Podcasts about superintendents

From Military Grit to Construction Growth: A Deep Dive with Charles McKenna  Mid-career in construction? Feeling behind? Think again. In this powerful conversation, Jason Schroeder sits down with Charles McKenna, a military veteran turned project engineer to talk real talk about breaking into the construction industry later in life and still dominating.

Sunnyvale Unified School District Superintendent Dr. Gudiel R. Crosthwaite discusses his 15 years as an administrator at Lynwood Unified School District, including the last eight years as superintendent, his favorite teachers growing up, what inspired him to become an educator, how his students taught him how to be vulnerable, his “Dream Team” executive cabinet, the benefits of college-level dual enrollment, inspiring students to share their talent and find their identity through districtwide VAPA programs, how the Lynwood Partners Educational Foundation helps students achieve their dreams of college, and the challenges he is looking forward to as the new top administrator at Sunnyvale Unified.

If you've ever rooted for the underdog, Hoosiers probably lives rent-free in your head. The 1986 classic isn't just about basketball—it's about second chances, small-town pride, and what happens when people start believing in themselves and each other. Set in 1950s Indiana, the film follows a high school basketball team no one expects to win… until they do. In this episode, we explore why Hoosiers continues to resonate in classrooms and communities alike. From Coach Norman Dale's controversial methods to the redemptive arc of Shooter, the town drunk turned assistant coach, there's no shortage of teachable moments. At its core, Hoosiers is a story about grit, growth, and the undeniable impact of mentorship. Whether you're an educator, a coach, or just someone who still gets chills watching the final game, this episode breaks down what Hoosiers has to say about leadership, trust, and building belief in unlikely places.   Takeaways: Coach Dale's insistence on fundamentals—and his refusal to compromise—highlights the tension between tradition and transformation in education and leadership. Shooter's redemption arc is a powerful reminder of the importance of giving people a chance to rise when others have written them off. The tiny gym, the limited roster, the towering opponents—it all reinforces the idea that success isn't about size, but about heart, unity, and vision. "Don't get caught up in the size of the arena"—a lesson for educators and students alike. Great things can come from the smallest places when expectations are high and support is strong.     About Dr. Deborah Kerr: Dr. Deborah Kerr is proud to serve as Superintendent of St. Francis Public School District, where she is leading a bold vision to become the best version of SFPSD yet. With a deep commitment to student-centered, equity-focused, and future-driven education, Dr. Kerr is focused on building strong partnerships with staff, families, and the community. Through her listening and learning tour, she's discovered a shared passion for diversity, dedication to student success, and an unwavering belief in the potential of every learner. Her mission: to help every student discover their strengths, passions, and purpose—and prepare them for a future they choose.   Learn More About Dr. Deborah Kerr: LinkedIn: https://www.linkedin.com/in/dr-deb-kerr-7b2aaa19/   Learn More About St. Francis Public School District: Website: https://www.stfrancisschools.org/ Facebook: https://www.facebook.com/StFrancisSDWI/ Instagram: https://www.instagram.com/stfrancissd_wi/ X: https://x.com/StFrancisSDWI       Connect with host, Kevin Stoller: LinkedIn: https://www.linkedin.com/in/kevinstoller/   Learn More About Kay-Twelve: Website: https://kay-twelve.com/ LinkedIn: https://www.linkedin.com/company/kay-twelve-com/ Instagram: https://www.instagram.com/kay_twelve/     Episode 240 of the Better Learning Podcast Kevin Stoller is the host of the Better Learning Podcast and Co-Founder of Kay-Twelve, a national leader for educational furniture. Learn more about creating better learning environments at www.Kay-Twelve.com.     For more information on our partners: Association for Learning Environments (A4LE) - https://www.a4le.org/ Education Leaders' Organization - https://www.ed-leaders.org/ Second Class Foundation - https://secondclassfoundation.org/ EDmarket - https://www.edmarket.org/ Catapult @ Penn GSE - https://catapult.gse.upenn.edu/ Want to be a Guest Speaker? Request on our website

In this episode of Turf Today, recorded on the Superintendent Network and proudly sponsored by Toro, Adam Courchaine and Brian Laurent sit down with Jake Gargasz, Director of Grounds at Crooked Stick Golf Club. Jake shares his experience leading a full green rebuild at the legendary Pete Dye-designed course, offering insight into the planning, challenges, and execution behind the project. He also reflects on his career path, leadership approach, and what it means to maintain a course with such a rich championship history. Whether you're managing a major renovation or just love hearing from the best in the business, this conversation is packed with value from start to finish. Thank you to our sponsor and the community for sharing the show! Please rate 5 stars! 

Power Quote: “Climate is the emotional state felt within the physical space”Description:I had so much fun recording today's show. My guest stands tall (literally and figuratively) in the realm of helping school leaders develop positive culture and climate. If you are a regular listener, you know I have my own specific framework on school culture, so stay tuned to the end of the show where I will reflect on commonalities and differences between the approaches. I hope you have as much fun listening as I did recording, but before we get into it…Sponsor Spot 1:As a loyal listener to this show, you know I am a big advocate for short, targeted observations, so I'm excited about digiCOACH sponsoring this podcast. digiCOACH makes it easier to follow up on observations with meaningful feedback. I love that you can focus on specific elements and that there is a ready-made bank of items to use for telling teachers what they are doing well! You can learn more about digiCOACH at digiCOACH.com or click the link in the show notes.Show IntroGuest Bio:Stand Tall Steve (aka Steve Bollar) is an educational thought leader, former Superintendent of Schools, principal, author, and a school culture and motivation expert. He is a renowned speaker who has inspired countless individuals and organizations to achieve their goals and unleash their full potential. Drawing on his extensive experience in education and leadership, Steven delivers powerful and inspiring messages that challenge audiences to think differently about their lives and their work.In 2023 Steve earned a place on Global Gurus World's Top 30 Education Professionals. He is the author of the book Stand Tall Leadership, the school culture and climate book series Ideas, Ideas, Ideas and a contributing author in Because of a Teacher.Husband of one. Father of three. Owner of two dogs & 10 fish, Stand Tall Steve openly shares his knowledge, experiences, and creativity with others. He currently speaks to schools, organizations, businesses, and communities across the globe about how to think differently about schools, education, and life.Ladies and gentlemen… Stand Tall Steve!Warmup questions:We always like to start with a celebration. What are you celebrating today?Is there a story that will help listeners understand why you are doing what you do?Questions/Topics/PromptsClimate and cultureLet's define cultureWhat do people get wrong when it comes to cultureSimplest ways to build a better culture?Leadership teamHow do we balance supporting and growing teachers with managing all the stuff?Thinking big – how do we inspire hope AND acknowledge the real chaos and negativity out there?It's a rough time – what are you hearing from people in the field and what's your message to them?Sponsor Spot 3:I want to thank IXL for sponsoring this podcast…Everyone talks about the power of data-driven instruction. But what does that actually look like? Look no further than IXL, the ultimate online learning and teaching platform for K to 12. IXL gives you meaningful insights that drive real progress, and research can prove it. Studies across 45 states show that schools who use IXL outperform other schools on state tests. Educators who use IXL love that they can easily see how their school is performing in real-time to make better instructional decisions. And IXL doesn't stop at just data. IXL also brings an entire ecosystem of resources for your teachers, with a complete curriculum, personalized learning plans, and so much more. It's no wonder that IXL is used in 95 of the top 100 school districts. Ready to join them? Visit ixl.com/assistant to get started.Closing questions:What part of your own leadership are you still trying to get better at?If listeners could take just one thing away from today's podcast, what would it be?Before we go, is there anything else that you'd like to share with our listeners?Where can people learn more about you and your work…Sponsor Spot 4:Before we wrap, I'd like to thank Kaleidoscope Adventures for sponsoring today's show. Lots of companies can help you organize class trips, but Kaleidoscope helps you organize adventures – because isn't that what student trips should be? Kaleidscope is a full-service tour company offering a range of adventure opportunities and they excel at customizing trips based on your unique context, needs, and goals. Kaleidoscope offers exceptional travel experiences for students (and their group leaders). Thinking about student travel? Reach out to Kaleidoscope using the link in the show notes.Summary/wrap upThere are a lot of great things in today's show but I want to focus this summary on the core concepts Steve talked about of values, culture, and climate.6 dimensions: overlap of people's values and org. purpose = core values?Inner forces (aka culture): similar and different from Steve's “climate”My climate experience… Building walkthroughReceptionFacility (esp. art)Student – studentStudent – teacherTeacher – teacherAdmin visibilityFour quadrant door peakingThank you to our sponsors!IXL: https://www.ixl.com/assistant Kaleidoscope Adventures: https://www.kaleidoscopeadventures.com/the-assistant-principal-podcast-kaleidoscope-adventures/digiCOACH: https://digicoach.com/ Guest links:Website: www.standtallsteve.comYouTube: https://www.youtube.com/@standtallsteve1330www.withinourranks.com https://www.youtube.com/@withinourranksFrederick's Links:Email: frederick@frederickbuskey.comWebsite: https://www.frederickbuskey.com/ LinkedIn: http://www.linkedin.com/in/strategicleadershipconsulting Daily Email subscribe: https://adept-experimenter-3588.ck.page/fdf37cbf3a The Strategic Leader's Guide to Reclaiming Purpose: https://www.amazon.com/dp/B0C...

In this powerful episode, Superintendent Dr. Brandi Kelly joins us to share the story behind her transformative system of H.O.P.E. She breaks down what H.O.P.E. stands for, how it came to be, and how it's changing the way educators and leaders approach their work in schools and communities. Dr. Kelly dives into the importance of strong, uplifting relationships—connecting with the right people who challenge and support you—as a foundation for authentic leadership. She also shares how her system not only supports teachers and leaders, but also empowers students to rise and thrive. Whether you're in education or leadership in any form, this conversation will leave you with practical tools, heartfelt encouragement, and a renewed sense of purpose. Quotables "We need community and we need to lift each other up." "My mission is just to help those leaders and educators create systems that support thriving communities rooted in my system of H.O.P.E." "Change starts from the inside out." About Dr. Brandi Kelly Dr. Brandi Kelly is an accomplished author, speaker, and consultant with over 20 years of experience dedicated to empowering leaders to inspire growth, drive positive change, and cultivate environments where success thrives. Known for her passion and purpose, Dr. Kelly believes in the transformational power of hope—and the courage it takes to lead with it. Dr. Kelly's mission is simple yet powerful: to spark hope in every individual and organization she serves. Through her signature System of H.O.P.E., she equips others to foster strong leadership, build supportive cultures, and achieve sustainable, hope-driven success. Resources from this Episode www.sparkhopeedu.com Join the Always A Lesson Newsletter Join here and grab a freebie! Connect with Gretchen Email: gretchen@alwaysalesson.com Blog: Always A Lesson Facebook: Always A Lesson Twitter: @gschultek Instagram: Always.A.Lesson Linkedin: Gretchen Schultek Bridgers Book: Elementary EDUC 101: What They Didn't Teach You in College Gretchen's latest book, Always a Lesson: Teacher Essentials for Classroom and Career Success, is now available on Amazon. Leave a Rating and Review: This helps my show remain active in order to continue to help other educators remain empowered in a career that has a long-lasting effect on our future. https://itunes.apple.com/us/podcast/always-lessons-empowering/id1006433135?mt=2 Search for my show on iTunes or Stitcher. Click on ‘Ratings and Reviews.' Under ‘Customer Reviews,' click on “Write a Review.”

Jonny Reinhardt talks with Berrien RESA Superintendent Eric Hoppstock as well as Brandywine Community Schools Superintendent Travis Walker. See omnystudio.com/listener for privacy information.

What if the most powerful leadership move on your jobsite isn't a schedule update or a safety briefing but a heartfelt thank you? In this episode, Mark Story returns to unpack the often-overlooked superpower of appreciation in construction. From walking jobsites with intention to catching workers doing something right, Mark shares real stories that prove how gratitude changes culture, boosts morale, and builds unstoppable crews. Jason and Mark also dive into:✅ Soft skills that separate real leaders from seagulls.✅ The daily rituals that build trust and loyalty.✅ How a two-word phrase can be more valuable than a paycheck.✅ And why your success at work starts at home. Whether you're a general superintendent, project leader, or just getting started in the field this episode will make you rethink how you show up, lead, and connect.

Toxic Culture vs. Healthy Accountability. Where's the Line? Not all dissent is healthy. Not all questions are constructive. In this episode, Jason Schroeder takes on one of the most nuanced leadership challenges in construction today: How do you build a psychologically safe culture without letting toxic behaviors grow in the shadows? In this episode, Jason dives into: The fine line between speaking up and sabotaging culture. Why “shadow leadership” and gossip can silently erode trust. A list of 20 toxic workplace behaviors every leader must watch for. How to protect your team's voice without opening the door to dysfunction. A practical script for calling out harmful behavior without becoming toxic yourself.

“Play Ball!” – What General Patton Can Teach Us About Project Readiness. In this episode, Jason Schroeder shares a powerful story from WWII and how it directly applies to construction leadership today. You'll learn how General Patton's rapid response during the Battle of the Bulge wasn't just history, it's a blueprint for operational excellence on modern jobsites.

When Perfection Gets in the Way of Progress, A Wake-Up Call for PMs. Let's get real: some project managers confuse control with value. In this episode Jason Schroeder calls out the all-too-common trap of nauseating perfection where PMs overprocess, nitpick, and stall teams in the name of looking polishe but not actually building with excellence. Inside this episode: Why over-perfection is waste, not leadership. How credentials and certifications mean nothing without execution. The difference between aesthetic checklists and real project outcomes. Why great builders simplify, reduce, and enable not complicate. A powerful listener story that proves culture and connection drive performance. If you're more focused on dotting I's than delivering results, it's time to step back and rethink your impact.

Passionless Projects Fail. Don't Let Yours Be One of Them. In construction, critique is essential but cutting out the heart of a project in the name of safety or consensus? That's how you kill innovation. In Episode 1378 of the Elevate Construction Podcast, Jason Schroeder draws a bold parallel between Pixar's recent failure with Elio and what's happening on too many job sites: over-sanitized planning, zero boldness, and teams afraid to lead with vision. Tune in to hear: Why PPC (Percent Plan Complete) is overrated and what actually drives performance. How over-engineering risk reviews can leave you with a “milk toast” project. The warning signs that your team is playing it too safe. A powerful reminder from a real-world, passion-filled project (BSRL) that broke the mold.

This episode pulls no punches. Jason Schroeder breaks down a hard truth in the construction world, some superintendents are sabotaging themselves and their teams by clinging to outdated habits, sloppy leadership, and inflated egos. He's not calling out individuals he's calling out the persona that holds this industry back. You'll hear: The brutal contrast between Ego-Driven Fools vs. Superintendents 2.0 & 3.0. Real-life examples of toxic leadership and why it fails. 10 clear traits of ego-driven behavior (and how Jason admits to struggling with a few himself). Actionable ways to ditch the ego and build real influence through humility, planning, and leadership.

Tuesday was the start of the new fiscal year and schools across the country were expecting to receive funding already allocated by Congress, to the tune of nearly $7 billion for summer programs, after school programs and teacher training. Instead, on Monday, the Education Department sent an email to state education agencies notifying them that the money would not be coming. Greg and Holly explore what this could mean for kids in Utah with Superintendent of the Granite School District, Ben Horsley. 

In this episode of Turf Today, Adam and Brian catch up with Justin McGohon, Senior Assistant Superintendent at the University of Louisville Golf Club. Justin shares his path through the turf industry, including earning his turfgrass degree through the Penn State online program while gaining hands-on experience across the country. From working high-profile events like the Korn Ferry Tour Championship, John Deere Classic, BMW Charity Pro-Am, Senior PGA Championship, U.S. Open, PGA Championship, and LPGA Championship, Justin brings a wealth of knowledge and perspective to the conversation. We dive into what it's like managing a university-owned golf course, how those major tournament experiences shaped his career, and what drives him to keep learning and growing in the industry as he is on a route to becoming a Superintendent. This is a great listen for anyone passionate about turf, career development, and the behind-the-scenes grind of championship golf. 

What does it take to lead at every level and shape the leaders of tomorrow? SUMMARY Long Blue Line podcast host, Lt. Col. (Ret.) Naviere Walkewicz '99 sat with Maj. Gen. Thomas P. Sherman '95, the U.S. Air Force Academy's vice superintendent, for a deep dive into leadership, humanity and building a world-class service academy. This episode is packed with wisdom for aspiring, emerging, and seasoned leaders alike.   SHARE LINKEDIN  |  FACEBOOK   GEN. SHERMAN'S TOP 10 LEADERSHIP TAKEAWAYS  - Leadership is a human experience - focus on connecting with and caring about people.  - Love what you do and love the people you lead; passion inspires others to follow you.  - Embrace failures and challenges as opportunities for personal growth and development.  - Set the right culture and values within your team to build trust and mutual support.  - Be present and engaged with your team, understanding their motivations and experiences.  - Leadership is about more than rank or position - it's about earning genuine trust and respect.  - Invest time in understanding different generations, cultural nuances, and individual perspectives.  - Balance professional excellence with personal growth and life experiences.  - Support your team's development by providing encouragement and holding them accountable.  - Your legacy is built through individual interactions and the positive impact you have on people's lives.   CHAPTERS 00:00 Introduction to Major General Thomas P. Sherman 01:29 Choosing Leadership Over Flying 07:23 The Impact of Mentorship and Values 12:46 Heritage and Evolution of Security Forces 17:43 Personal Growth in Aviano, Italy 24:17 The Importance of Work-Life Balance 29:50 Culminating Command Experience at Bagram 42:25 The Role of Family in Leadership 51:29 Continuous Self-Improvement as a Leader 56:27 Embracing Failure as a Growth Opportunity 01:00:06 Legacy and the Impact of Leadership   ABOUT GEN. SHERMAN BIO Maj. Gen. Thomas P. Sherman is the Vice Superintendent of the U.S. Air Force Academy in Colorado Springs, CO. He is serving as the chief operations officer to the Superintendent and overseeing the Academy's blend of military training, academics, athletics, and character development for cadets. Gen. Sherman commissioned in 1995 from the Academy with a Bachelor of Science in Political Science. He built a distinguished career as a security forces officer. He's held command at nearly every level. His key assignments include leadership of the 88th Air Base Wing at Wright-Patterson AFB and critical staff positions at the Pentagon. In May 2024, Gen. Sherman was tapped to serve as the Academy's Vice Superintendent   CONNECT WITH GEN. SHERMAN LINKEDIN     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       TRANSCRIPT SPEAKERS Guest, Maj. Gen. Thomas P. Sherman '95  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99 today. I'm joined by a leader whose career has taken him from the flight line to the halls of Congress and now back to the very institution that launched it all. Maj. Gen. Thomas P. Sherman currently serves as vice superintendent of the Air Force Academy, where he plays a critical role in guiding the development of our future officers and ensuring the Academy remains a world class institution for leadership, character and Day 1 readiness to win the future fight. A 1995 Academy graduate, Gen. Sherman has spent nearly three decades serving in key operational, strategic and command roles. He's led at every level, from squadron to wing command, and his assignments have included everything from nuclear security enterprise to homeland defense, policy development at the Pentagon, and legislative affairs at the highest levels of the Department of the Air Force. Prior to his role as vice superintendent, Gen. Sherman served in the Office of the Deputy Secretary of Defense, where he was a principal military assistant leading policy integration across joint staff, interagency services and combatant commands. He's perhaps best known in command circles for leading the 88th Air Base wing at Wright Patterson Air Force Base in Ohio, one of the largest and most complex wings in the Air Force, with a focus on people first, leadership and mission excellence. Gen. Sherman, welcome to Long Blue Leadership. We're so glad you're here too.   MAJ. GEN. SHERMAN  01:32 It is great to be here. Thank you.   Naviere Walkewicz  01:33 We're excited and we're going to dive right in, because I think what is so special for our listeners is really hearing these moments that have changed your life. I'd like to start at the Academy. You turned down a pilot slot. You were rated, but said no.   MAJ. GEN. SHERMAN  01:48 Well, actually it was a little bit before that. You know, it's kind of interesting, because that was the draw that brought me here, is I just had this incredible passion to want to fly, and I love flying, and I truly enjoyed it, especially through all the different airmanship programs and things like and things like that we had here. The experiences were fantastic. But, you know, as I was starting to learn more about myself going through the Academy, I was starting to feel my heart getting pulled in a direction of wanting to really lead people and really spend a lot of time working with the enlisted. And I think that came from a couple different areas. I think it was some really unique exposure that I got during my ops Air Force time, which I went to Ramstein Air Base in Germany, during ops, and just had our action officer that worked this, I think just did a phenomenal job. And I really started getting pulled to what was then called security police. That is actually when Laurie and I got together and started dating, because Laurie is here in Colorado Springs, but she grew up as an Air Force brat. My father-in-law is a retired Chief Master Sgt., and so there was a lot of mentorship that was taking place around dining room table when I was a young cadet. And I think one of the things that her parents really taught me was just the value of the enlisted force, and so I was feeling my heart really getting pulled. And so obviously, there's a conundrum. There's a conundrum on what were the root desires that brought me here — what were the things that I was learning as a cadet, my joy of flying, and also, particularly the culture at that time, was that that was really the job that you needed to aspire to be, that was the expectation of cadets. And so then to really kind of run counter to that strong current was really kind of a unique, you know, almost unnavigated area, right? And so to really kind of take the story out to its next level is that I'd really gotten to a point where talking with people there — we hadn't had the AMT program, but there were these NCOs that were kind of tangentially attached to cadet squadrons. And so I got a chance to talk to one of the master sergeants that was there who was a maintainer by background. And I was kind of pouring my heart out to him on, you know, what had I been talking to him with my now in-laws, about where was my heart pulling me? And so he said, ‘Give me just a second.' And he picked up the phone, and he called my AOC and he goes, ‘Hey, you're gonna be there for a little while.' And this was a Friday afternoon. He said, ‘I got a cadet that needs to come talk to you.' And he hangs up the phone and he goes, ‘Now you go tell your AOC what you just told me.' And so I ended up going to my AOCs office that day, and we had about a two-hour conversation about this. I sat down and really, kind of took the time to explain to him what was I feeling, And obviously, I really try to see the best in people. And so I think from a noble place, he was doing his best to convince me that I was making a grave mistake. And went on to talk to me about what his concerns were, the career field that I was looking at, things along those lines. And we can save that conversation for another time, but I think really where the foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form, so we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, ‘Hey, Cadet Sherman, you need to understand that leadership in this Air Force is being the lead F-16 pilot on a bombing run, you know, putting iron on target.' And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space. But I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden, I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazineby an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling — and I have no idea who this person was — felt so strongly about it that they put pen to paper, and this would have been the fall of 1994, and sent this into Airman Magazine, and it says, “I need a leader.” Commissioning sources. ‘Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force, I need a leader.' Like that 30 seconds just before I walked into his office — that changed my life, and it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do, what I was looking at inside myself, that became my charge. And so as we spoke, you know, 20-year-old Cadet First Class Sherman — I might have been a 21-year-old at the time — Cadet First Class Sherman pushed back on my AOC, and I said, ‘Sir, I disagree.' I said, ‘I want to be that guy. I want to be that guy that that A1c is asking for on your cork board outside, because that's leadership in this Air Force.' And so, to his credit, he said, ‘Hey, I want you to go think about this over the weekend. You know, think about what you're doing. Come back to me on Monday. No questions asked. I'll pull it if you want me to.' And I left there, and I remember feeling like, not like a weight had been lifted off my shoulder, but I almost felt like this sense of like, ‘Now I've got my purpose,' because that little article has shaped me my entire career, and I mean to this day, and at a scale. You know, as a lieutenant, my scale is this big on what I'm affecting to help do and be what that A1C needs to a wing commander. I always keep it in the back of my head, and after all of these years, I am still thinking about, Am I doing right by that A1C that 31 years ago, felt so strongly about something that they wrote a note to Airman Magazine, and that became my charge.   Naviere Walkewicz  08:09 That is incredibly powerful. I'm a little bit without words, because I'm thinking about, first off, being brave enough to disagree with an AOC. I mean, I think that takes courage in showing your leadership there. Were you always like that? Have you always been someone that is steadfast in a decision and being able to kind of speak out?   MAJ. GEN. SHERMAN  08:30 So I get that from my parents. And, you know, I grew up in Corona, California. My mom and dad are amazing people. And we didn't grow up with a lot of money, and we grew up from a pretty meager background, and my mom and dad had made a decision early on in their marriage, when they had my sister and I, that my mom was going to focus to make sure that Nancy and I got an education, and my dad was going to work as many jobs as he had to to put food on the table. And sometimes my dad was holding down three jobs to make sure that we had nutritious food to eat, and my mom was working miracles to make sure that we were fed well, but that also that she was dedicated and had the time to volunteer for things like PTA, being involved as a class volunteer, making sure that we were involved in things and had exposure to things that what they did was they also instilled in me this really strong blue collar work ethic. And it was this aspect of, if I just roll up my sleeves and put in the work, anything is possible. And so on that line, this young kid growing up with a West Coast father and an East Coast mother, and just this, really neat family background that things for me, that I believed in I would go after with all of my heart and soul. And so I found out about the Academy when I was 12 years old. And so, you know, when I at 12 years — we were going to a community event there in Corona, and there was an officer recruiter — Capt. Craig. was her name — and we started talking. She says, ‘Hey, did anybody talk to you about the Air Force Academy?' And I said, ‘No, this sounds great.' So from there, I just made this decision as a 12-year-old, and I worked all the way through junior high and high school to get here, because to go to your point like, ‘I made a decision, I'm gonna see this thing through.'   Naviere Walkewicz  10:30 Whoa. OK, so you knew you were going to the Academy before you graduated high school.   MAJ. GEN. SHERMAN  10:35 Yes, in my mind, there was no other option.   Naviere Walkewicz  10:39 And so anyone in your family serve, or were you the first one in your family to serve?   MAJ. GEN. SHERMAN  10:43 So I am the first officer and career member of the family. My dad was drafted and went to Vietnam in 1967 and stayed through Tet of 1968. I had an uncle, Harry Lee Schmidt, who was a C-47 loadmaster in World War II and Korea, and my grandfather was actually a part of the initial kind of what was the foundation of the OSS and the Navy doing beach recon on beaches in the South Pacific, prior to island hopping campaign and island landings. And so there was this real heritage of service, right? Just not career service. But even then, as a kid, I always had in my mind, ‘OK, one way or another, I'm going to serve, and if I do an enlistment and then go to college afterwards —' but I had this idea that, ‘OK, I'm going to serve,' and then all of a sudden, this became this amazing conduit that got me here, right?   Naviere Walkewicz  11:38 And they also had ties to aviation. How did they feel about your decision, your family?   MAJ. GEN. SHERMAN  11:43 It was interesting, because they knew how passionate I was about aviation growing up. I mean, we did not miss an air show at March Air Force Base, the Chino air show, which was planes of fame, which was all historic aircraft. I volunteered as a high school student to work there, and we helped restore airplanes with me and my friends. You know, it was interesting, because my parents were very supportive in ‘OK, where's your heart leading you? And, what makes you feel so strongly about this?' Because when I first talked to him on the phone, I called him from Ramstein Air Base and said, ‘Hey, I think I know what I want to do in the Air Force. I want to go to security police. And my mom was like, ‘What's that? And, so, as time went by and I explained it, I think my parents probably all along knew that that was probably going to be a very good fit. And then after commissioning and at my first assignment, I think that they were certain of it, right? Yeah, they were absolutely certain.   Naviere Walkewicz  12:37 That is amazing. Well, I want to dive into this profession a bit, because it's interesting. You know, you've mentioned, when you came in, it was security police, and, security forces and you hear people saying defenders and peacekeepers. So there's this lineage and this heritage. Can you maybe talk a little bit about that and then maybe lead us into that next transformational moment that you might have had in this role?   MAJ. GEN. SHERMAN  12:58 OK, I'm very proud of the fact that, you know, I am part of an ever decreasing group of folks that came in when we were still security police, and that was really still the peacekeeper days, because this was all kind of the follow on on the Cold War. The peacekeepers were our cold warriors and that was a huge part. Our defenders came in and really, that name started to really grow in 1997 when the name changed from security police to security forces, and we were actually going back to some of our heritage that was in Operation Safeside, which was the combat security police squadrons in Vietnam. So when you think about the courage that was displayed during the Tet Offensive at places like Tan Son Nhat that those were safe side warriors that were a part of these combat security police squadrons. And so the very — part of the lineage of the very beret, and flash that we have is actually a tip of the hat to the lighter blue berets, and that flash with the Falcon and the crossed runways that goes back, actually, to our Safeside heritage days. The beret goes back even farther than that. It goes back to Strategic Air Command, Elite Guard back in the 1950s. So it's this great lineage. And so, you know, for me, part of it was like when I got my first beret, wow, that meant something to me. And then, you know, as we then kind of transformed along the way, and this amazing career field grew, and the aspects of this air based ground defense, which was really, I would say, was kind of the draw that got me into wanting to go into security police, was I really liked this idea of, ‘How do we do base defense?' The law enforcement side was intriguing to me, but it was based defense that just had me just had me captivated.   Naviere Walkewicz  14:44 And was that something that you found out early in your career? After you graduate the Academy, you're now in security police. Is that when you kind of realized, ‘This is where I want to go in, air, base, ground defense.'?   MAJ. GEN. SHERMAN  14:54 It even happened at ops. So as we were spending time with the security police squadron, I ended up spending time with a captain who was heading up the Elite Guard, and there was an interaction we had as I was doing a ride along. He's like, ‘Hey, you need to come see me.' And so I went and met up with him, and he took me around and introduced me to all of his airmen that were part of the guard. He knew something all about them. And then we went to his office and talked, and he had gone to Ranger School and Airborne and things like that, and said, ‘Hey, like, the future of the career field is actually us looking to the past.' And really kind of got me fired up on what we call back then, air base ground defense. So when I got to McChord — McChord Air Force Base was my first duty station. And the great thing about going to AMC first is it AMC is a mobility — I mean, it is all about mobility and the operations associated with it. And so the first thing that that my task was as the second lieutenant in that squadron was, I was the air base ground defense flight commander. So that was, I mean — we would go out to Fort Lewis, and we would bivouac for days. And I had, you know, a 44 person team that was a base defense sector. I had specialized K-9 units heavy weapons. And back in those days, we had 81mm mortar teams and fire direction centers that we would set up. So I just got completely on board with the air base defense piece. And so that was that was very passionate for me, which then made the next step to Korea an absolutely logical next location, going to the wolf pack at Kunsan, not only getting a chance to then stand up Gwangju as a part of the first Air Expeditionary Unit to go back to Korea since the Korean War, but then doing the mobile reserve aspect of it. And it was just a great assignment.   Naviere Walkewicz  16:40 Wow. So you were right in from the very beginning. You got kind of just into it all.   MAJ. GEN. SHERMAN  16:45 So when we go back, when you were talking to me about, ‘Hey, when you make your mind up...' So I had this five-year plan built out. And, you know, my five-year plan was ‘OK, I'm gonna do my first assignment at the first opportunity to PCS. I need to go remote. I need to go to Korea. And then, OK, how can I get another overseas assignment after that? And then what do I need?' So the thought was, “Let me get to as many match comms as I can, as fast as I can in my career, and use that as a place — OK, because I want to build my experience base out. Because even as a lieutenant and young captain, I didn't want to come across as a one-trick pony. So my thought was, “Let me just get as much as I could under my belt early on.' And so after I left Kunsan, I ended up going to Aviano Air Base in Italy, which, for me, when you look at like those moments in life that are transformational, this was transformational on a different level. You know, some assignments you go to are very much professional growth assignments. This assignment, for me, was very much a personal growth assignment.   Naviere Walkewicz  17:52 OK, so tell me more.   MAJ. GEN. SHERMAN  17:55 I mean, when you think about it, four years at USAFA, very uniquely focused on a plate that is overflowing with things that you need to get done. So you are, you're focused on, you know, everything from grades to military training to all of those things. And then I get to my first base, and I am just working, and I'm volunteering for everything, and we have got a heavy ops tempo of exercises and things like that. And my leadership was fantastic, because they were throwing me into every opportunity I could. And then, boom, I go to Korea, and that is a unique warfighting focused — and at Kunsan especially was heavily warfighting focused. So now all of a sudden I am spending really, when you think about it, the last almost seven years being uniquely focused on mission, right? And so I get to Aviano Air Base, Italy, and the first thing that happens is Operation Allied Force kicks off. So I get there in January, boom. Allied Force kicks off. I think it was in end of February, beginning of March. And wow, what? Again, what an amazing, mission focused experience. And then after we finished up Allied Force and the base returned back to more of its steady-state standpoint, it was the Italians that took me under their wings, that because I made a specific choice, because I grew up — my mom's side of the family are all Italian immigrants — and I was always at my Nonnie and Papa's house, and there was just a lot of that growing up, which is that whole, like, you know, West Coast dad, East Coast mom thing, but I didn't know, you know, my mom and her brothers never spoke Italian. And there was a lot of that, that thought back in those days that, you know, ‘Hey, we're here to be American, so we're going to learn English, and we're not going to speak, you know, the language that we came from,' right? And so my mom and her brothers really never learned to speak Italian. And so my thought was, ‘Gosh, I grew up with this as such a strong part of my childhood that I need to put myself in a position where I can learn the language and start to kind of get an appreciation on the culture. Together.' And so I specifically — and really lucked out on a location, but I was about 20 kilometers away from Aviano. I was in an amazing town. I was the only American living in the complex that I was in. So I was like, ‘If I'm going to learn, I need to just dive in the way that you do, in the way that I do, and just start learning.' And so I ended up kind of building this support group of Italian families that all kind of took me under their wings.   Naviere Walkewicz  20:27 Wait, I have to ask you a question, because back when you're at the Academy, you said you spoke to your now in-laws. So was Laurie not a part of this?   MAJ. GEN. SHERMAN  20:35 So Laurie and I, right. So that's an important part of the story. Laurie and I dated for two years while I was a cadet, and when I was in tech school, her and I made the very difficult decision — and as painful it was — to part ways, so her and I actually parted ways for a few years. I was single at the time. Laurie was still here in Colorado Springs, and I was getting a lot of assignments under my belt, which, to be honest with you, you know, in retrospect, it was very fortunate, because I may not have made the same assignment choices had I been married at the time. And because I wasn't married, there were no other variables that I needed to factor in, other than personal experience goals, right, that I wanted to play into, and so I could just put down whatever assignment I wanted, and that allowed me the opportunity to just focus on job. And while Laurie and I stayed in touch, and I stayed in touch with her parents over the years, I was in Aviano, and her and I were not together at that point,   Naviere Walkewicz  21:39 That makes sense. I was like, why were you alone in Italy?   MAJ. GEN. SHERMAN  21:43 It's a fair question. But I also think that being single in that environment allowed me — and that's where I think it helped me develop as a person. And so there are a lot of, I think, really wonderful things that happened during that time, and that was because I was so uniquely mission focused. It was these, this amazing group of Italian friends together, that really kind of taught me about there, there's a time to relax, you know, there's a time to work, there's a time to relax, and there's also a real human need to enjoy life and enjoy time together, which is quintessentially Italian. And so, as my pool of this, these amazing people — that  by the way, for the last 25 years, we've been going to visit. It's the same families that took me under their wings when I was a lieutenant, are the same families that were all tuning in as we were doing a live stream of me pinning on my second star. And so I've never been stationed anywhere else in my career where I felt more at home. And so I think this sense of like, ‘Wow. This like independently as my own person, this feels like home.' And as time went by and I started to get an appreciation for actually things that were a part of my childhood. Because, you know, we would have these long, huge meals, we would spend four or five hours at the table as a family. And for me, this was all normal. Well, that was also a part of kind of normal Italian life and normal Italian culture. You're not going out to dinner with your friends unless you're investing at least three hours at the restaurant. But for me, this was all — this felt normal to me. And so it was about, you know, you don't need to eat your food in five minutes.   Naviere Walkewicz  So contrary to USAFA, by the way.   MAJ. GEN. SHERMAN You know, you don't need to chew no more than seven times and swallow. So it was about experiencing that, and learning even just some things that became personal passions. Like, you know, how wine is made and why wine pairing matters, and how is this process? And so all of a sudden, this personal experience — and I think growing as a human being was taking place there, and I was maturing as a human being because I had gotten all of this phenomenal job experience under my belt, but this was where I was growing as a human being. And you know what's interesting, as time has gone by, I have noticed just how impactful that time was, because there are things that I've noticed, even as a senior officer, that I feel very strongly about, that I don't think I felt as strongly about as a junior officer, and it was because of that experience, and it was the aspect of when people are on leave, let's let them take leave. There is a part of the human experience that you need to enjoy time with people that you care about, because what it does is you're not slacking off from work. You're not leaving everybody hanging. What's happening is that, because you're taking some time to just enjoy life with people you care about, when you come back, the restorative effects that have taken place because you simply breathe and you enjoyed what it was that you were doing and whatever your passion was, you know, unencumbered, you could enjoy that. And we all realize that there are times, especially as you get into positions of authority, that, hey, they're going to need to call you periodically. But what was interesting is that, especially, I mean, I'll give an example as a wing commander. As a wing commander, despite realizing how important that mission is and how big Wright-Patt was, we, Laurie and I took leave, and we took two weeks of leave, and we went back to Italia and visited our friends and enjoyed life, because the culture helps us to slow down. But what it also did is I gave my staff some parameters. ‘Hey, here are the things that I think are important, like on a scale of one to 10. Here are the things that I think are an eight. So an eight or higher, call me. Don't text me.' I said, ‘Physically call me, because I will answer the phone knowing it's for — and then you have my undivided attention.' But what it also does is it means that my vice wing commander who is there, that I am empowering my vice wing commander and showing to everybody else I trust this leader to lead this wing in my absence. And if it's something that really needs my involvement, they'll get a hold of me. But I think our junior leaders need to see that at the senior most levels, that I can physically trust and emotionally trust my vice, my deputy, to hold things down while I'm gone, and that I'm not irreplaceable, and that if I did my job as a leader, I set the conditions that allowed the wing to thrive in my absence, and didn't mean that the wing had to hang on every decision I made or every word that I said, that I set the conditions that allowed them to be successful and fostered the leadership that allowed them to lead in my absence. And I felt great while I was gone, because I knew the people that we had there, and I knew the investment that we made in them. So that was kind of a long, you know, trip around this…   Naviere Walkewicz  27:26 I mean, I think it was so powerful that you kind of learned that about yourself in Italy. And then would you say that there was anyone that you saw emulating that? Or was it just something over time, you developed this realization that you need to enjoy life and you need to allow people the space to do so.   MAJ. GEN. SHERMAN  27:43 So I would say the people that I was emulating in that aspect were a lot of the families that were there. I have been fortunate that I have worked for some commanders who, at different times in their life felt the same way. Conversely, I also worked for commanders that did not feel the same way. And, you know, an interesting case in point on something that on an experience I had in a command bill and after I had left Aviano — this is when Laurie and I were back together; we were married at this point. I had a group commander that was frustrated about me taking leave and called me every day at 1500; every day at 1500 I got a telephone call. And you know what that does is now all of a sudden, you're eating lunch, and the clock is getting closer to 1500 and you start to get that knot in your stomach and you're like, ‘OK, what are we going to talk about today?' And so, unfortunately you don't see some of the same appreciation for that across the board. So how do we deal with it? The best thing that we deal with it is that that's where the buck stops. We don't pass it down to our people. So after I got the call from him, I didn't call back to the squadron. I got the call from him. We went through the call, we answered the questions, and I didn't then immediately turn around and call back to my ops officer who was running the Squadron at the time, and say, XYZ. And we just left it there, because at that point in time, the bucks got to stop it at that point. So I think that that's kind of the, you know, the alpha and the omega of learning and then also having your own personal resilience and courage to say, ‘I accept that the buck stops here, and I'm not going to let this roll downhill to my people.'   Naviere Walkewicz  29:41 That's an excellent leadership lesson, because I was going to ask you, ‘What does that look like, and how would you how would you handle that?' And so you went right into that. Thank you so much for that. So what has it been like leading security forces — defenders? What's it been like? Has there been a moment in time where — a particular assignment or something's really stuck into your mind or into your heart, because it's just really affected you?   MAJ. GEN. SHERMAN  30:05 Absolutely. I will tell you, as we go back, as we were kind of talking about decisions that you make in your youth, and that critical decision that I made in the fall of '94 I mean, I have worked with some of the most amazing people I've worked in my life. I have gotten a chance to go to places I never thought that I would see. And so, when you kind of roll up, I would say it was my final squadron command, and I would say that that was a real culminating squadron command. So I commanded four squadrons, and we command early, and we command often, and there's a lot of responsibility that that's placed on us as young officers to command as a young officer. And so having the opportunity to command two times as a captain, or one time, you know, as a major-select, then as a major, then as a lieutenant colonel. So that culminating command would have been Bagram Airfield in Afghanistan in May of 2012 to May of 2013 and you know, it was interesting because all of my previous squadron commands had all been vested in either the contingency response or the kind of combat contingency environments. And it was almost like all of those were leading me to this moment. So let me just kind of set the conditions on what Bagram was like at that point in time. We had grown the squadron to about a 1,200-person squadron, huge squadron. And what we were also responsible for is we had taken over battle space ownership from the Army. So the Air Force was controlling 220 square miles of battle space throughout Parwan province, which is a huge. I mean, it's twice the size of Washington, D.C., if you want to try to give a comparison, more or less is fair to look at that level as just a huge amount of terrain in which our airmen were responsible from everything from humanitarian operations and goodwill outreach to engagements to literal kinetic action and combat in the battle space. And so a part of this culmination was, was an environment where as the defense force commander — as that squadron commander to them as a lieutenant colonel at that point — I mean how we are weaving ourselves into their lives, and how we are working with their section commanders, and how we're working and managing the value of our perimeter defenses with our teams that were going outside of the wire doing legitimate patrolling and engagement and things along those lines, was huge. And I think that that is an example. And when you look in the rearview mirror to say, ‘Gosh, now this, a lot of this makes sense, like all of these assignments, whether by design or whether by fate, somehow gave me an experience that at this moment, I needed it most.' And I think, as I talk, we've really enjoyed being here with the cadets and talking to them about, how does a leader really develop trust, and how does trust really manifest itself? And so, through the time that we were there, and the engagement as their leader — not just the leader who's just simply circulating, because that's important, but they also need to see your decision making and your strategic thought. And how do you react under pressure? How are you reacting as we've got incoming in, and what do you do being the person in the joint defense operations center, helping to manage that, and how are you both taking care of people, and how are you managing mission? And they see that. And so I would say that the development of that level of trust, especially in an environment where you are literally dealing with high costs, is huge. And so I think there was one, situation that really rests on my heart that and I don't talk about this to give validation, but I think I talk about it on it's about how people connect, and why do I feel so strongly that leadership is a human experience, like this is a what we are doing as a human experience. And so I was retiring my chief. So I was asked by my chief at Bagram — this was some years later. He's out of the 105th Base Defense Squadron out of the New York Air National Guard, and him and I were a phenomenal team there. Dave Pritchard and I just made a great team. And so he was retiring, and asked me to come back and do his retirement. So we had done the retirement ceremony. We were at the VFW afterwards, having his after-party and so forth. And so I had gone into the bathroom for a comfort break and washed my hands and things like that. And I noticed, as I was kind of moving towards the bathroom, there was kind of a young man who was kind of floating. You know, floating around. And so I came out of the restroom as I was finished, and he was waiting there at the exit of the restroom for me, and kind of, you know, got in front of me, and he stood there, and he looked at me, and he goes, ‘Hey, sir, I just, I needed to let you know this, that I was one of the airmen in one of your patrols that got hit by an IED, and he said, your investment in us, and the words that you used and when you came to talk to us, and the faith that you had in us gave me the courage to go back outside of the wire when you asked us to go back outside.' And so why that rests so heavy is when you think about what, what is the what is the con? The consequence there is that somebody believed in you so much that when you spoke to them and said the word, they were going to go back out and do it again, in spite of what had just happened to you. And I don't think there is any stronger level of trust that you can ask from somebody than to have one of those moments. And so that moment just resides very, very heavy on my soul, because I think it puts into real, tangible context, what is the responsibility of leadership? What is your responsibility of leadership?   Naviere Walkewicz  36:42 I'm letting that sit a little bit, because I can't even imagine the amount of feeling that you had first for him, the courage to share that with you. Because I'm sure that he really wanted to share that. I'm curious if you can remember perhaps, what he might have been referring to, like what you were sharing with the men and women there.   MAJ. GEN. SHERMAN  37:02 So, you know, it was also a part of things that, in times after Bagram have really been used for me as a senior leader on why I reinforced the importance of values. And, this was one particular incident there that really comes to mind is, and I use this when I when I talk to people, because I again, it's the consequence, and it's why our responsibility as leaders to set the right conditions and culture and all of that is so incredibly valuable. And so I talked to people about a story about we had had a situation where we had some real destabilization in the battle space. There was a particular village that we were having some unique challenges with, and we were doing a lot of kind of battlefield shaping, and we were doing some particular village engagement, and the engagement just wasn't happening. And so we were now kind of starting to escalate our interaction with the village a little bit more and as we were doing that, we were now going to start doing more shaping operations. So it just so happens that one of these nights —this was in the late fall, early winter of 2012 — and we were sending one of our patrols outside to do some shaping and engagement operation there. But this was in the evening. This was a different aspect that we were working for this particular mission. And so mounted up that the airmen are ready to go. They're pushing outside, they're right on time, and everything is going according to plan, and they are getting close to what we call the objective rally point. So that was where they were going to rally up before they actually moved into the village after that. And so everything was going according to plan. And the only thing they needed to do before they got to the objective rally point was really kind of go down a small gully over a rise, and then they meet at their objective rally point at that point. And so teams are moving out. First truck over the rise, getting to the point. Second truck over, everything's going fine. Third truck over, fourth truck after that, BOOM, off goes the IED. And what had happened is, they were waiting for this opportunity, and they knew exactly what to do. And that is, if you hit the last truck in the movement, you've got three trucks that are gone ahead of time, and now we've got folks in a very precarious situation. And so what I talk to people about, when we talk about conditions and the real impact that a leader has, is I'll talk to them about who was in that truck, who was in that MRAP that we were sending down at that point in time. And inside that MRAP was the face of America. And the explosion was significant, and it did some considerable damage. It threw the engine out of it, penetrated the hole, ripped one of the doors off the side in the front. And so, you know, the truck commander was National Guard from, actually from Tennessee, and he had gotten injured, broken an arm because that door had peeled back. And as the door peeled back, his arm got caught and broke his arm. The driver, Asian American coming out of the state of California, active duty. He had injuries to his legs because of the penetration of the hole. We had a gunner up in the turret, African American female from the New York Air National Guard. She had a broken pelvis at the time, and she just stayed on the gun the entire time despite her injuries. We had our radio operator. European American female coming from the Midwest. She was actually Air Force Reserve. She had a case of TBI from the explosion, and she was still making calls on the radio. We had two of our riflemen in the back, both came from Hispanic heritage, one of them from Puerto Rican heritage, one of them from Mexican heritage. They were very fortunate that while they got tossed around the back and had some minor TBI issues, they were more or less bumps and bruises, and they were all by themselves. Yeah, because they were all alone, they were in the middle of Afghanistan, they had just gotten hit. And so for me, what's so important about that story is that if we did not set the right culture and the right values and the right expectations and be in a leader by example, and they were harassing each other on Bagram, and they were assaulting each other on Bagram, and they weren't respecting each other on Bagram, and they didn't care about each other on Bagram, they would have died out there that night. But they treated each other like a family, and they cared about each other like a family, and they took care of each other like a family that night, and they lived and they all came home. So for me, if we're going to talk about what is the true consequence of leadership — and I use consequence deliberately, because oftentimes that's used in a pejorative manner — but this is the true result of your actions, that if you don't set those conditions, then you are legitimately putting your people at risk. And so that whole experience at Bagram, and in so many ways that we all carry our scars and our bruises and things like that. I wouldn't trade that experience for the world, but that was tough. And I often describe it as a tale of two cities. You know, it was the best of times. It was the worst of times.   Naviere Walkewicz  42:34 I think a lot of times, when leaders go through experiences like that, they have some more fortunate than others, but a support network. And I would guess it would be your family. How has your family played a role in these moments in your life, in helping you as a leader?   MAJ. GEN. SHERMAN  42:54 So I will say it's primarily my wife. I have got this wonderful support of parents and my in-laws and so forth. And what's been truly fortunate is how close I am with my in-laws. Because when Laurie and I were dating while I was a cadet, anytime I had an overnight or weekend pass, I was over at her mom and dad's house and so I think that being married to somebody that has truly known you from the beginning, you know, where, whether we got a training weekend going on, or something like that, or I'm working first BCT or whatnot, that Laurie was a unique part of all of these things. And I would say that it has been incredibly heartwarming to watch her interact with the cadets here, because it's fun, because her and I do everything together. And so as we're going to events, I'll have a group of cadets that I'm talking to, and then I'll look over and Laurie's surrounded by a group of cadets who are asking her just very insightful questions about our experiences together, and ‘Was it tough sending them away on deployments?' Or how, you know, in those tough times, ‘How do you how do you keep your marriage together?' Just really insightful questions to ask, but she has just been so central to everything that I do. And so going back a little bit and talking about, like the strength of our relationship and how much that helps, we actually needed to have that breakup period as horribly painful as that was, and wow, was I carrying a torch for her all of those years. I mean, I remember, you know, as time was going by, I would talk to my mom, and I'd be like, ‘Mom, I just wish that Laurie could see the man that I become.' But we needed that time because oftentimes, and what we found in ourselves, we didn't know it at the time, because you're living in your environment and you can't see it, right? Is that in youth, things are often absolutes. And you often will get to a place where you're starting your marriage, your relationship is growing. And if you start to talk about marriage, there are things that we have found were absolutes for us. You know, certain things that we did, how we practiced our faith. Did we open up presents on Christmas Eve or Christmas Day, but the expectation was somebody was going to have to give up their particular tradition to conform to the tradition of one of the spouses. And in your youth, that seems reasonable, and I think we needed that time to be apart, having had that time together at such an important time in each of our lives here. But we needed that time apart, because I think we needed that frame of reference as we grew as people into adults. Grew as young adults. And now all of a sudden here I'm getting multiple assignments, and now being thrust into leadership positions with accountability and authority, and then coming back to that, all of a sudden, you're realizing, ‘Gosh, the world just isn't always in absolutes. And maybe a marriage doesn't have to be zero sum, but maybe a marriage can be positive sum.' And do we really have to make somebody give up something that is important to them, that is a part of their identity? Because somehow you feel like you have to conform your marriage into one side or the other. And so, I think for us that was that was so incredibly important. So to kind of get to that story is that, you know, I left Aviano and I went to Al Dhafra. I was in Al Dhafra actually for September 11. It was my first squadron command, but it was a squadron command I wasn't expecting, because I came there as a chief of security forces for about a 70-person security forces flight as a part of the 763rd Expeditionary Air Refueling Squadron at Al Dhafra. And then all of a sudden, 9/11 happens, and we went from about 400 people on Al Dhafra to about 4,000. And you know, U-2s came in, ISR platforms came in. Everything changed. And all of a sudden, this 70-person security forces flight that I had grew into about a 350-person security forces squadron. And AFSET said, ‘Hey, Sherman, you built it, you keep it, and we'll replace you with a major when you leave.' And I was a six-year captain, and so then finishing up that assignment, and I got picked up for — there was a point to that story — but it was about coming back, is that, hey, I got these new, unique experiences that grew me under my belt. And then I came back to do an AFIT program at Cal State San Bernardino. And that was the moment that brought Laurie and I back together.   Naviere Walkewicz  In what way?   MAJ. GEN. SHERMAN And so, I had a health scare. Nobody knows what it was. We never figured it out. Doctors never figured it out. But it was one of those things, like, all of a sudden, I shotgun something out to everybody I knew. I said, ‘Hey, doctors are a little bit concerned, you know, keep me in your thoughts.' And so Laurie, Laurie is like, ‘Holy cow, you can't just send a one liner and leave it at that.' So she called my mom and dad and said, ‘What's his phone number?' And so it started to turn into ‘Hey, give me all of your test results after you get it back.' Then pretty soon we're talking a couple times a week, and then pretty soon we're talking every other day, and then we are talking every day. And the beauty of this was that we already knew each other, so we already knew what everybody's favorite color was — by the way, Laurie's is purple. We knew what music each other liked. We knew things about each other. And some of the things that actually drew us together when we were dating here was, you know, we had things like some common family traditions, like, you know, Italian fish on Christmas Eve and sitting around the table for hours and stuff like that were all things that we had in common. So we already knew that about each other. Now, her and I on the phone, we're getting into some real, like substantive discussions, children, faith. How do you how you raise children? How do you know, what are we going to do for different traditions? What happens if I have to take a remote; what does that mean? And so we were getting into these really, deep conversations. And, you know, I would come back from either class or then when I PCs to the security forces center out at Lackland, you know, I would come home from work, and this was in the old flip phone days where you had a battery that came off the back. So I would have one battery in the charger, and then I would have an earbud in, and I'd have the phone in my pocket. Yeah, and I'd come home and to call her, and we would just go throughout the evening. So I'm ironing BDUs at the time, shining my boots and stuff like that, and so, and we were just talking. And then we were just kind of like living life together. And, after that point, it became very clear that those two young people who sincerely cared about each other, now, each of us grew up and had experiences in a place that allowed us to really appreciate each other and really love each other. And you know, we were married just a little over a year after that. And it has been phenomenal, her support. And I think one of the great testaments to that was, 10 days after we got married, I went to Baghdad, but she's like, ‘I grew up in the Air Force. I know how this works. We're gonna move the house. I'll get the house put together.' And she's also a professional in her own right, which is great. So she was working in a legal office here as a paralegal and legal assistant here in Colorado Springs, and has been a GS employee for the last 18-plus years. So what's great is she, too has her own aspect of service. What I love about it is that in the jobs that she's in and then the jobs that I'm in, we can talk shop, and then we cannot talk shop, right? And so she's the first person I go to if I have to ask a question, she's the first person that I'll go to say, ‘Hey, did I do that right? Or do I need to backtrack on that a little bit?' Because she knows me, and she knows me completely, and that level of trust and love and faith that we have for each other has truly enabled me to be able to serve our airmen on a level that I don't think would have been possible without her.   Naviere Walkewicz  51:59 Would you say that she's had a role in your development as a leader, in the way that you lead.   MAJ. GEN. SHERMAN  52:05 Oh, absolutely, absolutely, because, and I love it, because her experience as a brat and her dad as a chief gives her a very unique lens to look through. And so the advice that she gives me she can give me from her teenage self in some way, you know, from that experience, watching how her dad interacted with something or knowing her aspect about this. And then as she's developed professionally, working on the E-Ring at the Pentagon a couple different times, working for very senior leaders, knows how to navigate that space. So then I'll go to her for advice, like, ‘Hey, how did your boss handle something like this?' ‘Well, let me tell you what, how we work through this...' And so I would absolutely say that that Laurie has uniquely influenced and helped me to become the best version of myself that I can be.   Naviere Walkewicz  53:03 Wow. Well, I want to ask you a little bit about developing yourself as well, because one of the questions we like to ask is, what are you doing every day to make yourself a better leader? Can you share what that might be?   MAJ. GEN. SHERMAN  53:17 I've said it a couple times during this: I truly believe that leadership is a human experience, so for me, it's about the interaction. And so oftentimes, advice that I've given to people — like there are amazing resources abound that can help people, give people leadership perspectives, and we can either learn it from history, or we can learn it through study. We can learn it through analysis. We can learn it through books. And I've always talked to people about use the external tools that help to grow you, but make sure that you're using it to influence the personality that you already have. Because oftentimes what happens is, is that people will have this really strong desire to say, “OK, I want to make sure that I do this right. And so in doing this right, let me make sure I've got my checklist, and so I'm going to greet them, I'm going to ask them how their family is, I'm going to ask them if the kid did all right in the baseball game. And I'm going to go through my checklist, and if I do that, I fulfill my leadership obligation.' Now not everybody does, and I'm making generalities on but, but I think that there can oftentimes be the allure that when you are focusing on what may be the theory or the principle of the day, and not using it to supplement and grow and mature your personality, that there is a strong allure to want to wholesale replicate what it was that you learned, and you're doing it in a noble place. It's not nefarious. It's being done in a noble, genuine place. But there's that allure to say, ‘OK, good, I really like what I've learned. I'm going to do these things and step through.' And so why I talk so much about the experience, and why I talk so much about the interaction, is that the more that you know the people that you may be influencing by just simply being there and understanding what that means. It means you're eternalizing the value of your presence. You're listening to their stories, and you're understanding for them, what are the things that are motivating them? What are the things that they value? Because each generation, each environment, each condition is going to require something a little bit different from you, and if you don't take the time to understand your environment or generation or cultural nuances or things like that on where you're at, then you are missing that opportunity to develop trust, where they start to believe in you as a person, and not just the rank and position that you hold, because they'll do the right thing for the rank and position that you hold. That's the caliber of people that we have in this Air Force of ours. They'll do the right thing. But if you transcend that in the fact that they believe in you wholeheartedly and trust you, oftentimes with their own lives, it means that you've invested something into them, where they truly know that you care. And that goes back to that A1C on the cork board that said, ‘I need somebody who cares about me as a person.'   Naviere Walkewicz  56:41 You know, as I think about what you've experienced through your career and the lessons you've learned, both professionally and personally, what would you say to yourself back then that you should be doing back then to get to where you're at now? Because we have listeners that are like, ‘What can I start planting today, that will bloom down the road?'   MAJ. GEN. SHERMAN  57:03 Absolutely. And so I think if I was to go back and put my arm around Cadet First Class Sherman, I think what I would do is — because it is, it is oftentimes easy to look in the crystal clear mirror of hindsight, right? But I think instead, what I would do is I would put my arm around him and say, ‘Keep following your heart and let the failures happen, because the failures are going to grow and let the stumbles happen and enjoy the triumphs with people and be appreciative for what got you there.' And I think it would be more of the encouragement of like, ‘You have laid out a path for you take the path wherever it goes, the joy, the pain, the triumph, the failure, all of those things, because all of that helps to develop the leader.' And oftentimes you want to go back and say, gosh, if I was going to talk to my previous self, then I would say, ‘Ah, don't do that one thing,' right? But I'm looking at it saying that if I didn't do that one thing, then I'm not sure that I would be where I'm at at a time to make sure I didn't do that thing at a moment that was incredibly catastrophic. And so while we have this desire to want to prevent ourselves from the failure, I think that what we have to do is say you're going to fail and you need to fail, and it's going to sound — relish in the failure, because it is often emotionally troubling, especially those of us that come here because we are Type A perfectionist, and that's part of the draw of coming to this amazing place. Is there a certain personality traits that help us to be successful here, but not all of those personality traits make us uniquely successful in all situations outside, and so you've got to have that failure at some point in time. And the failure that you can get up and say, ‘OK, I did this. This happened. My soul is bruised. My ego is bruised. I may have to take a little bit of accountability for this. OK, now I need to have the courage to take the next step forward again.' Because I could easily retreat back to a safe place, and I could become risk averse, and all that does is hurt the people around you. OK. I have to have the courage to breathe and take the step again and get back in there. So I would tell my — I don't think I would want to prevent myself from doing anything. I think even the growth that took place while Laurie and I were apart — and, like I said, that torch that I carried for her — I think if I had whispered in my ear and said, ‘Hey, just relax, you're gonna marry her.' I think I needed that torch, because that in my own mind and my own emotion was me needing to become a better man, and so I think I needed to go through — like, sometimes you need the struggle, and sometimes the things that are most valuable are the things that you had to go through the struggle for, right? And I think that's where my blue collar ethics background comes in. It's like, I'm just going to roll up my sleeves and I'm going to work through the struggle.   Naviere Walkewicz  1:00:36 Wow. Well, we took a look back. I just want to ask you a question forward. So do you think about legacy? And what do you want your legacy to be? Is that something that plays in your mind as you wake up each morning or go to lead people?   MAJ. GEN. SHERMAN  1:00:50 I think the way that I look at it is, I look at it in a in a different aspect, and the way that I look at it is in a very confined point to point. It's not about what is going to be Tom Sherman's legacy when he retires someday, but was that interaction that I had with somebody to give them some encouraging words when they fell down, did that matter to them at that moment? Because there are people for me in my failures that were commanders, that were leaders, that were mentors, that were senior enlisted, that, you know, grabbed that lieutenant by the arm and helped to lift me up. And their memories are etched in my fabric. And so I think that it's about that individual event that your legacy will live in the people in which you made a difference to them.   Naviere Walkewicz  1:01:49 Well, I'll share with you, I was telling my son — he's a cadet, a third-class cadet, actually, now he's about to be a C2C — that I was doing this podcast with you, and he said, ‘What an incredible leader, Mom, he motivates me. He's so inspiring.' So your legacy is already through my son—   MAJ. GEN. SHERMAN  1:02:05 Thank you! That means — thank you so much for sharing.   Naviere Walkewicz  1:02:10 —that you really made an impact. So we're going to get to your final thoughts here in a little bit. But before we do, I want to make sure that you know our podcasts publish on every second Tuesday of the month, and you can certainly listen to Gen. Sherman in any of our other podcasts on longblueleadership.org. So Gen. Sherman, what would you like to leave our listeners with today? This has been incredible, by the way. Thank you.   MAJ. GEN. SHERMAN  1:02:32 I have truly enjoyed this, and it's just been — it was just wonderful having the conversation with you, and it's in real honor to be a part of this. I truly believe in what you're doing here.   Naviere Walkewicz  1:02:43 Thank you. It's my pleasure to help share your story and help inspire others. And is there anything we might leave with our listeners that that they can part with tonight?   MAJ. GEN. SHERMAN  1:02:51 I think, for me, you need to love what you do and love I think, is one of the most powerful words in language. And I don't just say the English language. I say in language because of the strength behind the meaning and how wide the meaning can be impactful. If you love what you do, people will feel that your very presence will make a difference. They'll feel that if you love what you do, then you're being, you know, internally, inspired by the love that you have for what you're being a part of, right? If you love and care about your people, they will follow you to the ends of the Earth, because they know the passion that you have and the belief that you have in them. So I think that as we go back to these things, we oftentimes look at the terms of courage and love may seem diametrically opposed, and I would attest that you can be most courageous and that your courage will be most effective only when it's buttressed by the love that you have in what you do and who you do it with.   Naviere Walkewicz  1:04:08 Thank you, sir, for that. Thank you for being on Long Blue Leadership.   MAJ. GEN. SHERMAN  1:04:11 Absolutely. Thank you. This was a wonderful time. It was a real honor.   Naviere Walkewicz  1:04:14 Thank you. Well, until next time, I'm Naviere Walkewicz. We'll see you on Long Blue Leadership.     KEYWORDS Leadership, Air Force Academy, Major General Thomas P. Sherman, mentorship, personal growth, security forces, work-life balance, family support, continuous improvement, legacy       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

In this episode of Leadership on the Links, host Tyler Bloom sits down with Scott Pavalko, the Superintendent at Castle Pines Golf Club, as he shares his journey from his early days in Ohio to leading at iconic courses like Muirfield Village and Cog Hill. Scott discusses the unique challenges of transitioning to Castle Pines, managing turf in diverse climates, and his commitment to continuous improvement in golf course management. Scott offers valuable lessons on leadership, focusing on the importance of adaptability, resilience, and relationship-building. He reflects on his own leadership evolution and how mentorship, strategic decision-making, and clear communication have been integral to his success. You'll also hear about the balance of managing high expectations from both staff and members, while prioritizing family and work-life balance. What You'll Learn in this Episode: Turf Management Strategies: Key considerations for navigating climate challenges and managing turf in different environments. Continued Growth: The significance of ongoing learning and making incremental improvements to elevate the member experience. Being Adaptable: How to lead through change, adapt to new challenges, and manage high-stakes decisions with clarity and confidence. Leadership Evolution: The role of mentorship, relationship-building, and strategic thinking in long-term career success. Work-Life Balance: Insights into managing a demanding career while maintaining resilience and prioritizing family life. Soundbytes: "I was very naive as to kind of what the turf industry was." (5:21 - 5:25) "My dad's saying was, you kill him with kindness, and that was kind of his motif."  (40:01) Quotes: "I think it's just listening and being willing to learn. Not everything's the same, but the fundamentals are." "I think it's just the way I'm wired and it's what I love about the job is just always trying to find ways to get better. And then if we can't find ways to get better, then let's try to find ways to keep doing what we're doing more efficiently or find ways to just give people better balance in life or whatever it may be." "He's the Michael Jordan of Superintendents, and he's the most humble person you will find." "I could not be more proud of how these guys responded and it was really incredible to see. It wasn't without its hiccups. I mean, everybody invested a lot of time and probably some of them to the detriment of their personal life, the sacrifice that was put forth to put this tournament on. Which happens every week on the PGA Tour." Links Mentioned in this Podcast: Tyler Bloom Consulting: https://tylerbloomconsulting.com/ Connect with Scott on LinkedIn: https://www.linkedin.com/in/scott-pavalko-310a8989/

In this episode of From the Pasture with Hired Hand, we talk with Kris Johnson from I M Bar Longhorns located in Big Horn, Wyoming. I M Bar Ranch has been in his family for close to 100 years and raising Texas Longhorns since 1995. Their main focus is producing complete cattle with a pile of horn while still being able to go out and compete in any show across the nation. Kris is a man who wears many cowboy hats. He is not only a rancher, he is the Region 16 Director for the TLBAA, the Wyoming Longhorn Association President, a committee member for the World Show for the TLBAA, & the Superintendent for the Nile Stock Show in Billings, Montana: Longhorn Division.  Listen today to learn about Kris and I M Bar Longhorn Ranch. I M Bar Longhorns: http://www.imbarlonghorns.comSend us a textFrom the Pasture with Hired Hand:Hired Hand Websites (@hiredhandwebsites): https://hiredhandsoftware.comHired Hand Live (@hiredhandlive): https://hiredhandlive.comInstagram: https://www.instagram.com/hiredhandwebsites/Facebook: https://www.facebook.com/HiredHandSoftwareTikTok: https://www.tiktok.com/@hiredhandwebsitesNewsletter: https://www.hiredhandsoftware.com/resources/stay-informed

Send us a textIn this episode, Clay Downing, Superintendent of Chehalem Park & Recreation District (CPRD), breaks down the upcoming projects for Newberg and Dundee over the next few years.In our conversation, you'll learn:What CPRD is and how it worksHow Clay's background in planning will help in his new roleCurrent timelines for projects like the Bypass Trail, The Ewing Young Bridge, Renne Field, and Dundee's new park with a splash padWhat's ahead for Chehalem Glenn golf course, including a potential new clubhouse and nine more holesHow CPRD utilizes tax dollars, grants, the CPRD Foundation, and community partners to make projects happenHow residents can get involved and stay up to dateTo learn more about CPRD and explore current projects, view board meetings, or learn how to get involved, visit https://www.cprdnewberg.org/.This episode is brought to you by The Joyful Roberts Group, a local family-run real estate team led by Daniel Roberts. To subscribe to our newsletter, click the link above.Support the show

A new mural was installed at the Fletcher Place Community Center, painted in anticipation for the WNBA All-Star weekend. A proposed project to address affordable housing in Indianapolis received scrutiny at a recent meeting. Jeff Butts, who has led Wayne Township schools for more than a decade, will retire in January. A proposed data center would rezone more than 400 acres in Franklin Township on Indianapolis' southeast side – the city heard arguments for and against the proposal on Thursday. Want to go deeper on the stories you hear on WFYI News Now? Visit wfyi.org/news and follow us on social media to get comprehensive analysis and local news daily. Subscribe to WFYI News Now wherever you get your podcasts. WFYI News Now is produced by Drew Daudelin, Zach Bundy and Abriana Herron, with support from News Director Sarah Neal-Estes.

 Assistant Superintendent of Business Services Jeff Simmons

In this edition of Lessons in Leadership, Steve Adubato talks with Gregory Sorensen, Vice President and Chief Operating Officer, Middlesex Water Company, about operational excellence and how they are creating a culture of safety and support for their employees. Then, Steve and Mary Gamba are joined by Dionne Ledford, EdD, Executive Director and Superintendent, Roseville … Continue reading Lessons in Leadership: Gregory Sorensen and Dr. Dionne Ledford

David Waldman is BACK for the Friday KITM, then GONE for the weekend, then BACK on the Monday KITM! See how that works? In local, to KITM World Headquarters, news, the University of Virginia and Virginia Commonwealth University can't operate any “illegal” DEI programs to get federal funding, and they really like federal funding, therefore they're obeying anticipatorily.  The White House appreciates their cooperation and will now require the resignation of the University of Virginia's president. In even more local news, the Superintendent of Loudoun Schools, Aaron Spence eloquently describes how Trump can kiss his DEI-loving ass. Meanwhile, a selling point for a four-year degree has always been where you'll be spending those four years. People assumed someone had fixed the DOGE by cutting off Big Balls, but he's only been tucked away, out of sight. The US is slashing overseas pro-democracy initiatives, yet Samuel Samson over at the US State Department wanted your tax money to go to anti-democracy initiatives to support Marine Le Pen.  Le Pen had the self-respect to turn him down. Remember when real men were both strong and silent? Why can't we try bringing back those days again? Why are supervillains always such big mouths?

In this episode, we team up with the USGA Green Section to bring you expert insights straight from the field. This is Episode number 2 of Turf Today and USGA Rolling wirh the Green Sectoin. First, agronomist Brian Whitlark (0:1:30) breaks down his article “Getting Rid of Fairway Grain.” Hedives into what causes it, why it matters, and how to manage it. Then we hear from Zach Nicoludis (0:31:35) who shares practical tips from his piece “Getting the Most from Your Grass Practice Tee,” helping you get more performance and recovery from your range. It's smart, actionable turf knowlege brought to you stress free and straight to your ears by the Superintendent Network.  To sign up for the USGA Green Section Record click this link FREE SIGN UP

Just made the leap into a superintendent role? Feeling like you're drinking from a firehose? You're not alone and this episode is for you. Jason Schroeder answers a powerful listener message from a newly promoted superintendent who's going from carpenter to commercial GC leader. If you're stepping into leadership in construction (or helping someone who is), this episode lays out the exact resources and habits you need to thrive fast. You'll hear: A full breakdown of free tools, templates, books, and boards for field engineers and supers. The one mindset shift that turns learning into action. Jason's proven “Three Habits of a Builder” that separate great supers from overwhelmed ones. Why he's training ChatGPT to write with his voice and how it's changing the game for industry books. This episode is a real-time masterclass in humble leadership, resourcefulness, and how to grow into a role that scares you (in the best way).

When the project starts slipping and leadership refuses to plan, what do you do? In this raw, honest episode, Jason responds to a powerful message from a superintendent in Brazil caught in the middle of a $1M project with zero systems and a PM who believes planning is the problem. What follows is a masterclass in field leadership, mental resilience, and how to lead up when everything feels like it's falling apart. You'll hear: A clear, step-by-step strategy to get ANY project back on track. What to do right now when there's waste, rework, and no plan in sight. Why “just figure it out as we go” is a toxic excuse (and how to respond when that's the culture). A heartfelt reminder of why systems aren't just tools they're respect for the people who build. This is a must-listen for anyone who's ever felt stuck, unheard, or on the edge of burnout in construction leadership. If you've been told “that's just how it is,” this episode will remind you: it doesn't have to be.

Southwest Michigan's Morning News podcast is prepared and delivered by the WSJM Newsroom. For these stories and more, visit https://www.wsjm.com and follow us for updates on Facebook. See omnystudio.com/listener for privacy information.

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsIn this episode of the SmartSocial.com podcast, host Josh Ochs interviews Dr. Marie Robinson, Superintendent of Bangor School Department in Maine, discussing digital safety and parent engagement. They explore the challenges students face in a digital age, including social media, AI misuse, and cyberbullying. Dr. Robinson shares insights on implementing cell phone policies and fostering meaningful human connections among students. They discuss strategies for integrating digital safety education into family events and highlight the importance of parent involvement. Parents can learn practical tips to manage screen time and keep their children safe online.Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsIn this episode of the SmartSocial.com Podcast, we host Dr. Brad Mason, Superintendent of Whittier City School District, as he discusses the critical importance of keeping children safe in a fast-paced digital world. The conversation covers the role of technology in children's lives, the dangers of online strangers, trends in student safety, and effective parent engagement strategies. Brad also shares his experience as an author of children's books focusing on kid-friendly themes. Finally, insights are given on how parents can stay vigilant and informed, ensuring their children's innocence and safety as they navigate the complexities of social media and online technology.  Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

0:00 - You Don't Mess with the Zohran 11:56 - Who is telling the truth about the damage assessment at the 3 Nuclear Sites in Iran? 33:47 - President of the Heritage Foundation, Kevin Roberts, believes Zohran Mamdani will show the nation that the left is no longer an option. Follow Kevin on X @KevinRobertsTX 50:35 - Chief of Police in Willow Springs and former Superintendent of the Chicago Police Department, Garry McCarthy: In two years will Pritzker explain to Crystal Rivera's daughter why mommy's not home but the guy who started the whole thing is back out on the street? 01:10:25 - You Don't Mess with the Zohran part II 01:27:02 - Abe Froman Jr, Director of Operations at Digital Asset Redemption, shares some tips & tricks of the Bitcoin trade 01:43:55 - Liz Collin, multi–Emmy Award–winning reporter and anchor, revisits and updates her documentary The Fall of Minneapolis, which chronicles the George Floyd riots and their impact on policing, politics, and the city’s future. For the full investigation, go to thefallofminneapolis.comSee omnystudio.com/listener for privacy information.

3pm: Guest – Vicki Murrey – Washington Policy Center // WPC reacts to FOX 13’s One-on-one with Washington superintendent of public instruction Chris Reykdal // Today in History // 1717 - 1st Masonic Grand Lodge formed in London // Woman’s seven-year nightmare after partner ‘farted in my face’

What’s Trending: The US struck 3 strategic nuclear sites in Iran over the weekend on President Trump’s order. There were protests in the streets in Seattle over these strikes and Jason’s dog almost went after a few activists. // The Washington State Office of Superintendent of Public Instruction updated their disciplinarian rules for public schools. These changes have made it easier to be able to punish or expel students that misbehave on a normal basis, the left is calling these changes racist. Skamania Sheriff is considering giving citations to people that require search and rescue teams to rescue someone who gets trapped due to negligence of their actions. // President Trump has announced that Israel and Iran have come to an agreement on a ceasefire. Marco Rubio absolutely destroyed Face the Nation’s Margaret Brennan on Iran’s nuclear program and their intent. 

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterOn this episode of the SmartSocial.com Podcast, Josh Ochs speaks with Dr. Kenny Rodrequez, Superintendent of Schools in Grandview, Missouri. They discuss the challenges parents and school leaders face in keeping kids safe online amidst rapidly evolving technology. The discussion highlights the increased impact of social media, AI, and digital engagement on students' lives, emphasizing the paramount importance of open dialogue between parents and children. Superintendent Rodrequez shares his experiences and strategies for fostering better online behaviors and community partnerships to support students' digital well-being. Additionally, practical advice, dialogue starters, and resources are provided to help parents and educators navigate these challenges effectively.Join our next weekly live parent events:  https://smartsocial.com/eventsBecome a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsIn this episode of the SmartSocial.com Podcast, Dr. Dale Herl, Superintendent of the Independence Missouri School District, discusses the challenges and strategies of keeping students safe in a digital world. Dr. Herl shares insights on the implementation of cell phone usage policies in schools, the importance of parent engagement, and practical communication strategies. This episode also addresses the digital divide between teens and parents, the impact of mobile devices on student behavior, and offers dialogue starters for parents to discuss screen time with their children. Join us for an enlightening conversation aimed at fostering digital safety and student success.Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

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What does it take to protect towering dunes, alpine tundra, and ancient wetlands—all in one park? In this episode, we sit down with Andrea Compton, Superintendent of Great Sand Dunes National Park and Preserve in southern Colorado. Known for its surreal dune field (the tallest in North America), the park also holds rich biodiversity: from subalpine lakes to desert shrublands, all shaped by a powerful, protected watershed.Andrea shares how her early fascination with the natural world—and a career rooted in bat, bird, and owl surveys—led her from environmental consulting to the National Park Service. We trace her path from Cabrillo National Monument to Joshua Tree, and now to Great Sand Dunes, where scientific research, resource stewardship, and storytelling converge.She breaks down how inventory and monitoring programs help the Park Service track ecosystem change over time, and reveals the lesser-known histories of the places she's managed—from tide pools and WWII bunkers to sacred springs and groundwater politics.This episode is for the science-minded, the sand dune dreamers, and anyone curious about how we conserve complexity in the wild.You can follow Who Runs This Park on TikTok, Instagram, Facebook or YouTube, can email us at info@whorunsthispark.com or check us out online at whorunsthispark.com. Sign up for the Who Runs This Park's newsletter at linktr.ee/whorunsthispark. Who Runs This Park is produced by Maddie Pellman with music by Danielle Bees.

In this episode of Stories from the Field, host Doug Roberts sits down with Dr. Devon Horton, Superintendent of DeKalb County Schools in Georgia, for a powerful conversation about transforming district culture, empowering educators, and creating systems that truly support students.Dr. Horton unpacks “H-PRIDE,” his district-wide framework centered on Humanization, Professionalism, Respect, Integrity, Dignity, and Empathy. More than just a slogan, H-PRIDE is DeKalb's cultural blueprint, redefining how staff, students, and the community engage with one another. Horton discusses how this values-based model began as a leadership tool and evolved into a systemic movement one that's reshaping how people show up across a district of 92,000+ students.He also shares how restorative practices, de-escalation training, and community-embedded support staff (called “FACE Advocates”) have helped DeKalb reduce suspensions by thousands, while increasing connection, accountability, and trust. From internal promotions to personal mentorship of future superintendents, Horton is building a pipeline of empowered educators and modeling what it means to lead with both strategy and soul.Key Moments04:43 "Transferring Skills for Systemic Change"09:06 Weekend Mentorship for Aspiring Leaders10:03 Networking's Role in Career Fluidity14:02 "Restorative Training for School Staff"16:20 "Transformative Support for Students"Why You'll Love This Episode:Dr. Devon Horton isn't just shifting policy, he's rebuilding trust and human connection in a system long overdue for change. His focus on culture as the foundation of academic success is both timely and timeless. Whether you're a district leader, school board member, or aspiring superintendent, this episode offers practical strategies, deep insights, and a hopeful reminder: when systems prioritize people, students thrive.Connect with Dr. Devon HortonLinkedIn: https://www.linkedin.com/in/dr-devon-horton-53690661Website: https://www.dekalbschoolsga.orgFollow Us OnHost LinkedIn: https://www.linkedin.com/in/dougrobertsiei/ Company LinkedIn: https://www.linkedin.com/company/institute-for-education-innovation/ Company Website: https://www.instituteforedinnovation.com/ Enjoyed this episode? Subscribe to IEI for more powerful conversations on educational leadership, innovation, and the stories shaping our schools.

I am joined by Superintendent of Skinwalker Ranch, Thomas Winterton to talk about the new season, including: Thomas Winterton's Journey to Skinwalker Ranch The Evolution of Investigations at Skinwalker Ranch Challenges and Discoveries in Drilling the Mesa The Mysterious Triangle and LIDAR Discoveries Personal Experiences and Historical Accounts Hypotheses and Extraterrestrial Possibilities Compelling Evidence and Scientific Investigations Conclusion and Final Thoughts Follow Thomas: https://x.com/ThomasWinterton Get in touch with the show: https://www.thatufopodcast.com/contact Twitter: @UFOUAPAM Facebook, YouTube & Instagram: "That UFO Podcast" YouTube: ⁠⁠YouTube.com/c/ThatUFOPodcast⁠⁠ Email: ⁠⁠UFOUAPAM@gmail.com All podcast links & associated links: ⁠⁠Linktr.ee/ufouapam⁠ https://www.thatufopodcast.com/ Don't forget to subscribe, like and leave a review of the show Enjoy folks, Andy

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsIn this episode of the SmartSocial.com Podcast, we dive into the complex world of digital boundaries for students and the disruptions they cause in schools. We feature an engaging conversation with Laurie Barron, Superintendent of Evergreen School District in Montana, and Melissa Hardman, Special Services Director, as they discuss trends, challenges, and practical solutions for managing students' use of technology and social media. Learn about the importance of setting boundaries, educating parents, and the role of school and community in protecting and empowering students. This episode is a must-listen for parents, educators, and district leaders aiming to keep kids safe in a tech-driven world.Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsJoin Josh Ochs as he interviews Dr. Kellen Adams, Superintendent of USD 453 Leavenworth, on the SmartSocial.com Podcast. They discuss key strategies for keeping students safe online, managing screen time addiction, and fostering healthy communication between parents and children in the digital age. Superintendent Adams shares valuable insights on co-creating boundaries, recognizing online threats, and the importance of positive reinforcement. Tune in for practical tips on how to navigate the challenges of parenting in a technology-driven world and ensuring your kids shine online. Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

Today:Congressman Seth Moulton is holding two truths at once – acknowledging the threat of Iran getting nuclear capabilities, and decrying the Trump administration's actions over the weekend – and is calling for diplomacy, now.And, Boston Globe education reporter Christopher Huffaker, Commonwealth Beacon executive editor Michael Jonas and the Superintendent of Essex North Shore Agricultural and Technical High School Heidi Riccio discuss the changes coming to admissions for vocational schools in the state.

We say value engineering. But what we're actually doing? Design amputation. In this short but fiery episode, Jason Schroeder exposes the ugly truth behind how most construction teams gut their designs under the false flag of "VE." This isn't about optimizing systems or delivering value it's dismemberment engineering, plain and simple. You'll hear: Why traditional "value engineering" is a lie we've all accepted. The brutal consequences of siloed design and reactive budgeting. What true value engineering looks like (spoiler: it starts before drawings are finished). A clear roadmap to integrated, lean-aligned design that actually works. If you've ever seen a beautifully designed project get hacked apart because it was “over budget,” this episode will hit home and give you a better way forward. Listen now to stop the cycle and start building smarter.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Let's be real. “critical path” thinking is destroying your jobsite. In this punchy, no-BS episode, Jason Schroeder breaks down the dangerous myth of the critical path and introduces something far more powerful: the Path of Critical Flow. You'll hear: Why “knowing the critical path” is actually making you push, panic, and waste time. The brutal truth about crashing schedules (and how it hurts, not helps). The smarter way to plan using buffers, flow, and sequencing. How to spot bottlenecks and fix them without burning out your team. A hilariously sharp analogy involving babysitting, fake kidnappers, and parental panic.  If you've ever been told to work weekends, throw labor at it, or just get it done, you need this episode. Forget panic. Plan with flow. Build with sanity.

What happens when a superintendent builds the hospital… and years later, his own daughter becomes a patient there? In this unforgettable episode, Jason sits down with one of his all-time favorite humans: Jake Smaellie, a master builder with a story that will hit you right in the gut. From healthcare construction to personal healing, Jake opens up about:   The emotional moment he walked his daughter into an MRI room he built. Why cleaning jobsite bathrooms (yes, really) sets the tone for leadership. The power of saying “good morning” and how it's a secret weapon for team culture. His incredible 180-pound weight loss and training for a 200-mile bike ride. How to lead by example, not by title. Funny. Raw. Inspiring. This is more than construction, it's a masterclass in humility, grit, and taking care of people.

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsIn this episode of the SmartSocial.com Podcast, Josh Oaks interviews Mark Odsather, the Superintendent of Pleasant View School District in California, about innovative strategies to keep students safe on social media. They discuss the importance of teaching kids to use technology responsibly by giving them agency and building strong relationships. Mark shares unique educational approaches, like co-designed AI projects, financial literacy programs, and open classroom environments, to help students become independent learners. The conversation also includes tips for parents on maintaining open dialogues with their kids and ensuring their safety in the digital age. Tune in to learn how Pleasant View is creating a supportive community for both students and parents.Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

The Lie of Being Unique: Why Construction Keeps Reinventing the Wheel Let's bust a myth that's quietly killing our productivity in construction: “This project is different.” In this eye-opening episode, Jason challenges one of the most common (and dangerous) beliefs in our industry that every project is so unique it can't follow a standard process. But what if that mindset is the very thing holding us back from stability, repeatability, and excellence? He shares: A powerful question from his CEO that sparked this whole reflection. What software, lean systems, and builders like Hensel Phelps already know. Why thinking you're unique can tank your schedule and lead to chaos. The truth about production systems: different buildings, same process. Whether you're a superintendent, project manager, or craftsman aiming to level up, this episode will shift your mindset and sharpen your focus.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Ever been asked to “just redo that in a different format”…for no reason? Or told “we don't have time for planning” even when it's clearly needed? In this episode, Jason calls out the everyday thoughtless requests that chip away at team morale, respect, and productivity in construction. Whether it's lazy leadership, selfish budgeting, or tone-deaf directions, these requests aren't just annoying, they're dangerous. What you'll hear in this episode: The difference between truly thoughtless vs. selfishly thoughtless requests. Why poor communication destroys trust on-site. How “small asks” actually cause massive waste. The one mindset shift that instantly builds respect in your workplace. And why "please" and "thank you" still matter more than ever. If you want to build a high-trust, high-performance team, it starts with what you don't say and what you stop asking others to do.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two