word is, as soon as you realize you're not going to keep your word, notifying the person that involves saying when you are going to keep your word and then cleaning up any mess that you made by not doing it. So a quick example would be, you know, you're running late to a doctor's appointment. You get in the car, you realize, “Oh my gosh, I'm going to be seven minutes late to the appointment.” Instead of, like, white knuckling your steering wheel to make it in time, you feel guilty when you get there. You immediately call the office. You tell them, “Hey, I'm going to be late to the appointment. I'm going to get there seven minutes late. And, you know, I realized that this has an impact on you like, you know, let me know if I need to reschedule." Whatever it is, right? Most people are so shocked by this ownership that they are so much more gracious to you in whatever the circumstances are. And on top of that, you're not stressed. You're not, you know, white knuckling. Col. Naviere Walkewicz 29:22 So when it really takes you nine minutes to get there? Yeah,.   Jessica Whitney 29:26 So hopefully overestimate.   Col. Naviere Walkewicz 29:28 Seven minutes and 40… Like, round down. Jessica Whitney 29:29 My husband calls that, like, Jess math. I'm like, yeah, well, it's fine. It's fine. But, like, if you think about in the workplace, right, like, you have an assignment, you have something your boss gave you, it's due Friday. You realize Monday, OK, there's no way I'm going to do this. I can either stress about it, work super late hours and, you know, like cause all this extra stress, and then maybe still not accomplish and get the work done, and then show up to my boss on Friday and say, “OK, sorry, boss, I couldn't get it done.” Or on Monday, you bring up the conversation, you swallow your pride, and you say, “These are my challenges.” You manage expectations, and you're you guys together. Can you know, either reassign, get help or bump the deadline, whatever it is, but now you're no longer living in this like, fear of like, I'm going to be late or whatever, like you're able to perform better. And so they, in the class, they talked about how, with integrity, everything works. And they talk about the idea of like a bicycle wheel, right? There's spokes on a bicycle wheel, and if all the spokes are intact, it's going to run very smoothly, right? That's keeping your word and honoring your word, you're performing really well. Well, when you're not honoring and those folks and you're not keeping your word, or you're not honoring your word, some of those books are missing, so it's just going to be a little bit bumpier. And things are going to get done, but they're not going to get done as well as they would if you were honoring your word. So that's a big takeaway Col. Naviere Walkewicz 30:56 That's a great analogy. Wow. Yeah. Jessica Whitney 30:58 So I apply that, I feel like in everything, because I think a lot of us will get in the way of ourselves, of just like, “Oh, I don't want to tell them and be late, or I don't want to, I don't know, disappoint someone, or I know there's expectations with my husband, but I'm just going to ask forgiveness instead of, you know, for permission,” or whatever it is with whoever. So anyway, with integrity, nothing works. And so I kind of take that away of, like, OK, what's expected of me? OK, I'm going to try to meet that. And that kind of lines up too with just this idea of what's your values, right? So if I say I'm a person that values fitness, do my actions line up with that. That's part of my word. OK, so I've said, I've said, “OK, I'm a fitness person and I want to be healthy.” Well, am I going to the gym? Am I eating healthy? Am I drinking too much? Am I — whatever? Do my actions align with that? No, OK, I'm not in integrity. It's not bad or good. It's just not working as well. Not going to accomplish my goals if I'm not in alignment with the other two things. And I'll just touch on them quickly, and then we can explore more if you want. But the other one is what's undefined runs you, which is basically means — Col. Naviere Walkewicz 32:06 Wait, say that one more time. Jessica Whitney 32:09 What's undefined runs you. So it's this idea of all of us have stories most likely from our childhood that we make up about ourselves. So like, I don't belong. I can't disappoint people. I have to get things done the right time. And we can probably all look back in our past and say, “I remember I got in trouble one time when my grandpa was at the house and I was late getting in, and he said, you know, you're disappointing your mom. You're not listening to her.” And then, all of a sudden, you make this life sentence for yourself of I can't disappoint my mom. I can't disappoint so now you have this filter, this mindset that all of your decisions and actions flow through that says I can't disappoint others. Well, of course, that's going to limit what you can and can't do, because it's filtering out half of, you know, a quarter of action, anything that could any — Col. Naviere Walkewicz 33:03 Risk or grit. Jessica Whitney 33:05 Exactly. And so what the undefined run you means you're never going to be able to completely get rid of these filters and things that you have, but you can name them and define them. So you say, OK, like for me, I was a Navy brat. I moved around a lot, and so I often felt like I didn't belong where I was. Like, I always felt like people already had relationships, all that stuff. So I do, I know that I will walk into a room like a Bible study, and in my mind, think, “Man, like, people just don't really connect with them. Like, maybe they just don't like me.” I'm like, “No, I've been here for five years. I belong here. I am a part of this group.” But it's this, you know, filter that I'm running things through, of I don't belong. I need to name that, remove it, and then be like, OK, I belong here. I am part of this group. Naviere Walkewicz 33:54 So what have you named it? And have you removed it? Jessica Whitney 33:59 I think it's more about just the awareness. So it's like that, we as leaders have to be aware of the things that are getting in our own way of being an effective leader. And so I — this is a big one for me, like the I don't belong. So even recently, I walked into a new group of women and I said, “I belong here. I am a part of this community.” It's like at my son's school, and I can contribute as me. I don't have to hold back, or, you know, be a certain way. I can be myself. I can be my authentic self and lean into this. And it was very freeing, because in the past, I have gone in and just kind of like sat kind of back, and I don't want to be intimidating, or I don't want to take over the conversation, or just whatever it is, I'm not being myself, and I have to tell myself, like, “I belong here. I can be myself if they don't accept me for me, that's OK,” you know. But I can't hold back just because I'm trying to fit in and just because I'm trying to be risk averse, or, you know, conflict averse, or something like that. So, yeah, just be yourself, right? But so what's undefined runs you. So as leaders, we need to identify what's holding us back, what's running our lives, right? And just name it. They have a phrase: “Name it to tame it.” So once you can put a name on it, then that often helps you change your actions, you know? And then the last one is just, I think leaders, you are a leader. If you are impacting something around you, the organization, the people around you, they wouldn't be who they are without your influence. So in that framework, we talked about creating a future as leaders. So you've got a current organization, and maybe there's, you know, like no one likes to hang out, there's gossip, there's toxic leadership, there's bad communication, no transparency. This is a very imaginary organization, of course. But you acknowledge, like, OK, this is what's going on. Let's create a future. What does the future look like that we actually want, with all the actions and things like, OK, we have transparency. We like to hang out. There's, you know, Squadron picnics. We go to PT and we all encourage and work hard. We handle conflict in a healthy way. OK, so if we're standing in that future and looking back, how did we get here? So the course is a lot about, like the whole ends, ways, means that the Air Force talks about, but just how can you stand in the future and look back and say, “How did I get to that spot?” And then that's how, you know, what's the next action you can take in this current spot? Col. Naviere Walkewicz 36:49 Wow. Jess, it's almost like you read my mind, because there's two questions I actually want to ask you, and one of them is about looking back. So why don't we start with that one? First, you know, what is something you would tell yourself, young Jess back then that you could be doing then to help you be a better leader now? And is it actually what you just talked about, or would it be something else you would add? Jessica Whitney 37:11 No, I think it would be just that. Like, no, where do you want to be even, like, let's say, in five years, or what's going to be most important to you in 80 years? Right when you're 80, when you look back on your life like, what's going to really matter? And start aligning your life with that. Now, some of that takes time, but standing in that future of how you want it to feel, how it looks, how you want your organization to feel. Like, start — write it down, put it on a vision board, talk about it with someone. And then I would say to myself, like, and then start working towards it. I think when I was younger, I was, you know, I was comfortable with where I was at. I was afraid to take risk. I was afraid to do things different than what I always thought I would do. And you know, for me, the Lord really worked in it, in my heart of just saying, Just trust me. Just trust me with that next step you have the direction you kind of want to go, and I'm going to take you on a journey that you know you're probably never going to be able to predict, kind of like, what I talked about at the beginning, like I pivoted, like it was completely different than what I want, and just be OK with that. That's the beauty of life is, you know, pivoting with what's in front of you, but just taking that next, that next step. Col. Naviere Walkewicz 38:32 I love that. And then what is something that you do every day, just to be better and better is really you define better, but what is something you're doing every day. Jessica Whitney 38:42 I love the books, like The Power of Habit and Atomic Habits and yeah, they're so good in just this idea of your daily actions are, what are, who you are, really like, how you show up in the world, because you can only control what you're doing today. Can't control what you're doing tomorrow or what you did in the past, and so for me, one, I do love to read. So I'm always reading books, listening to podcasts and all that kind of stuff. So I think, as a leader, just, like, surround yourself with lots of different opinions, read different things and just encourage my brain. Two, I love to surround myself with people that encourage me and a community that's going to help me challenge myself to improve. And then three, like those daily actions of self-improvement, of like, OK, how can I be just like, 1% better than I was yesterday, whether that be choosing to eat a little healthier today or going on a 30-minute walk, or, you know, when you're lifting weights like, Can I do five pounds more on this? Like, one or one more rep, right? Like, one more. But I do love that analogy, and weightlifting like, OK, I didn't realize that, you know, like, I can do one more rep this week than I could last but three months ago, you know, I've made huge improvement from three months ago. But you don't realize until after the fact. So I think, you know, being a high achiever all my life, it's like, you want to see these big, like, changes and, you know, immediately, but oftentimes it's in these, like, small moments of like, “How can I just be better today?” Healthwise, community-wise. Who can I love on today? How can I, you know, for me, like being in alignment with, you know, what I think God has for my life, being in prayer and focusing on the people around me. You know, that seems like a lot of things. That's why I've got 25 things on my list, , Col. Naviere Walkewicz 40:44 But you get a few of them done And that's OK, because you just gotta do one. Jessica Whitney Exactly, you just gotta do one. Col. Naviere Walkewicz 40:51 Well, I can just share how much, you know, you really just like leaned in and shared your love and wisdom with all of us. And I think that's one of the things I really appreciated about this today: how you showed up for us and shared your authentic self, and so I just want to say thank you. You know, as we wrap up today's conversation, Jess, what's really stood out to me is that we talked about leadership is just about as much about character, but it's really also about, like, showing up and who you are. You know, you show us just that strong leaders don't just show up and need to have all the answers. They actually just need to show up, right? And just, you know, live their values, live with integrity. And I love how you said, you know, honor your integrity even when life is uncertain or changing. So, you know, I think your transition out of active duty could have been a moment of doubt and struggle, but you turned it into an opportunity to serve, and your family has continued to thrive. So thank you for all that you're doing in your community, and for all of you who need to hear this journey, for those that have also gone or going through a transition, this is a conversation you certainly don't want to miss. So again, thank you to Jess Whitney, Class of 2010. It's been a pleasure having you on Long Blue Leadership.   Jessica Whitney 42:05 Thanks again. Outro 42:05 This Long Blue Leadership conversation was recorded Wednesday, Nov., 19, 2025. KEYWORDS Leadership, authentic leadership, transformational leadership, values-based leadership, character-driven leadership, servant leadership, integrity, honoring your word, keeping your word, accountability, responsibility, vulnerability in leadership, decision-making under uncertainty, courage, leading through change, creating a future, vision casting, aligning actions with values, purpose-driven leadership, redefining success, identity as a leader, mentoring, mentorship, developing others, showing up for your people, empathy, compassion, community building, resilience, leading through grief, supporting mental health, trust, transparency, culture change, organizational alignment, handling conflict, managing expectations, setting priorities, work-life integration for leaders, modeling behavior, investing in relationships, daily leadership habits, incremental improvement, 1% better mindset, self-awareness, naming limiting beliefs, “what's undefined runs you”, authenticity, influence without rank, service beyond the uniform, leading in family and community, Long Blue Leadership. The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

This week the SOL Citizens revisit Cloud Imperium Games' presentation of Star Citizen 1.0 from CitizenCon 2024 in Manchester, U.K. Featuring: BandoCalrissian, Captain_jones & GriffinGamingRPG Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens Soundcloud: soundcloud.com/solcitizens

The AV-8B Harrier is one of the most demanding, iconic, and battle-proven aircraft in military aviation history. Now, as the Harrier era draws to a close, one squadron remains to carry the torch: VMA-223, the Great American Bulldogs.In this episode, Cinco sits down with the commanding officer (Traper) and executive officer (Porky) of the last AV-8B Harrier squadron to talk about the jet, the mission, the culture, and what it means to write the final chapter of an extraordinary community. This is a conversation about legacy, leadership, and the kind of airplane that shaped the aviators who flew it.Support this podcast at — https://redcircle.com/the-fighter-pilot-podcast/donations

This week the SOL Citizens revisit Cloud Imperium Games' presentation of StarEngine from CitizenCon 2023 in Manchester, U.K. Featuring: fastcart fc, GriffinGamingRPG & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

Send us Fan MailFormer USN Tomcat pilot, Brent shares what life was like in a F-14A fleet squadron with plenty of detail for all you Tomcat and Navy fans out there!*Pick up one of our patches -  https://ebay.us/m/B0gs3iHelp to keep the channel going:         PATREON - https://www.patreon.com/aircrewinterviewDONATE - http://www.aircrewinterview.tv/donate/* Pick up some AI merch - https://www.teepublic.com/user/aircrew-interview  Follow us: https://www.aircrewinterview.tv/https://www.instagram.com/aircrew_interviewhttps://www.facebook.com/aircrewinterviewhttps://www.twitter.com/aircrewtvSupport the show

his week the SOL Citizens review Update 4.7 and the latest changes in Star Citizen! Featuring: GriffinGamingRPG & SeriousFun Join this channel to get access to perks: https://www.youtube.com/channel/UCe97JZDK7J2L3H3FUQ3AB4g/join Merchandise: Design by Humans: https://www.designbyhumans.com/shop/SOLCitizens/ Streamlabs: https://streamlabs.com/solcitizens/merch SOL CITIZENS are supporters and backers covering the development of Cloud Imperium Games upcoming games "STAR CITIZEN" and "SQUADRON 42". Patreon: patreon/solcitizens BlueSky: https://bsky.app/profile/solcitizens.bsky.social Twitch: twitch.tv/solcitizens Twitter: twitter.com/solcitizens

6. At the Battle of Actium in 31 BC, Antony's blockaded fleet is forced into a breakout attempt to save their treasury. During the engagement, Cleopatra's squadron, marked by purple sails, breaks through the line. Antony follows her, abandoning his fleet and army, which Strauss describes as a devastating blow to his Roman honor. Although his sailors continue to fight, Octavian's forces eventually use fire arrows to destroy the remaining ships. This decisive victory allows Octavian to secure total control over the Roman world as the defeated lovers flee back toward Alexandria. (6)

Send us Fan MailMike Harrage is a former British Army soldier who began his military career as a Radio Operator in the Royal Signals. Early on, he realised he wanted to push himself further and volunteered for the Airborne Forces straight out of training. After successfully completing P Company and his parachute training, he earned the coveted Maroon Beret and Parachute Wings.Mike deployed on two operational tours of Afghanistan, experiencing combat on both. His first tour as a Company Signaller attached The Royal Irish Regiment, operating from a patrol base in Nade Ali, Helmand Province.He later deployed on a second tour as an attachment to a Special Operations advisory team. Made up of International Special Forces SNCO's and Officers they were tasked with advising the Crisis Response Unit, a Special Forces Squadron in an elite Regiment of Afghan National Police operating in Kabul. Known for his sense of humour, Mike tells his story with an emphasis on the laughter and banter that helped soldiers endure some of their darkest moments. Always a smile on his face.Today, Mike works professionally in telecommunications and is also an emerging DJ. He has written a number of poems reflecting on the soldier's experience in Afghanistan, aiming to give a voice to those who did not return. In the near future, he plans to launch a platform to share these works more widely.Instagram: @blactionmanIf you are interested in being a guest on the podcast, please email us at info@vsompodcast.com, or follow us on social media: @veteranstateofmindSupport the show

From combat missions in the F-22 Raptor to more than five months aboard the International Space Station, Lt. Col. Nichole “Vapor” Ayers '11 has seen it all. SUMMARY In this episode of Long Blue Leadership, Col. Ayers reflects on mentorship, teamwork and building the next generation of warriors and astronauts.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK     TOP 10 TAKEAWAYS 1. Leadership is fluid: sometimes you lead, sometimes you follow. On Dragon and the ISS, command shifted between Anne McClain and Takuya Onishi. Everyone alternated between being commander and flight engineer, showing that strong teams normalize moving between leading and supporting roles. 2. Team care starts with self‑care. Vapor repeatedly links sleep, rest, hydration, and health to leadership performance. You can't be present for others if you're exhausted or burned out; taking care of yourself is a leadership duty, not a luxury. 3. People first, mission second (to enable mission success). Whether on deployment with 300 personnel or in space with 7, she focuses on taking care of the human—family issues, logistics, burnout, and emotions—trusting that performance and mission execution follow from that. 4. Trust is built long before the crisis. ISS emergency training with all seven crew, plus years of joint training in multiple countries, builds shared understanding and trust. When emergencies happen, the crew isn't figuring each other out for the first time. 5. Quiet, thoughtful leadership can be incredibly powerful. Takuya Onishi's style—observant, calm, speaks only when it matters, and brings thoughtful items for others—shows that you don't need to be loud to command respect. When he spoke, everyone listened. 6. Leadership means being fully present, especially on others' hard days. In both combat and space, you can't “hide” when someone's struggling. Being reachable, attentive, and emotionally available is a core leadership behavior, not a soft add‑on. 7. Normalize mistakes and share lessons learned. From F‑22 sorties to NASA operations, it's expected that you openly admit errors and pass on lessons so others don't repeat them. A culture where “experience is what you get right after you need it” only works if people share that experience. 8. Plan for “seasons” of intensity, not permanent balance. She frames life as seasons: some are sprints (deployments, intense training, big trips); others are for recovery. Wise leaders anticipate these cycles, push hard when needed, then deliberately create room to reset afterward. 9. Model the behavior you want your team to adopt. If the commander is always first in, last out, everyone else feels pressure to match that. By visibly protecting her own rest and home life, she gives permission for others to do the same and avoid burnout. 10. Lean on—and be—a support system. Her twin sister, long‑term friends, and professional peers form a lifelong support network she turns to when she fails, doubts herself, or hits something “insurmountable.” Great leaders both rely on and serve as those trusted people for others.     CHAPTERS 0:00:00 – Introduction & Vapor's Journey (Academy, F‑22, NASA) 0:00:38 – Launch Scrub, Second Attempt & What a Rocket Launch Feels Like 0:03:33 – First Moments in Space, Floating & Seeing Earth (Overview Effect) 0:06:11 – Leadership & Teamwork in Space: Roles, Trust, and Small-Crew Dynamics 0:10:19 – Multinational Crews & Leadership Lessons from Other Cultures 0:14:47 – No‑Notice F‑22 Deployment & Leading a Squadron in Combat 0:18:14 – Managing Burnout: Scheduling, Human Factors & “Crew‑10 Can Do Hard Things” 0:19:46 – Self‑Care as Team Care: Seasons of Life, Rest, and Being Present 0:26:02 – Family, Being an Aunt, and Balancing a Demanding Career 0:28:14 – Life After Space: Mentoring New Astronauts & Evolving as a Leader     ABOUT NICHOLE BIO U.S. Air Force Lt. Col. Nichole "Vapor" Ayers is a trailblazing pilot, leader and astronaut whose journey began at the United States Air Force Academy, where she graduated in 2011 with a degree in mathematics. An accomplished F-22 Raptor pilot, Ayers is one of the few women ever to fly the world's most advanced stealth fighter — and she's one of even fewer to command them in formation for combat training missions. Col. Ayers earned her wings through years of training and operational excellence, logging over 200 flight hours in combat and playing a critical role in advancing tactical aviation. Her exceptional performance led to her selection in 2021 by NASA as a member of Astronaut Group 23, an elite class of 10 chosen from among 12,000 applicants. As a NASA astronaut candidate, Col. Ayers completed intensive training at Johnson Space Center, which included spacewalk preparation, robotics, survival training, systems operations and Russian language. Now qualified for spaceflight, she stands on the threshold of a new chapter that led her to the International Space Station. Throughout her career, Col. Ayers has exemplified the Academy's core values of Integrity First, Service Before Self and Excellence in All We Do. Her journey from cadet to combat aviator to astronaut is a testament to resilience, determination and a passion for pushing boundaries.   LEARN MORE ABOUT NICHOLE NASA Astronaut Nichole Ayers   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guest: Lt. Col. Nichole "Vapor" Ayers '11   Col. Naviere Walkewicz 0:00 Vapor, welcome to Long Blue Leadership. We are so thrilled you're here. Col. Nichole “Vapor” Ayers 0:11 Thank you. Thanks for having me. Col. Naviere Walkewicz 0:12 Absolutely. So the cadets get to spend some time with you at NCLS. Here the Long Blue Line is going to get to hear from you. And you know, we can actually go through the list. You know, F-22 pilot, USAFA 2011 graduate, you've been in combat, you're a NASA pilot. The list is probably shorter what you haven't done. But, frankly, I'm just excited that you're here on Earth with us, because the last time we spoke, you called me from outer space. Col. Nichole “Vapor” Ayers 0:35 Yeah, that was a lot of fun. That was a lot of chat with you then too. Col. Naviere Walkewicz 0:38 So let's just jump right in. So if we can just kind of catapult you, and let's do it in the way that they that NASA does, into space, maybe starting with the countdown, and then the Gs you take, what is that experience like? And maybe, what are some things you were thinking about in those moments? Col. Nichole “Vapor” Ayers 0:53 Oh, yeah. So, you know, we launched on March 14. First attempt was March 12, and we actually scrubbed the first launch. So we got all the way down to T minus 42 minutes right before we armed the launch escape system. So that's kind of a big milestone on the countdown. We were having issues with some hydraulics in the clamp that actually holds on to the rocket wall and then let's go. We weren't quite sure whether it was gonna let go, so they scrubbed the launch then, and it was a fascinating — you don't feel like you've got a ton of adrenaline going, but, you know, you feel kind of like you're in a sim. We do some really phenomenal training. And so when you're sitting on top of the rocket, it feels like you're in a simulator, except it's breathing and living, and the valves are moving, and you can hear the propellant being loaded and all of that. And so there's a very real portion to launch date. But then, coming down off of that adrenaline, we got a day off, thankfully. We could just kind of rest and relax and then go again. So everything went smoother the second try. Of course, you know, everybody's nerves are a little less, and everything was — it just felt calmer the whole way out. But, yeah, when that countdown hits zero, I like to say you're being slingshotted off the Earth. That's how it felt. You know, in that moment, you're going. There's over a million pounds of thrust, and it's going. Col. Naviere Walkewicz 2:10 I mean, that sounds like a lot. I can't really fathom in my mind what that feels like. Can you describe it? Col. Nichole “Vapor” Ayers 2:17 You know, so I talked about in an F-22 and an afterburner takeoff, which is the most thrust that we have basically in any airplane on Earth. You know, you get set back in your seat really far. And, if you think of an airliner takeoff, you kind of get set back in your seat a little bit. Multiply that by, like, 10 or 20, and then that happened for nine minutes straight on a rocket. You're just being forcefully set back in your seat for nine minutes straight and just thrown off of the Earth, and in nine minutes, you're in orbit. Col. Naviere Walkewicz 2:49 So when you had your practice, did you experience that level for that long as well? Col. Nichole “Vapor” Ayers 2:54 For the simulators? So they can't that. We can't necessarily simulate the Gs in the sim. So that's like the one part that, you know, we go through the whole launch, but you're sitting at one G the whole time, and throughout the launch, you know, the Gs build, then we back off the thrust and the Gs build again, and then you have an engine cut off. And I like to explain, like, if you could visualize, like an old cartoon, and everybody's in the car driving, and Dad slams on the brakes, and everybody hits the windshield. And then he slams on the gas again, and everybody goes back to their seats. Like, that's what it felt like when the engine cut off and, you know, main engine cuts off, and then within a few seconds, the second engine lights, and you're set back in your seat again. So I like to give that visual. Col. Naviere Walkewicz 3:33 That's really helpful, actually. Wow. OK, so you're there, you're in space. And I guess my first question would be, what's something that, in that moment, you're either thinking or you're just, are you still just orienting yourself? What is that like? Col. Nichole “Vapor” Ayers 3:45 Oh, man, you know, we're still in the seats for the first few moments in space, and we have to open the nose cone. There's some other things that are happening on the spacecraft, and getting ready for a burn, for a phasing burn, to get up to and catch up with the International Space Station. But, you know, then eventually you get to unbuckle and get out of your seat and floating for the first time. I got out of my seat and I'm floating there. It felt like, you know, Captain Marvel when she's, like, hanging out. Yeah, that's, that's how I felt. And, you know, I like to give the visual, because it's like, it's just nothing you've ever experienced in your life, you know. And then you look out the window and the view is something, it's indescribable. You know, I don't think we have the right words in the English language to describe what it feels like to look back at Earth from space. Col. Naviere Walkewicz 4:35 Was there a moment when you're looking out at Earth — did you kind of play back just different things in your life? Did you think about, you know, significance of things, or, like, scope of things, or even just the vantage point? Did it kind of just change things or were you just in awe at the moment? Col. Nichole “Vapor” Ayers 4:49 No, I think, you know, we talked about the overview effect, when astronauts specifically look back at Earth, and it hits everybody kind of differently. And for me, I think the biggest thing you know, when you look at a map of the states or a map of the world, you know, every country is a different color, or every state's a different color, and there are lines that describe the borders, right? And those don't exist in in space. Those don't exist like when you can't see different colored states, right? But you can see the Grand Canyon, and you can see the mountains, and you can see the Amazon, and you can see the desert in Africa. And you get to, you know, you get to learn the world geography by colors and terrain. And it's just a really good reminder that, you know, we're all humans, and we're all on this little fragile marble, just trying to take care of each other and trying to take care of Earth. And so I think that's what hit me the most, was just there are no borders, and we're all the same. Col. Naviere Walkewicz 5:44 Gosh, well, it's a unique and probably highly impressive team that you're with. I mean, we know the road to get to becoming a NASA astronaut is certainly one that is very difficult. Starts from many, many, in the 1000s, down to 10. And so, you know, when we think about leadership, and I've heard you share this before with others, you talk about teamwork and leadership, maybe explain a little bit what that's like in space when you're all so highly effective leaders. You know, what does that look like? Col. Nichole “Vapor” Ayers 6:12 That's a great question. You know, I think for us, it is a very fluid movement, right? You lead one day; you follow the next. And you know, I'll give you an example. So Anne McClain was the commander of SpaceX Crew-10 for NASA. So she was in charge of Crew-10 is our ride up to the space station, and our ride home, right? It's the capsule, the rocket and the capsule. And then we were on Expedition 73 aboard the International Space Station, where Takuya, who it was, Takuya Onishi, who was our mission specialist on Dragon, soon as we crossed into the hatch and he took command. He is now the commander of the Space Station, and Anne and I are flight engineers, and so it's a pretty fluid movement in terms of leading and following. But ultimately, you know, it's just about being a good team and taking care of each other. And I think that being a good leader is taking care of other people. And, you know, we talk about team care — self-care, and team care are like the huge parts that we actually train and learn about at NASA as we go through our training, because you're on this really small space in the vacuum of space for five-plus months at a time, and it's — there are only seven people up there and everybody's going to have a bad day. We're all humans, and you can't, there's no hiding.   Col. Naviere Walkewicz 7:30 What's a bad day like in space?   Col. Nichole “Vapor” Ayers 7:32 People make mistakes, right? We're all human. You might make a mistake on something, you might mess up a procedure. You hope that it's not something that causes a safety incident, right? The main goal for me, at least, was, I know I'm going to make mistakes. As long as I'm not unsafe, I'll be happy. And I think that a lot of us have that conscious decision-making process. But I think that we're also humans and have Earth lives, and your Earth life doesn't stop when you go to space. And so bad days could be something going on at home. Bad days could be something going on in space. Could be an interaction that you had with somebody on the ground that, you know, there's a lot of communication that happens between us on the ground. There are thousands of humans on the Earth that keep the Space Station running. So that day could be anything but it's tough to hide up there. Here, you can kind of like, duck and cover and maybe you just spend the day in an office. But it doesn't happen up there. We have to continue to work and continue to function. Col. Naviere Walkewicz 8:32 So you mentioned that there are seven of you in this tight space. Now, when you go up there, your crew, is it the same seven?   Col. Nichole “Vapor” Ayers 8:38 For the majority of the time. Col. Naviere Walkewicz 8:42 OK, excellent. So one of the things we think about whenever we're leading or we're working with teams is trust, and obviously you have a great amount of trust with the crew that you're going up there with. But then you mentioned you went on to the ISS and you're working with others. What does that look like when it's someone maybe you haven't worked as closely with in a really important mission? Col. Nichole “Vapor” Ayers 9:03 So for the seven expedition members, we actually do train together for a little bit of it, not nearly as closely as, you know, the four of us training for Dragon mission. But because the most dynamic parts are launch and landing, we do a lot of training together, just as the four of us, but we train all over the world. So we go to Japan and Germany and Canada, and we go to, you know, Hawthorne, California, and we go to Russia, and we train with them, and we learn about the Russian segment, and we train with our fellow cosmonauts there. And we do emergency training specifically all together, because it takes all seven of us in an emergency doing the right thing and knowing everybody's roles. And so we train that together as well. And then anytime you're in the same country or same city together, then you get to spend the time outside of the training to get to know each other. And so you actually know your crew fairly well. But obviously, everybody's from a different nation. And we had Americans, we had a Japanese astronaut, we had Russians, so you learn everybody's culture, and it's actually, you know, to your point on being in that small — and not necessarily knowing everybody. There's also a cultural aspect; we get to know each other. We get to learn about other people's cultures and figure out how to communicate and live and work, even across the whole world. Col. Naviere Walkewicz 10:19 What was something that you learned from another culture of astronaut, maybe in the leadership realm, or just something that you took away, that's really something that surprised me, or like to emulate? Col. Nichole “Vapor” Ayers 10:30 I love Taku's leadership style. So Takuya Onishi — he's one of those more quiet humans, and he's super kind, but he is the most intelligent human I've ever met, and he is super-efficient with everything he does, and he pays attention to all of the little things. And so he only speaks up when he thinks something needs to be changed, or when he thinks that, like, we need to go in a different direction, otherwise, he's pretty happy to let you go, like, let you go as far as you want to go on something. And then when he thinks you're gonna run off a cliff, he pulls you back. So when he speaks, everybody listens. And I love that. I think some of that is cultural, obviously, him being from Japan, but I think it's also just his personal leadership style, but I learned a ton from him in terms of how to interact with people, how to let people be themselves, but also how to run a ship, and everybody knew exactly who was running the ship. Col. Naviere Walkewicz 11:22 Wow. And it shows that respect lens that you're just kind of talking about when he spoke. Everybody listens. Is that something that you feel you already had that kind of leadership style or is that something that you've kind of evolved in yourself? Col. Nichole “Vapor” Ayers 11:37 I like to think that that's the way that I lead. That's kind of how I try to be a leader. But we're not perfect, right? Nobody's perfect. And watching him, you know, taking notes from how he interacted with everybody, the things that he thought of, the things that he brought with him for us on station, you know, we get a very limited amount of stuff, personal things that we get to bring with us. And he brought things for the crew that were like, huge milestones for professional careers. You know, just the attention to detail on the human beings around him was pretty phenomenal. So it's one of the things I'm working on to be better at, because I like to think I'm good at it. But I saw the master work. Col. Naviere Walkewicz 12:18 I love that. And something you said about him, he always has attention to detail, and he saw the little things. He paid attention to the little things. I remember a past conversation we had. You had a little nugget from Col. Nick Hague, also USAFA — '98 I believe. And I think he said to you, something about, you know, “Nicole, don't forget that you're squishy,” or something like that. And so have you had more of those moments in there where they're like little nuggets or little moments that actually give you a big return or big lessons in your life? Col. Nichole “Vapor” Ayers 12:46 Oh, definitely, yeah, that one's a funny one, because the space station is metal. Everything is metal, and it's hard and so we still have weight, well, mass. We still have mass. We don't have weight, right, because we're in microgravity. But if you're cooking around a corner and you run into a handrail, it's gonna hurt, you know, if you imagine going 10 or 15 mph into something metal, it's gonna hurt — you're squishy. So that was a great lesson in slowing down and making sure you're watching your surroundings. But one of the things that Anne McClain says that cracks me up, but every time it happens, like, “Yep, this is definitely—," she says, “Experience is that thing you learn right after you need it.” And so we had a lot of those moments where you learn a lesson and you're like, “Ah, I wish I knew that five minutes ago.” And so that's something that applies everywhere. Experience is that thing you always needed right before that happened. But we also like to say Crew-10 can do hard things. That's another thing that was just kind of our motto, whether it's training — some of the training can be really physically demanding. It's really mentally demanding. And it's a lot of travel. When you get assigned to a mission, it's probably a year and a half to two years of training, and then you're gone for six months. So out of that two to two and a half years, you're not home for over a year. So you're all over the world, traveling to train and work. And like I said, we're all humans. We have Earth lives, we have homes, you get situations back home. And so navigating personal lives, navigating professional lives, navigating tough training. Crew-10 can do hard things. We like to say that. Col. Naviere Walkewicz 14:22 I like that. It also talks a bit about your grit. Crew-10 grit. So, talking about hard things, I'd like to take us to the time when you've been piloting the F-22 and you've seen combat. I heard you speaking a little bit before about a no-notice deployment. Let's visit that time in your life. What were you doing? What was your role, and what was something you experienced? Col. Nichole “Vapor” Ayers 14:47 Sure. So I was actually flying the day that we got notified. And, you know, just a standard training sortie — had landed, and some of the maintainers were like, “Hey, have you heard what's happening?” And I was like, “No, what's happening?” And then we had a big squadron meeting, and that's when we got notified, like, “Hey, we're deploying.” We were on the GRF, is what it was called at the time, Global Response Force, and I think some of that structure has changed since I left that squadron, but we knew that once we were on the GRF, there was a chance that we would get activated and get moved somewhere. Didn't necessarily expect it to be quite that quick. I think it was like the next week we got this deployment. So we got notified on a Thursday, I think, and then on Monday, I was taking off.   Col. Naviere Walkewicz 15:31 Oh, really no notice.   Col. Nichole “Vapor” Ayers 15:33 Yeah, so, four days later, we were taking off, and then seven days later, we were flying missions from — we were stationed at Al Udeid Air Base, so we're flying out of Al Udeid within a week. Col. Naviere Walkewicz 15:45 How many with you?   Col. Nichole “Vapor” Ayers 15:47 So when we deploy, we actually deploy with our maintenance squadrons, 300 people. Twenty to 30 of them are the pilots, and then the rest are the maintainers. And so it's the entire squadron. We morph into an expeditionary squadron. And so there are 300 people that head out. Col. Naviere Walkewicz 16:03 So I imagine, you know, on top of the fact that it was such a rapid movement, there's probably things that people had to obviously work through family. This needs to happen. But what were some things that you experienced in that deployment, or even in just that transition? Col. Nichole “Vapor” Ayers 16:21 Again, I go back to taking care of people. I was a flight commander at the time. We had two flight commanders, so I'm in charge of basically half the squadron, and we had a really wonderful commander who gave us the authority and the autonomy to leave the squadron. So, you know, it's about saying, like, “How are you guys doing at home?” Half our squadron didn't even have tan flight suits. You know, we're trying, we're working with logistics. We're trying to get everything ready. Like, does everybody have a go bag? Does everybody even know what a go bag is? Do you have the things you need? So working all of that. And then do you have the childcare figured out? Do you have the — how is all your family doing? Are you ready for this? And then we had to do a bunch of last-minute training before we left. And so it's a really busy time, but it was one of the first times where I felt like I had an influence on the people that were under me, that I had supervised. And so it was a really great experience to solve those problems, figure it out and help people get off the ground in four days successfully, and leaving something, some semblance of structure at home. Col. Naviere Walkewicz 17:24 So you said it was the first time where you kind of really felt that you had that impact. What would you say kind of maybe crystallized within yourself in learning that? Col. Nichole “Vapor” Ayers 17:36 I think it really solidified. I think I said, “I try to lead by taking care of people,” right? I truly believe if you take care of the human, they're going to do a really great job. You don't have to ask much of people at work and in their professional life, if their personal and the human side of them is taken care of and so that's kind of what I mean when I say that solidified it for me, like, make sure that the humans are good to go, and they'll go do anything you want to do. Col. Naviere Walkewicz 18:04 Wow. So while on that deployment, you're leading half of that squadron. What were some of the challenges maybe that you experienced, and how did you grow as a leader during that timeframe? Col. Nichole “Vapor” Ayers 18:14 Scheduling is definitely a tough one. So we flew daytime and nighttime. We basically had an F-22 airborne for almost 24 hours a day for the entire six months, six and a half months. We left and we were told it might be two- or three-month deployment, and then it turned into six months. And then we got delayed up coming home. And so then we stayed through Christmas. And those are the things that really are tough for people. But we have a limited number of jets that we took. We have a limited number of pilots; we have a limited number of maintainers and parts. And so I think for us, managing a schedule between me and the other flight commander, managing a schedule, managing quality of life for everybody, and make sure that we're not burning people out, or that they're not —we're flying eight-, nine-, 10-hour sorties, right? And that's exhausting. It's just you and that airplane with your wingman and a different airplane. And so you have to manage, again, that human factor. The human capital is probably the toughest thing to manage. Col. Naviere Walkewicz 19:15 Wow, and you talked about how the deployment kind of got extended. What were some things, because many of our listeners and our viewers are leaders, and at different levels of leadership and different times in their lives where they're doing that. When you were leading, and you had some of those subordinates, or those that were working with you that really experienced some troubles, through emotions, through some of that. How did you help navigate them through that when you were all in that as well? Col. Nichole “Vapor” Ayers 19:46 Right. You know, I think at NASA especially, we talk about self-care being a huge part of team care. And so making sure I do this in my regular life too, but, you know, making sure that you're getting enough rest, making sure that you're taking care of yourself and your personal life, so that you can truly be present for the other people that need you. And I think being present for others is one of the biggest things that you can do. You know, they may not need a ton of help, or they may not need the solution, but being there, being available and being present for people is really important. But you can't do that unless you're good to go yourself. Col. Naviere Walkewicz 20:18 Did you see that from someone? Did you learn that from someone you saw doing that? Or just, how did, I mean NASA's — you said, NASA, but did you see that at the Academy? Or where did you kind of gather that? Col. Nichole “Vapor” Ayers 20:28 You know, I think one of the things that hit me hard about showing up and being present was actually more professional. I kind of skated through the Academy on minimal sleep, and I was able to manage everything. But I wasn't flying a $143 million airplane. And so, in pilot training, we started to talk about crew rest and pilot rest. That's the first time that I had heard this concept of, “You need to go home and get rest so that you can be on your game.” Because flying airplanes, your decisions have real consequences, right? And you have to be present and available, and you have to be on your game to fly airplanes and do well in airplanes. And then the faster and the higher and the better the airplane gets, the more on your game you have to be. So I think it's something that has just kind of evolved in me. And then, as a leader, I realized, if you don't have any gas in the tank, you cannot help somebody else. And so for me, it's just kind of been, over the last decade and a half, of, wow, I need my sleep. I need to make sure I'm good to go. I need to make sure my human is good, so that way I can help other humans. And yeah, when your decisions have real consequences, it's important that you're present and you're ready to go. Col. Naviere Walkewicz 21:43 Have you seen some of the fact that you prioritize that for yourself, for you as your own human? Have you seen others kind of like see that, view that, and actually take that on as well themselves. Col. Nichole “Vapor” Ayers 21:53 Yeah, I think they do. And I think, as a leader, it's really important to set that example. The commander cannot be the first one in last one out. Like, you just can't do that, because everybody's going to stay until you leave. So setting the example, setting the example of having a good home-life balance as well. Like, home and work have to be balanced. Sleep has to be balanced. Again, self-care is the biggest part of team care, I think. And if you model that, people start to realize it's important. You know, the younger people that might burn themselves out trying to get somewhere, trying to get to the next step, or trying to impress somebody, or whatever the case may be, if they see you taking a step back and they see your success, maybe then they can start worrying about themselves too. Col. Naviere Walkewicz 22:34 I think that's a great lesson, leading by example. For sure. There are probably moments that you experience both at the Academy, while flying the F-22 or as an astronaut, where you don't have the luxury of balance. How do you navigate that and how do you help others get to that space maybe quicker? Col. Nichole “Vapor” Ayers 22:53 I think of everything as a season in life. It might just be a busy season, and you might just have to put some time in but making sure that you are planning ahead and know that you're gonna be able to take some time and reset. And that could be anything, right? That could be personal life, professional life. That could be the four-week training trip that we've got is going to be rough, and its multiple time zones, and it's a ton of training, it's a ton of information. You just have to get through it. But then, that week, when we got home, I made sure my schedule was a little lighter. Whatever the balance is, I think of things in seasons. Crew-10 can do hard things, right? And that came from — you can get through this next training session, right? But we're gonna do a mask-to-suit transition, which is like in a fire, you've got a mask on. You have to get from that mask into your spacesuit. It's a significant physical event. And there's limited oxygen; there's limited ability to breathe in the suit when in that specific environment. And so how do you slow down, take the breaths you need to get in there to not then get to a point where you're panicking, right? Or that you're too exhausted or too hot or overdid, or whatever it is, right? So I think even just that, that is a season. We're going to do two hours of this. That's my season, and then we'll get out of the simulator, we'll take a break, right? And if it happened on orbit, it would be like, “We're going to get through this. We're going to solve the problem. We're going to manage the emergency, and then once things are set, we'll have a moment to breathe.” So that's kind of how I think of it. Col. Naviere Walkewicz 24:21 Did seasons come something, a term that you kind of realized maybe at the Academy, you were a volleyball athlete at the Academy, and so volleyball has a season. But my question is, like, how did you come to that realization? Like, “Oh, I can get through this, and I put it in a bucket of time.” Col. Nichole “Vapor” Ayers 24:35 You learn a lot of time management at the Academy, and when you're in the fall, you're really busy, spring season is less busy, and so you kind of learn early how to manage. Like, “OK, I've got to run. I gotta sprint,” right? “And then I can jog later, or I can walk later.” So, I think you learn that growing up in school, and you know, if you play sports or you do extracurricular activities or other things like that, or even just seasons in life at home, life ebbs and flows. I don't even know when I started saying it, but my sister and I started saying “seasons of life” to each other a long time ago. You know, she's got three kiddos, so she's been in all sorts of seasons. But, yeah, it's just, you know, I think I started to time block things, or block things off and just, and that's the only way you're going to get through life, is if you focus on what you need to do right now, be good at it, and then move to the next thing. You can have an idea of what's coming next, but you have to be present and do what you're doing there. Yes, so, yeah, seasons, time, blocks, whatever you want to call it. Col. Naviere Walkewicz 25:39 I like that. Well, you brought up your sister, and so you're an auntie of three. Let's talk about your personal life and leadership, some experiences you've had navigating your schedule. You're on the road so much. How do you prioritize? I guess the things that are important to you when you have such a heavy schedule, yeah, being on the road and the people that are important to you, right? Col. Nichole “Vapor” Ayers 26:03 Man, I think that for me, my family has been a huge support system my whole life. My twin sister — built in best friend.   Col. Naviere Walkewicz 26:13 And who is older? Col. Nichole “Vapor” Ayers 26:14 She is. She's got me by a minute. Col. Naviere Walkewicz 26:18 OK. Does she hold that over you?   Col. Nichole “Vapor” Ayers 26:20 Yes, of course she does. We've just always supported each other 100% and everything. She's been my biggest cheerleader through all of my life, and I've been her biggest cheerleader through all of her life. And you know, my main goal in life is to be the coolest auntie, like the best auntie, and I would die happy. And they're a huge priority to me. I see them every couple two to three months — since my oldest has was born. So for the last 14 years, just made it a priority, even if it's like, leave late on a Friday night and then get home late Sunday night, I make the effort to go see them and to interact with them. And you know, to help foster them. You know they're growing up. And I love watching kids grow up and experience the world and see what can be done. Their dad's a Marine, their mom's this really successful real estate agent, their auntie' a pilot-slash-astronaut. You know, they've got, like, all these no family that's really not doing very much. Yeah, you know, they've got all these really great role models. And my goal is to just show them that it doesn't matter who you are, like they only ever know me as auntie. Like they know I'm an astronaut, and they love that. Their friends know that I'm an astronaut. Anti vapor, no, no, yeah. But, you know, like, they're always gonna get a big hug from auntie, like, that's, that's what's important to me. Col. Naviere Walkewicz 27:36 Well, you mentioned, going into space, being an auntie. So, would you describe your time and space is, it's probably out of this world. I mean, that's, wow, that's terrible. That's terrible I said it that way. But I think you've mentioned it is kind of the best time in your life. Col. Nichole “Vapor” Ayers 27:52 Yeah. Best five months my life. Col. Naviere Walkewicz 27:56 Best five months of your life, and it's passed. Now, when we think about our evolution, whether personally, professionally, as leaders, etc., we have these ideas in our mind, like, this is the pinnacle. How do you navigate what's next after you've experienced that pinnacle? Col. Nichole “Vapor” Ayers 28:14 Yeah, that's a great question, and I think it's something that a lot of us struggle with when we come home. What's next? We get six months, some time to think and kind of get reintegrated. And you don't necessarily have to go back to work right away. I was able to spend a ton of time with my sister and her kiddos. Yeah, what's next. And I think for me, like the drive out to the launch pad, I was like, “Man, I've made it.” You know, the first time I looked out the window from Dragon, “I've made it.” First time we crossed the hatch, and I went and looked out the glass like, “Wow. The hard work paid off.” And I still feel like that to this day. I would have spent four more months in space if they had asked me to, and I would have turned around and launched right back then the day that we landed, and it was because of the crewmates that I spent it with and the fulfillment that I got from the mission. But I think you can find fulfillment in a lot of ways. And you know, my job, now that I've been back, I'm going to be working with the new class of astronauts and their training for spacewalk. So in the Neutral Buoyancy Lab, our big pool, like, my job is to be their mentor as they go through the spacewalk training. And you know, like, I cannot wait. I'm so excited. I cannot wait to have an impact and try to help teach this next generation of spacewalkers, this next generation of astronauts, to be better than us. I find a lot of fulfillment in making the next generation better. So I think, however the fulfillment shows up for people, I think as long as you can find something, there you'll be happy. Going to space was great, but teaching and instructing and mentoring is also really fulfilling for me. Col. Naviere Walkewicz 29:54 And that will be 10 of them? How many will that be? Col. Nichole “Vapor” Ayers 29:55 Ten.   Col. Naviere Walkewicz 29:56 Ten. So then you'll have 13. You'll be auntie to 13. Oh, that's wonderful. What have you learned about yourself since then? You know, you've evolved as a leader through different situations, high threat, high risk. Safety is paramount. All of those different experiences. And now you're back on Earth and you're about to, you know, mentor. How have you evolved your leadership, and where would you say you're trying to go? Col. Nichole “Vapor” Ayers 30:23 Where am I trying to go? I think, for me, leadership is also about being vulnerable and being open and honest with people about failures or hardships and so, you know, like in the flying community, if you make a mistake, you're immediately like, “Hey, I messed this up. Here's how we fix it.” And that's something that we do at NASA as well, especially on a grand scale, right? Thousands of employees and everybody like, that's the only way that we get to space is by admitting when we've made mistakes, talking to each other about how we fix it and sharing those lessons learned. And so I think that especially when you get into the higher roles of leadership, it's important to go, “Hey, I messed up,” or, “Hey, I don't know the answer.” And being transparent with the people that you're working with. And if you don't know it, but you know where to go find it, like, “I'll get that answer for you,” instead of making up an answer, trying to figure out how to look like you're in charge, right? It's really important to me to also show that we don't know everything. We're human. We make mistakes, and it's OK to make mistakes, as long as you share it, and you share the lessons learned, and you make the next person better. Col. Naviere Walkewicz 31:32 Did you experience that personally? Did you have a moment in which you had to say, “Hey, I made a mistake,” and that's helped you realize that being vulnerable is really important or is that just something you've seen done really well? Col. Nichole “Vapor” Ayers 31:40 Oh, I've admitted a lot of mistakes. You know, I made a couple pretty big mistakes in the Raptor. Everybody's gonna make a big mistake at some point in their life. And, you know, I think that that was something that was modeled really well in the flying community early on. And it's something that's not tolerated if you're not willing to share your lessons learned. It's not tolerated in that community. That's a really good thing. I learned that in pilot training, right? If your buddy in your class makes the same mistake the next day that you made, you get in trouble because you didn't tell them how to how to prepare. And so it's fostered early on, especially in the flying community. I can't speak to any other community because I grew up there, but it's fostered early on, and so it's just something that comes naturally. I think eventually, because you just, you've seen it done so many times, and if you want other people to succeed, you're going to do it. Col. Naviere Walkewicz 32:29 All right. Well, we have two questions left. The first one is, what's something you do every day to be a better leader? Col. Nichole “Vapor” Ayers 32:37 That's a good one. This is gonna sound silly, but I sleep. Like, I'll go back to the self-care thing, right? Like, I put a lot of attention into being healthy, being hydrated, sleeping well. Like, if you take care of your body, your mind is going to do way more for you. And so I think you can show up as a better leader if you show up, rested, hydrated, fed, worked out whatever you need to do to be the best human you can be. Col. Naviere Walkewicz 33:09 That's what I try to do. OK. I like that a lot, and I think that's a good indication for me that six hours is probably not enough. Naviere needs a little bit more. And it's truth, because you told me, though I'm gonna do that. The second one is, if you could go back in time, maybe what's something you would have told yourself — your younger self — or maybe, as our cadets are listening, that you've learned and what they can be doing now to be a better leader down the road. Col. Nichole “Vapor” Ayers 33:34 If you run into a hardship or you fail at something, or something feels insurmountable, or you don't feel like you're ready, good enough, or whatever the case may be, doubt starts to seep in, right? I would say, rely on the support system that you have. Rely on the people around you. Talk about it. Figure out, you know, “Hey, I failed this GR, like, man, this kind of sucks.” And you know, maybe you just need to hear me say it out loud, and maybe I just need to get it off my chest, or maybe I need help trying to figure out the solution for whatever the case may be. So, you know, I had a built-in team on the volleyball team. I had a built-in friends and teammates that I could lean on. Maybe that's your squadronmates or your classmates, or whoever it is, right? And I think finding the friends that you can rely on for the rest of your life. Professionally, I've got a friend here that I met in the F-22 community. We've been friends for almost a decade now, and he's still one of the first people that I call when something happens, like, “Oh, I messed this up today. Help.” So, you know, finding a support system. My sister's the other person that I call first off. Col. Naviere Walkewicz 34:38 She probably knows you're gonna call when you call. Col. Nichole “Vapor” Ayers 34:39 Yeah, we talk way too much. But, you know, having that support system around you and finding people that really bolster you and get you across that line and help you find the courage to take the next step, I think that's really important. Col. Naviere Walkewicz 34:54 I know I said there was only two, but as I've listened to you, I just think you're just you're just remarkable, and maybe what's something that you're proud about yourself as a leader. I would really love to hear that in your, you know— Col. Nichole “Vapor” Ayers 35:05 I think the thing that makes me the most proud as a leader is when somebody succeeds and it's something that I helped them do. I've had somebody come back and say, “Thanks for saying that.” That pushed me out the edge, you know, like, I'm really into building the next generation and make them better than us. And so if I see somebody succeeding, that's good. Col. Naviere Walkewicz 35:27 Well, this has been incredible. Is there anything that we didn't cover that you would love to share with the Long Blue Line in our community? Col. Nichole “Vapor” Ayers 35:33 Oh, man, the community is great. I think I would just say thank you to the community. I've gotten so much love and support from Coloradans, but also the Long Blue Line and the Air Force in general. You know, I love the community that we have. It goes right back to what I just said, right, finding a community that supports you and pushes you to do better and be better. And this is that community. Col. Naviere Walkewicz 35:55 Well, Vapor, I promise I'm gonna get more sleep, and I just want to thank you for being such an incredible leader and guest here on Long Blue Leadership. Col. Nichole “Vapor” Ayers 36:03 Thanks for having me back. Absolutely.   Col. Naviere Walkewicz 36:05 Thanks. You know, this conversation was really incredible with Vapor. I think some of the things that really stood out to me is just how incredible as a human she is. She brings humanity into leadership. She puts people first. She thinks about the team. She works hard. Don't forget to prioritize sleep. But I think really, some of the lessons that we can all take away can hit us all personally, because if you think about people first and taking care of them, and the fact that you have to take care of yourself too, you can go really far in leadership. So I really appreciate her today on Long Blue Leadership. And I'm Naviere Walkewicz, Class of '99. Until next time.   KEYWORDS Joel Neeb, Long Blue Leadership, Air Force Academy leadership, USAFA leadership, military leadership podcast, leadership development, leadership lessons, character-based leadership, leadership under pressure, leading with integrity, decision making in leadership, mentorship and leadership, values-based leadership, service before self, leadership mindset, leadership podcast interview, military leadership stories, leadership for professionals, leadership for entrepreneurs, how to be a better leader, leadership growth.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

Stijn Schmitz welcomes Douglas MacGregor to the show. Douglas is a retired U.S. Army Colonel and Decorated Combat Veteran. In this in-depth discussion, MacGregor provides a critical analysis of the current geopolitical tensions in the Middle East, particularly focusing on the conflict involving Iran, Israel, and the United States. MacGregor argues that the current military strategy against Iran is fundamentally flawed, with no clear purpose or achievable end state. He suggests that the United States and Israel are attempting to destabilize Iran, but this approach is unlikely to succeed. The colonel emphasizes that Iran’s primary goal is simply to survive, while the U.S. would need to completely conquer the nation – an impossible task given Iran’s size and resilience. The conversation delves into the broader economic implications of the conflict, particularly its impact on global oil markets and supply chains. MacGregor predicts significant economic disruption, with oil prices potentially exceeding $100 per barrel and widespread increases in commodity prices. He highlights the critical importance of resource sovereignty, emphasizing the need for nations to control their fuel, food, fertilizer, and defense supply chains. A key theme of the discussion is the potential acceleration of de-dollarization and the emergence of a new global financial system. MacGregor suggests that the United States and Israel are essentially “fighting against the future” by resisting these inevitable economic shifts. He points to the growing influence of BRICS nations and the increasing interest in alternative currency systems, potentially backed by gold or a basket of precious metals. MacGregor concludes with a stark warning about the destructive nature of current geopolitical strategies, arguing that these “pointless wars” are counterproductive and potentially catastrophic. He calls for more measured, strategic approaches to international relations and economic development, emphasizing the need for stability, long-term planning, and cooperation between governments and private sectors. Timestamps: 00:00:00 – Introduction 00:00:56 – Middle East Assessment 00:01:32 – Strategic Goals Discussion 00:02:55 – Oil Dependency Impacts 00:04:52 – Global Economic Shutdown 00:07:28 – Logistics and Escalation 00:09:01 – Lack of Planning 00:11:32 – Israel’s Internal Problems 00:13:00 – Oil Markets Analysis 00:16:16 – Conflict Motivations Explored 00:20:05 – Emerging Alliances Support 00:26:27 – Reshoring Supply Chains 00:39:12 – Gold Currency Future 00:42:04 – Concluding Thoughts Guest Links: Website: https://douglasmacgregor.com X: https://x.com/DougAMacgregor YouTube: https://www.youtube.com/@douglasmacgregorTV Articles: https://breakingdefense.com/author/doug-macgregor/ Substack: https://substack.com/@coloneldoug Douglas Macgregor is a decorated combat veteran, an author of five books, a PhD, and a defense and foreign policy consultant. Macgregor was commissioned in the Regular Army in 1976 after 1 year at VMI and 4 years at West Point. In 2004, Macgregor retired with the rank of Colonel. In 2020, the President appointed Macgregor to serve as Senior Advisor to the Secretary of Defense, a post he held until President Trump left office. He holds an MA in comparative politics and a PhD in international relations from the University of Virginia. Macgregor is widely known inside the U.S., Europe, Israel, Russia, China and Korea for both his leadership in the Battle of 73 Easting, the U.S. Army's largest tank battle since World War II, and for his ground breaking books on military transformation: Breaking the Phalanx (Praeger, 1997) and Transformation under Fire (Praeger, 2003). Macgregor's recommendations for change in Force Design and “integrated all arms-all effects” operations have profoundly influenced force development in Israel, Russia and China. In 2010, Macgregor traveled to Seoul, Korea to advise the ROK Ministry of Defense on force design. In 2019, Transformation under Fire was selected by Lt. Gen. Aviv Kohavi, Chief of the Israeli Defense Force (IDF), as the intellectual basis for IDF transformation. His fifth book, Margin of Victory: Five Battles that Changed the Face of Modern War from Naval Institute Press is available in Chinese, as well as, English and will soon appear in Hebrew. In 28 years of service Macgregor taught in the Department of Social Sciences at West Point, commanded the 1st Squadron, 4th Cavalry, and served as the Director of the Joint Operations Center at SHAPE during the 1999 Kosovo Air Campaign for which he was awarded the Defense Superior Service medal. In January 2002, at Secretary of Defense Donald Rumsfeld's insistence the USCENTCOM Commander listened to Colonel Macgregor's concept for the offensive to seize Baghdad. The plan was largely adopted, but assumed no occupation of Iraq by U.S. Forces. Macgregor has also testified as an expert witness before the Senate and House Armed Services Committees and appeared as a defense analyst on Fox News, CNN, BBC, Sky News and public radio. He is fluent in German.

Lt Col Rob “Z-Man” Zettel is the author of American MiG Pilot - Inside the Top Secret USAF “Red Eagles. He tells the Red Eagles story for the first time through the experiences of a pilot who flew Soviet MiGs to their maximum performance in simulated combat engagements, often several times a day, against some of the very best fighter pilots hand-picked from the ranks of the USAF, US Navy and US Marine Corps. With controls labelled in Russian and the only spare parts being the ones they could salvage, the pilots who climbed into the MiGs - the Red Eagles - accepted all of the risks associated with operating these aircraft. Rob's vivid accounts of training engagements put the reader right in the cockpit as he describes what it was like to be there day in and day out at one of the most access-restricted airfields in the entire USAF, flying MiGs. In part two of our story, we join him for his first interview for the Red Eagles. Buy the book here and support the podcast⁠ Episode extras here ⁠https://coldwarconversations.com/episode445 ⁠ Go to ⁠https://surfshark.com/coldwardeal⁠ or use code COLDWARDEAL at checkout to get 4 extra months of Surfshark VPN! Help me preserve Cold War history via a simple monthly donation, You'll become part of our community, get ad-free episodes, and receive a sought-after CWC coaster as a thank-you, and you'll bask in the warm glow of knowing you are helping to preserve Cold War history. Just go to ⁠⁠⁠⁠⁠https://coldwarconversations.com/donate/⁠⁠⁠⁠⁠ If a monthly contribution is not your cup of tea, we also welcome one-off donations via the same link. Find the ideal gift for the Cold War enthusiast in your life! Just go to ⁠⁠⁠⁠⁠https://coldwarconversations.com/store/⁠⁠⁠⁠⁠ CONTINUE  THE COLD WAR CONVERSATION BlueSky ⁠⁠⁠⁠⁠https://bsky.app/profile/coldwarpod.bsky.social⁠⁠⁠⁠⁠ Threads ⁠⁠⁠⁠⁠https://www.threads.net/@coldwarconversations⁠⁠⁠⁠⁠ Twitter/X ⁠⁠⁠⁠⁠https://twitter.com/ColdWarPod⁠⁠⁠⁠⁠ Facebook ⁠⁠⁠⁠⁠https://www.facebook.com/groups/coldwarpod/⁠⁠⁠⁠⁠ Instagram ⁠⁠⁠⁠⁠https://www.instagram.com/coldwarconversations/⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠https://youtube.com/@ColdWarConversations⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Rob “Z-Man” Zettel is the author of American MiG Pilot - Inside the Top Secret USAF “Red Eagles. In part one of a two-part episode, he reveals how he made it into this top-secret US operation that wouldn't feel out of place in 'Top Gun'. From a high school student with no aviation background, Rob discovered he had a natural aptitude for flying via the USAF Reserve Officer Training Corps. He then joined the USAF, progressing to an Aggressor Squadron where his unit replicated enemy tactics, techniques, and procedures. Rob shares anecdotes of training, close calls in the air, and the intense journey through pilot training. He provides a vivid account of training engagements that puts you right in the cockpit. ⁠Buy the book here and support the podcast⁠ Episode extras here ⁠https://coldwarconversations.com/episode444 Go to https://surfshark.com/coldwardeal or use code COLDWARDEAL at checkout to get 4 extra months of Surfshark VPN! Help me preserve Cold War history via a simple monthly donation, You'll become part of our community, get ad-free episodes, and receive a sought-after CWC coaster as a thank-you, and you'll bask in the warm glow of knowing you are helping to preserve Cold War history. Just go to ⁠⁠⁠⁠⁠https://coldwarconversations.com/donate/⁠⁠⁠⁠⁠ If a monthly contribution is not your cup of tea, we also welcome one-off donations via the same link. Find the ideal gift for the Cold War enthusiast in your life! Just go to ⁠⁠⁠⁠⁠https://coldwarconversations.com/store/⁠⁠⁠⁠⁠ CONTINUE  THE COLD WAR CONVERSATION BlueSky ⁠⁠⁠⁠⁠https://bsky.app/profile/coldwarpod.bsky.social⁠⁠⁠⁠⁠ Threads ⁠⁠⁠⁠⁠https://www.threads.net/@coldwarconversations⁠⁠⁠⁠⁠ Twitter/X ⁠⁠⁠⁠⁠https://twitter.com/ColdWarPod⁠⁠⁠⁠⁠ Facebook ⁠⁠⁠⁠⁠https://www.facebook.com/groups/coldwarpod/⁠⁠⁠⁠⁠ Instagram ⁠⁠⁠⁠⁠https://www.instagram.com/coldwarconversations/⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠https://youtube.com/@ColdWarConversations⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices