Podcasts about United States Air Force

Ever wondered how Arbo's Cheese Dip became the delicious fan-favorite it is today (02:09)? Andrew shares the inspiring story behind building a national cheese dip brand from scratch, and the toughest challenge he faced getting Arbo's onto store shelves (06:36). We also talk about why Primo Grills could be your next favorite backyard cooker (13:50) and what truly sets Arbo's Cheese Dip apart from every other cheese dip on the market (14:35). Plus, Arbo's now offers more mouthwatering flavors than just the original (18:00)! Andrew explains how he scaled up his homemade cheese dip recipe for mass production (21:20) and surprises us with a mystery box—you won't believe what's inside (24:10)! Malcom fires up some incredible dishes using Arbo's, including Cheesy Chicken & Rice (26:14) and a pizza dip that's to die for (32:01)! Andrew also shares his favorite ways to enjoy Arbo's at home (35:29), plus some of the wildest and most creative recipes fans have come up with using Arbo's Cheese Dip (37:30). Finally, Andrew opens up about his service in the United States Air Force and how those experiences shaped his journey as an entrepreneur (40:46).  

All Home Care Matters and our host, Lance A. Slatton were honored to welcome Derek DeVos, Technical Sergeant (Retired), USAF as guest to the show. About Derek DeVos, Technical Sergeant (Retired), USAF: Derek raised his right hand in January 2009 and served over 15 years in the United States Air Force. From Utah to Alaska, the Republic of Korea to North Carolina and New Mexico, and through two deployments that tested every part of him, he carried both the pride and the weight of being an Airman. Derek's career ended early when PTSD and physical conditions caught up with him, and he was medically retired on September 15, 2024. Derek is now a 100% disabled veteran, continuing the mission through The PTSD, Inc., a nonprofit he founded in Statesville, NC to ensure veterans and families don't have to fight alone. About The PTSD: The PTSD, Inc. is a disabled veteran-founded nonprofit based in Statesville, NC, built from lived experience. Our mission is to reduce barriers for veterans and their families by providing peer-led support, community-driven resources, and practical tools that restore stability and hope. We believe every veteran deserves a clear path forward, and no family should have to fight PTSD alone. We keep it simple: • The PATH – veterans walking together through peer-led support groups. • The HUB – a one-stop resource navigation center, that ends dead ends and red tape in the system. • BRAVE TAILS – veterans and shelter dogs healing side by side . • The AIMS – adaptive memory and accountability support, helping track spirals and wins. • The 2nd Front – our fastest-growing lane, designed for caregivers, spouses, and families. Behind every veteran is a second front line: caregivers carrying the invisible weight. This program gives them a peer-led community of their own, with respite, tools, and recognition. All Home Care Matters was one of the first to recognize and amplify this vision , proving the urgency and resonance of supporting caregivers. It's not theory. It's lived experience turned into action, a closed-loop ecosystem designed to scale across communities, reduce crisis events, and strengthen families.

As students navigate an increasingly complex, competitive, and costly path to medical school, parents often find themselves uncertain about how to help without hindering growth. Meanwhile, institutions maintain opaque admissions practices, amplifying anxiety for both students and families. In this episode, we explore what parents need to know to truly support, not sabotage, their aspiring doctors. Finally, we pull back the curtain on everything from shadowing to AI in essays, offering a brutally honest look at what really matters in the application process.Guest bio: Dr. Ryan Gray, a former Flight Surgeon in the United States Air Force, is the founder of Medical School Headquarters and Meded Media, where he has become a leading voice in guiding pre-med and medical students toward careers in medicine. He is the author of The Premed Playbook series, including Guide to the Medical School Application Process, Guide to the Medical School Personal Statement, Guide to the Medical School Interview, and Guide to the MCAT. Dr. Gray also hosts several popular podcasts, including The Premed Years, OldPreMeds Podcast, The MCAT Podcast, and Specialist Stories.We Discuss:Support vs. SabotageThe Myth of the Perfect ApplicantWhy Checklists Aren't Really ChecklistsWhat Shadowing Really Tells YouWhat's the Deal With Volunteering Hours?Service for the Right ReasonsWhy Pre-Med Doesn't Mean Pre-DoctorUsing AI When Writing Med School EssaysCompressing Preclinical EducationThe Price of Applying and the Sneaky SecondariesWhy Don't Schools Post MCAT Cutoffs?How to Write a Good Letter of Recommendation and When to Say NoThank You NotesLetters of IntentShould Premeds Attend Non-Interview Info Sessions?Why Clinical Hours Are Non-Negotiable

Today we meet retired United States Air Force Colonel Emily Farkas. Emily, who served as an Aircraft Maintenance Officer, comes from humble beginnings as a small town girl from Michigan where she was an honors high school student with dreams of becoming a physician. While a student at Michigan State, grades became a struggle and she turned down an opportunity to become a Marine Corps Officer. However, when the Air Force called Emily answered in a big way. Let's listen to her story of success and find out what she's doing today, now that she's in retirement.Our library of shows can be found at www.veteranscornerradio.comJoin us on Facebook at the page Veterans Corner RadioYou can contact our host Joe Muhlberger at joseph.muhlberger@gmail.com

On this episode of The Jon Gordon Podcast, I sit down with General John Michel for an inspiring conversation about his remarkable journey from serving as a commanding general for NATO to becoming a purpose-driven entrepreneur and community leader. General John's story is one of service, leadership, and transformation. From humble beginnings in ROTC at Texas State to flying jets and leading 14 nations in building the $8 billion Afghan Air Force, he reflects on the discipline, passion, and responsibility that shaped his military career. After retiring from the military, General John felt called to a new mission, addressing food insecurity with dignity and innovation. He shares the genesis of Soulcial Kitchen and Currency of Caring, a venture that mobilizes food trucks and empowers entrepreneurs to deliver hot meals and hope to neighbors in need.   About General John Michel, Air Force Brigadier General (ret.) John Michel is passionate about people and possibilities. A soulcial entrepreneur at heart, he's also an award- winning author, TED speaker, and business leader who has successfully led several multi-billion-dollar domestic and international transformation efforts. Today, he serves as Founder of Soulcial Kitchen as well as President of the Food is Love Foundation. His passion is developing and operationalizing innovative approaches to addressing food insecurity and building sustainable community capacity via his Nationally acclaimed Currency of Caring tokenized free meal program. In 2015, John completed a distinguished 26-year career in the United States Air Force, where in his final assignment, he led NATO's unprecedented 14-nation effort in Afghanistan to build the $6.7 billion Afghan Air Force. His efforts leading this international coalition culminated in his team being awarded the 2014 Department of Defense's highest award for innovative nation-building efforts. John has earned several advanced degrees, including a Master's of Aeronautical Science from Embry-Riddle Aeronautical University, a Master of Military Operation Art from Air University, and earned a Doctorate in Transformational Leadership from Bakke Graduate University. He is also a graduate of the Stanford University Supply Chain Leaders Course, the Harvard Law School Program on Negotiation, and served as a Senior Executive Fellow at Harvard University's JFK School of Government.   Here's a few additional resources for you… Follow me on Instagram: @JonGordon11 Order my new book 'The 7 Commitments of a Great Team' today! Every week, I send out a free Positive Tip newsletter via email. It's advice for your life, work and team. You can sign up now here and catch up on past newsletters. Ready to lead with greater clarity, confidence, and purpose? The Certified Positive Leader Program is for anyone who wants to grow as a leader from the inside out. It's a self-paced experience built around my most impactful leadership principles with tools you can apply right away to improve your mindset, relationships, and results. You'll discover what it really means to lead with positivity… and how to do it every day. Learn more here! Join me for my Day of Development! You'll learn proven strategies to develop confidence, improve your leadership and build a connected and committed team. You'll leave with an action plan to supercharge your growth and results. It's time to Create your Positive Advantage. Get details and sign up here. Do you feel called to do more? Would you like to impact more people as a leader, writer, speaker, coach and trainer? Get Jon Gordon Certified if you want to be mentored by me and my team to teach my proven frameworks principles, and programs for businesses, sports, education, healthcare!

Chief Master Sergeant Daniel L. Hoglund served in the United States Air Force for 30 years, beginning his career in 1994 as a Tactical Ground Radio Operator and advancing to key leadership positions, including Command Chief Master Sergeant for the 20th Fighter Wing at Shaw Air Force Base and Commandant of the Air Force Senior Noncommissioned Officer Academy, with extensive experience in tactical operations, multiple combat deployments across operations such as Iraqi Freedom and Inherent Resolve, and qualifications as a master-rated enlisted aircrew member on aircraft like the EC-130H and MC-12W.As a retired veteran residing in Nueva Gorgona, Panama, he plays an important role in the local community by engaging with fellow expats and veterans, drawing on his background in morale, welfare, and professional development to support community initiatives and foster interpersonal connections in this coastal expat enclave. Dan is a great friend due to his demonstrated commitment to good order, discipline, and genuine care for others, qualities honed through decades of military service that make him a reliable and supportive presence in personal relationships.He's a killer padel player and a very fit 50 year old football and futbol loving hombre.(My mic was acting funky so I sound far away, Logitech G Hub is not cool, will fix on next one.)As always,Be Healthy Yall 

I am excited to have Dr. Yvonne Karney with me today for the second part of a two-part series where we focus on breast imaging options and the importance of informed consent. Last week, we discussed the limitations of current breast screening options. Today, in Part 2, we outline the future of breast imaging, beyond mammograms, to explore QT imaging and its impact on breast health. How to be proactive about your breast screening options: Ask your provider to explain all available imaging choices- not just mammograms Consider your personal comfort, risk tolerance, and medical history when making a choice Think about whether you would prefer to avoid unnecessary procedures (like biopsies) or prioritize immediate detection If your provider will not answer your questions, find one who will. Informed consent is your right. Yvonne Karney's Bio: Yvonne Karney is a medical doctor, traditionally-trained in gynecology, and a former United States Air Force physician who converted to integrative medicine when she realized she didn't have the right tools to help her patients achieve true health.  She is the founder of Vitality Renewal Functional Medicine in the Chicago suburbs, where her newest venture is revolutionizing breast imaging by offering an option with the image quality of MRI, WITHOUT radiation, IV contrast, or painful compression.  She's on a mission to give women options for breast imaging and educate them about the risks and benefits of the current breast cancer screening recommendations.  In this episode: The limitations of current screening  What makes QT imaging different?  How QT imaging works  The benefits of QT imaging  Who may not be eligible for QT imaging?  How QT imaging was cleared as an FDA breakthrough device in 2018 How access to QT imaging is expanding How QT imaging empowers women with choice, as an adjunct or alternative to mammogram screening Links and Resources: Guest Social Media Links: Vitality Renewal Breast Imaging Yvonne Karney on YouTube Yvonne Karney on Instagram  Vitality Renewal Functional Medicine  Relative Links for This Show: ⁠Use Code FIBER to get 10% off GLP-1 Fiber Your Longevity Blueprint: DIM – 60 capsules Your Longevity Blueprint: Methyl B Complex – 60 capsules Follow Your Longevity Blueprint  On Instagram| Facebook| Twitter| YouTube | LinkedIn Get your copy of the Your Longevity Blueprint book and claim your bonuses here Find Dr. Stephanie Gray and Your Longevity Blueprint online   Follow Dr. Stephanie Gray  On Facebook| Instagram| Youtube | Twitter | LinkedIn Integrative Health and Hormone Clinic Podcast production by Team Podcast

Ben Schwartz, MD, MBA, wrote an article recently, and yeah, he makes a really compelling point. Dr. Schwartz wrote, “Ultimately, the most successful care models are those that create value inherently. The goal isn't simply cost arbitrage; it's creating a sustainable system that makes value attainable. Care delivery innovation is about more than optimizing for VC [venture capital] returns or maximizing operational efficiency.” For a full transcript of this episode, click here. If you enjoy this podcast, be sure to subscribe to the free weekly newsletter to be a member of the Relentless Tribe. That mention of value and how to achieve it for real—like, actually create a care model that delivers value inherently—is a great segue to introduce the show this week. It's a continuation of our mission/margin theme, and this week, we're talking about the margin part of the “no margin, no mission” cliché. So, taking this from the top, last week—and go back and listen to that show if you have not yet (and you can listen to both of these parts in no particular order; you do you)—but last week, we talked mission. That part about value and creating value inherently? The tie-in here to mission and margin could be a value equation, really. Like, mission divided by margin is how you calculate the value delivered (less carrier spread), but that's a whole other show with Cynthia Fisher (EP457). So, let me introduce my guest this week, who was also my guest last week: Dan Greenleaf, CEO of Duly, which is a multispecialty group in Chicago. So, last week Dan and I talked mission, as I said; but today we're talking margin, which is, again, gonna be the denominator of so many value equations. Last week in that mission show, quick review (or spoiler alert, depending on the order in which you may be listening to these shows), but last week, Dan Greenleaf broke mission, Duly's mission, into four quadrants. The four quadrants of mission being affordability, access, consumer experience, and quality. In this conversation today, the margin conversation, Dan Greenleaf emphasizes that achieving these four quadrants reduces friction for patients and clinicians that leads to not only better care outcomes but also financial sustainability (ie, margin). Margin can therefore be a function of mission. And again, as Dr. Ben Schwartz put it, “Ultimately, the most successful care models are those that create value inherently.” So, here we go. To be noted with one big fat fluorescent highlighter marker, a big part of this mission that comes up over and over again last week, it's about making prices reasonable and predictable and transparent for patients. Financial toxicity is a thing. Financial toxicity not only is clinical toxicity when so many people are delaying needed care. And look, I don't often quote Marjorie Taylor Greene, but recently she was in the New York Times and was quoted as saying, “The cost of health care is killing people.” This is what we should be focusing on. I just read the other day that one-third of adults in this country are currently delaying or forgoing care due to cost. One-third! Not one-third of low income or something like that. One-third of adults in this country are delaying or forgoing care due to fear of cost. In today's world, affordability and price transparency is part of what customer experience means—not just, like, lemon water in the waiting room. This is what struck me the most about the conversation from last week. But wait. Does affordable for patients spell trouble when it comes to the margin part of the operation? Will an affordability mission wreak havoc on margin? Is this business model doomed? Is there even a successful care model that creates value inherently that is sustainable? Such a good question, which is why I ask it to Dan Greenleaf right out of the gate. So, just to sum this all up in the conversation that follows, Dan Greenleaf gets into the challenges and the strategies involved in balancing mission-driven healthcare with financial realities. Duly's approach to being fiscally solid includes, well, I'm just gonna say many of the same types of efficiency things to maintain and retain margin that other more mainstream health systems might deploy. But I'd say there's a really striking difference in the why and the how. And the impact of this why and how is striking when you look at Duly's prices and the impact it has on its overall community. So, even though it's using similar types of strategies, maybe, as big consolidated health systems or other organizations, the impact and what it all adds up to is, again, very, very different. This is what I mean. At health systems, and maybe my head is just lost in a couple of anecdotal bits of evidence right now, but I just had two conversations in the past two days with physician leaders at big health systems (different ones), but both of these individuals said variations of the same theme. And if you wanna picture the scene, picture the saddest expressions, and one of them had a martini and the other one had a big-boy glass of wine. And both of them said, Look, my organization has lost sight of patient care, but also my organization has lost sight of, like, financial goals in most parts of the organization. All I seem to do all day is play politics with a whole lot of middle managers or even senior leaders jockeying for position and having turf wars within these sprawling bureaucracies. These are just great people who are trying so hard to do the right thing and are just struggling to find the foothold to do so within their own organizations. So, let's just say it was refreshing to hear Dan Greenleaf talk about an alignment of incentives and hook the margin up with the mission train in a really tight way throughout the entire organization. And to do this really well—achieve that mission/margin alignment across the whole entire organization—Dan underscores the value of clinician involvement in leadership and having, as I just said, aligned incentives with clinical teams. Keep in mind, this is the margin show, where clinical leadership came up and the number of doctors on their board and the level of physician ownership in the organization. I'm highlighting that this is the margin show here because usually so-called dyad leadership with physicians in leadership roles only comes up in mission conversations, right? Like, in situations where somebody wants the doctor to be the defender of mission and the battle to keep the MBAs in check. And I say this as the comic book stereotype, obviously. But yeah, it's true often enough. But then we have Dan, who is thinking about clinicians who have, again, aligned incentives across the organization so you don't have your physician leaders day drinking while I'm sitting across from them finding myself quoting Sun Tzu The Art of War and helping them craft the perfect PowerPoint slide to weaponize a reorg. Honestly, in my experience, there's no better way to waste metric assloads of money than in an organization where personal power grabs start to supersede anything that smells vaguely like an organizational imperative. And again, these just big bureaucracies at many health systems … yeah, too big not to fail at this is often the way of it. Then lastly, I grilled Dan Greenleaf about capital partners and how to manage to achieve private equity (PE) funding, where there's support for a model that delivers inherent value—a model that benefits both patients and providers as well as investors. And I'm saying this, keeping all of the things that Yashaswini Singh, PhD, said in that episode (EP474) about private equity a few weeks ago. Go back and listen to that. And by the way, Dan Greenleaf in this show has roughly the same ideas as Tom X. Lee, MD (EP445), founder of One Medical and Galileo told me, and also Rushika Fernandopulle, MD (EP460), founder of Iora. Great minds think alike. So, should figuring out how to work with PE be a topic of interest, there you go. Listen to my conversation today with Dan Greenleaf and then go back and listen to those other two shows. Dan Greenleaf, CEO of Duly, my guest today, has been in healthcare for 30 years. He's a six-time CEO: three public companies and has also run three companies backed by private equity and thus very aware of the many different funding mechanisms that exist in the marketplace. This podcast is sponsored by Aventria Health Group, but I do just wanna mention that Duly offered Relentless Health Value some financial support, which we truly appreciate. So, call this episode not only sponsored by Aventria but also Duly. And with that, here is my conversation with Dan Greenleaf. Also mentioned in this episode are Duly Health and Care; Benjamin Schwartz, MD, MBA; Cynthia Fisher; Cristin Dickerson, MD; Yashaswini Singh, PhD; Tom X. Lee, MD; Galileo; Rushika Fernandopulle, MD; Vivian Ho, PhD; Scott Conard, MD; Stanley Schwartz, MD; Vivek Garg, MD, MBA; and Dave Chase. You can learn more at Duly Health and Care and follow Dan on LinkedIn. You can also email Dan at dan.greenleaf@duly.com.   Daniel E. Greenleaf is the chief executive officer of Duly Health and Care, one of the largest independent, multispecialty medical groups in the nation. Duly employs more than 1700 clinicians while serving 1.5 million patients in over 190 locations in the greater Chicago area and across the Midwest. The Duly Health and Care brand encompasses four entities—DuPage Medical Group, Quincy Medical Group, The South Bend Clinic, and a value-based care organization. Its scaled ancillary services include 6 Ambulatory Surgery Centers, 30 lab sites, 16 imaging sites, 39 physical therapy locations, and 100 infusion chairs. Its value-based care service line provides integrated care for 290,000 partial-risk and 100,000 full-risk lives (Medicare Advantage and ACO Reach). Dan has nearly 30 years of experience leading healthcare services organizations. He is a six-time healthcare CEO, including prior roles as president and CEO of Modivcare; president and CEO of BioScrip, Inc.; chairman and CEO of Home Solutions Infusion Services; and president and CEO of Coram Specialty Services. Dan graduated from Denison University with a bachelor of arts degree in economics (where he received the Alumni Citation—the highest honor bestowed upon a Denisonian) and holds an MBA in health administration from the University of Miami. A military veteran, he was a captain and navigator in the United States Air Force and served in Operation Desert Storm.   09:56 How does Dan achieve his mission given the realities of margin? 14:49 How Duly Health's approach and incentives differ from other health systems. 16:04 EP466 with Vivian Ho, PhD. 16:28 EP462 with Scott Conard, MD. 16:31 Summer Shorts episode with Stan Schwartz, MD. 17:27 EP460 with Rushika Fernandopulle, MD. 17:29 EP445 with Tom X. Lee, MD. 17:30 EP407 with Vivek Garg, MD, MBA. 18:50 How having physicians on the hospital board greatly improves margin and mission. 20:04 How Dan explains his approach to his capital partners. 22:23 Fee for service vs. institutional care.   You can learn more at Duly Health and Care and follow Dan on LinkedIn. You can also email Dan at dan.greenleaf@duly.com.   @d_greenleaf of @dulyhealth_care discusses #margin creating a path to #mission in #multispecialtycare on our #healthcarepodcast. #healthcare #podcast #financialhealth #patientoutcomes #primarycare #digitalhealth #healthcareleadership #healthcaretransformation #healthcareinnovation   Recent past interviews: Click a guest's name for their latest RHV episode! Dan Greenleaf (Part 1), Mark Cuban and Cora Opsahl, Kevin Lyons (Part 2), Kevin Lyons (Part 1), Dr Stan Schwartz (EP486), Dr Cristin Dickerson, Elizabeth Mitchell (Take Two: EP436), Dave Chase, Jonathan Baran (Part 2), Jonathan Baran (Part 1), Jonathan Baran (Bonus Episode)  

I am excited to have Dr. Yvonne Karney with me for a two-part series focused on breast imaging options and the importance of informed consent. In Part 1 today, we discuss the limitations of current breast screening options and how to protect yourself if you choose to get mammograms or MRIs. We also introduce you to QT Imaging, which is the future of breast imaging. Benefits of early detection: It allows for procedures like lumpectomy instead of extensive surgery Early-stage cancers often require less chemotherapy or radiation Detecting cancer early generally improves the chance of recovery and survival Smaller interventions preserve appearance and more tissue  Early treatment can be quicker, simpler, and less traumatic  Yvonne Karney's Bio: Yvonne Karney is a medical doctor, traditionally trained in gynecology, and a former United States Air Force physician, who converted to integrative medicine when she realized she didn't have the right tools to help her patients achieve true health.  She is the founder of Vitality Renewal Functional Medicine in the Chicago suburbs, where her newest venture is to revolutionize breast imaging by offering an option that has the image quality of MRI WITHOUT radiation, IV contrast, or painful compression.  She's on a mission to give women options for breast imaging and educate them about the risks and benefits of the current breast cancer screening recommendations.  In this episode: How mammograms are pushed without real informed choice The value of early detection   How false positives tend to fuel fear and lead to extra procedures Risks that come with breast compression and radiation How overdiagnosis leads to overtreatment The problems associated with MRIs  How true 3D imaging could change the future of breast screening Links and Resources: Guest Social Media Links: Vitality Renewal Breast Imaging Yvonne Karney on YouTube Yvonne Karney on Instagram Vitality Renewal Functional Medicine  Relative Links for This Show: Try Halo (Salt) Therapy for respiratory and skin health. Call 319-363-0033 to schedule your session. https://yourlongevityblueprint.com/product/glutathione-60-ct/ https://yourlongevityblueprint.com/product/coq10-100-mg/ Follow Your Longevity Blueprint  On Instagram| Facebook| Twitter| YouTube | LinkedIn Get your copy of the Your Longevity Blueprint book and claim your bonuses here Find Dr. Stephanie Gray and Your Longevity Blueprint online   Follow Dr. Stephanie Gray  On Facebook| Instagram| Youtube | Twitter | LinkedIn Integrative Health and Hormone Clinic Podcast production by Team Podcast

Chief Master Sergeant Daniel L. Hoglund served in the United States Air Force for 30 years, beginning his career in 1994 as a Tactical Ground Radio Operator and advancing to key leadership positions, including Command Chief Master Sergeant for the 20th Fighter Wing at Shaw Air Force Base and Commandant of the Air Force Senior Noncommissioned Officer Academy, with extensive experience in tactical operations, multiple combat deployments across operations such as Iraqi Freedom and Inherent Resolve, and qualifications as a master-rated enlisted aircrew member on aircraft like the EC-130H and MC-12W. As a retired veteran residing in Nueva Gorgona, Panama, he plays an important role in the local community by engaging with fellow expats and veterans, drawing on his background in morale, welfare, and professional development to support community initiatives and foster interpersonal connections in this coastal expat enclave. Dan is a great friend due to his demonstrated commitment to good order, discipline, and genuine care for others, qualities honed through decades of military service that make him a reliable and supportive presence in personal relationships.He's a killer padel player and a very fit 50 year old football loving hombre.As always,Stay Healthy Yall

This show today is a continuation of our mission/margin series because I wanted to drag into my investigation here what clinical organizations are up to, especially ones that have brought in professional capital, as they say. For a full transcript of this episode, click here. If you enjoy this podcast, be sure to subscribe to the free weekly newsletter to be a member of the Relentless Tribe. Before I kick in here, let me just remind everyone of a few themes that we have been poking in the eyeballs in the past few months over here at Relentless Health Value. First, patients cannot afford care. Listen to the show with Mark Cuban and Cora Opsahl (EP488) mentioning middle-class wage stagnation. Listen to the show with Merrill Goozner (EP388). Listen to the show with Wayne Jenkins, MD (EP358). It is a crapshoot to get medical care these days. Roll the dice and hope you don't get a bankrupting bill at the end. There's no transparency (or very little) for patients. No accountability or interest from many. Not all but many take no responsibility for their financial impact on their patients or members. And look, I am in no way speaking for the vast majority of doctors or nurses or pharmacists or PAs or even really good administrators or anybody else involved in clinical care. In fact, if you listen to the show with Komal Bajaj, MD (EP458) about how many clinicians do not actually trust their leadership will do right by patients or even the clinicians themselves, then yeah. This is undeniably the broad stroke of this industry we all work in. Many take no responsibility for their financial impact on their patients or members. That is the first theme. Here's the second theme. It's this motto: If you can take it, take as much as you can get. And throwing no shade, but let's just get real about that. Right now, healthcare is an industry just like any other industry. And when I say industry, I mean the tax-exempt so-called nonprofits as much as anybody else. Said another way, corporate healthcare leaders, just like any other business leaders, have every incentive to see prices go up. That is just the way commerce works. Listen to the show with Jonathan Baran (EP483, Part 1), the ones with Kevin Lyons (EP487, Part 1 and Part 2). But what is different than most other commerce endeavors when it comes to healthcare, and Shane Cerone from Kada says this in an upcoming episode, he says, “We don't have a broken healthcare market. In many parts of the country, there is no healthcare market. The market does not exist.” And thus prices can go up like rocket ships, because self-insured employers—and also public plan sponsors a lot of times, like state health plans—are, on the whole, just such unsophisticated buyers, price elasticity is, like, nonexistent. No matter how high the price, plan sponsors still contract for who's ever in the network; and they and their members ante up and pay the price. Many good and maybe not-so-good reasons for this (not getting into them), but net net, the result is a nonmarket. Anyone who wants to debate my corporate healthcare entities or big consolidated healthcare entities act just like any other corporate entity, read the recent Substack by Preston Alexander. It's about hospitals raising capital with bonds. Preston Alexander wrote, “The financial design of the system has turned what should be a largely altruistic service, one designed for public good and societal benefit, and forced it to act like a financial institution.” And so, with those bonds, welcome Wall Street. What do Wall Street bankers think about patient care and access and community health? Oh, they don't think about those things at all. Municipal bond returns, baby. That's it. Bonds are an investment where people who invest in them, returns are expected, just like shareholders who want their dividends. Preston Alexander wrote, “Most larger health systems carry billions (that was a ‘b' back there) in bond liabilities.” It costs money to build buildings and add beds and consolidate, yo; but now they are subject to the same pressures as publicly traded companies. So then I got my hands on Dan Greenleaf, CEO of Duly, a multispecialty group in Chicago. I was absolutely intrigued from the starting gate because Dan told me that mission can actually beget margin in his view, and he even, at Duly, has private equity investors. So, yeah, I was all ears. Dan Greenleaf, who is my guest today, by the way, if you haven't figured that out, told me that because of, but not limited to, the trends above wildly high prices, high premiums, high deductibles, more consolidation, fewer options, scared, confused, and maybe outraged patients—listen to the show with Peter Hayes (EP475)—Dan said that, given this backdrop, actually focusing on mission is a huge competitive advantage. Justina Lehman (EP414) actually also said this in a show from a few years ago. Dan told me, Dan Greenleaf, when you succeed at mission, you can get yourself decent margin these days. So, in this first episode, we will talk about this mission of which Dan Greenleaf speaks; and then in part 2 coming at you next week, we'll get into how that all spells margin. Here's what I thought was super important about this whole mission/margin conversation, and Mick Connors, MD, in a show coming up, also touches on this: To achieve mission, you really have to define what mission means. Ben Schwartz, MD, MBA (EP481) said this, too, in so many words in the show from last summer. And that doesn't mean just have a gloriously well-written Web page, and you just can't have spreadsheets of random quality metrics either. You have to treat the mission like you treat any strategic imperative. You gotta break it down and figure out how you're gonna measure what you're actually doing. Rik Renard (EP427) talked about this one, too. At Duly, which Dan Greenleaf talks about in this episode, the focus is on four quadrants of mission: (1) affordability, (2) access, (3) consumer experience, and (4) quality. In this conversation, Dan emphasizes that achieving these four quadrants reduces friction for patients and clinicians and leads to better care outcomes and financial stability. To be noted with one big fat fluorescent highlighter marker is this: A big part of this mission, in almost each of these quadrants, is about making prices reasonable and predictable and transparent for patients. In today's world, that's what customer experience must include—not just, like, lemon water in the waiting room. That struck me the most. And all this focus on affordability really adds up across the community. In Chicago, lower-cost alternatives to hospital services can save up to $2 billion. That is also with a “b.” And the communities are also healthier. Crazy. Hey, make sure patients and members can afford and have access to quality healthcare, and the community gets healthier. Who would've thought? Dan Greenleaf, CEO of Duly, my guest today, has been in healthcare for 30 years. This podcast is sponsored by Aventria Health Group, but I do just wanna mention that Duly so kindly offered Relentless Health Value some financial support, which we truly, truly appreciate. So, call this episode also sponsored with an assist by Duly. Here's my conversation with Dan Greenleaf, and do come back next week for part 2 like I said earlier. Today we talk mission. Next week we talk margin. Also mentioned in this episode are Duly Health and Care; Merrill Goozner; Wayne Jenkins, MD; Komal Bajaj, MD; Jonathan Baran; Kevin Lyons; Shane Cerone; Kada Health; Preston Alexander; Peter Hayes; Justina Lehman; Vivian Ho, PhD; Mick Connors, MD; Benjamin Schwartz, MD, MBA; Rik Renard; Mark Cuban; Dave Chase; Patrick Moore; Sam Flanders, MD; and Tom Nash. You can learn more at Duly Health and Care and follow Dan on LinkedIn. You can also email Dan at dan.greenleaf@duly.com.   Daniel E. Greenleaf is the chief executive officer of Duly Health and Care, one of the largest independent, multispecialty medical groups in the nation. Duly employs more than 1700 clinicians while serving 1.5 million patients in over 190 locations in the greater Chicago area and across the Midwest. The Duly Health and Care brand encompasses four entities—DuPage Medical Group, Quincy Medical Group, The South Bend Clinic, and a value-based care organization. Its scaled ancillary services include 6 Ambulatory Surgery Centers, 30 lab sites, 16 imaging sites, 39 physical therapy locations, and 100 infusion chairs. Its value-based care service line provides integrated care for 290,000 partial-risk and 100,000 full-risk lives (Medicare Advantage and ACO Reach). Dan has nearly 30 years of experience leading healthcare services organizations. He is a six-time healthcare CEO, including prior roles as president and CEO of Modivcare; president and CEO of BioScrip, Inc.; chairman and CEO of Home Solutions Infusion Services; and president and CEO of Coram Specialty Services. Dan graduated from Denison University with a bachelor of arts degree in economics (where he received the Alumni Citation—the highest honor bestowed upon a Denisonian) and holds an MBA in health administration from the University of Miami. A military veteran, he was a captain and navigator in the United States Air Force and served in Operation Desert Storm.   08:32 What should mission be in multispecialty? 08:54 Are mission and margin mutually exclusive? 10:47 What are the four “vectors” of Dan's mission? 11:32 Why does affordability matter? 12:11 EP466 with Vivian Ho, PhD. 12:40 EP488 with Mark Cuban and Cora Opsahl. 13:32 Who are the three payers in the marketplace? 17:31 EP388 with Merrill Goozner. 19:19 How does access play into mission? 20:28 EP464 with Al Lewis. 21:07 EP467 with Stacey. 22:56 Why price transparency is important to consumer experience. 24:16 LinkedIn post from Patrick Moore. 29:06 EP481 with Benjamin Schwartz, MD, MBA.   You can learn more at Duly Health and Care and follow Dan on LinkedIn. You can also email Dan at dan.greenleaf@duly.com.   @d_greenleaf of @dulyhealth_care discusses #mission and #margin in #multispecialtycare on our #healthcarepodcast. #healthcare #podcast #financialhealth #patientoutcomes #primarycare #digitalhealth #healthcareleadership #healthcaretransformation #healthcareinnovation   Recent past interviews: Click a guest's name for their latest RHV episode! Mark Cuban and Cora Opsahl, Kevin Lyons (Part 2), Kevin Lyons (Part 1), Dr Stan Schwartz (EP486), Dr Cristin Dickerson, Elizabeth Mitchell (Take Two: EP436), Dave Chase, Jonathan Baran (Part 2), Jonathan Baran (Part 1), Jonathan Baran (Bonus Episode), Dr Stan Schwartz (Summer Shorts)

Vince Lewis was an officer in the United States Air Force, and flew multiple combat missions. After leaving the Air Force, he found the Anabaptists and came to believe in nonresistance. In this episode, Vince explains what nonresistance is and why this doctrine is so important to all Christians.Vince Lewis' TestimonyChristianity, War, and America's Salvation StoryThis is the 288th episode of Anabaptist Perspectives, a podcast, blog, and YouTube channel that examines various aspects of conservative Anabaptist life and thought. Sign-up for our monthly email newsletter which contains new and featured content!Join us on Patreon or become a website partner to enjoy bonus content!Visit our YouTube channel or connect on Facebook.Read essays from our blog or listen to them on our podcast, Essays for King JesusSubscribe on your podcast provider of choiceSupport us or learn more at anabaptistperspectives.org.The views expressed by our guests are solely their own and do not necessarily reflect the views of Anabaptist Perspectives or Wellspring Mennonite Church.

On Today's Episode –Retired Col. Rob Maness is back to talk about the tragic assassination of Charlie Kirk, and its lasting ramifications. Tune in for all the Funhttps://x.com/RobManesshttps://www.stripes.com/opinion/2025-08-12/keep-artificial-intelligence-out-government-18742200.htmlhttps://gatorpac.com/ Retired Colonel Rob Maness has a lifelong record of providing dedicated service to the nation. He made the decision as a 17-year-old high school senior to enlist in the United States Air Force and serve in uniform as the country faced multiple crises around the world.Having worked his way up from the enlisted ranks to full colonel, he retired from active duty in 2011, ending his military service of more than 32 years. Following military retirement Rob returned to Louisiana to work as an executive in a Fortune 500 energy corporation. He is currently founder and the owner of Iron Liberty Group and resides in Gulfport, Mississippi.Rob has proven his competence at the local, state, and federal levels of government with his demonstrated leadership and effectiveness as a steward of our citizen's tax dollars. He has broad experience working at the Louisiana State Legislature, in the national budget process, national emergency response decision-making, law enforcement, successful community relations with governments at all levels, and working directly with citizens to meet today's challenges. He has provided direct, executive oversight to local schools in coordination with elected school boards, working to make them secure and more effective to meet the needs of America's military children. His leadership and combat experiences give him a unique perspective when considering how national action impacts our American families.During his military service, Colonel Maness led numerous combat operations, including as a bomber squadron commander in Enduring Freedom and Iraqi Freedom. Colonel Maness served as an enlisted bomb disposal technician in three assignments countering terrorism before being commissioned and selected for flight training. As a Joint Chiefs of Staff operations officer he was on duty in the National Military Command Center located within the Pentagon during the September 11, 2001 attack. In the ensuing months, he directly assisted the United States national security team with creating, synchronizing, and executing the campaign plan for the global war on terrorism. Colonel Maness authored the first theater nuclear war plan and designed decision-making tools for the Presidential nuclear decision handbook strengthening U.S. extended strategic deterrence policy in European and Pacific regions. Colonel Maness served as the Vice Commander of America's largest Airborne Intelligence Wing conducting strategic and battlefield intelligence, surveillance, and reconnaissance operations against America's enemies. He went on to command Kirtland Air Force Base, Albuquerque, NM, the sixth largest U.S. Air Force Base encompassing 53,000 acres and 22,000 employees, housing our nation's most critical assets.After running for the U.S. Senate on this America First Platform, Rob founded GatorPAC and its Veterans Leadership Fund, a Federal political action committee. The PAC educates grass roots political activists on the most effective ways to influence their elected officials, get a candidate elected, or to fight for a cause. It advocates for policies that protect your liberty, fight for limited government, and ensure prosperity. He has also served as a board member at Military Veterans Advocacy, Inc., a veteran's advocacy group fighting for veteran toxic exposure benefits, committed to preventing veteran suicides, and ensuring military families have equal access to benefits. He has served as a non-voting board member of the Albuquerque Chamber of Commerce and Hispano Chamber of Commerce in his role as Commander of Kirtland AFB. As president of his local chapter of the Military Officers Association of America, he led a team that created an annual scholarship fund for graduating high school students. Rob is a Life Member of the NRA, Veterans of Foreign Wars, the American Legion, Disabled American Veterans, and the Military Officers Association of America. He is also a member of the Louisiana Military Order of Foreign Wars and the Society of the Sons of the Revolution. Active in the community, Rob served as an elected member of the Republican Party Executive Committee representing St. Tammany Parish Council District 1 for two terms and served on the board of the only Republican Men's Club in Louisiana. He Currently serves on the Harrison County and Gulfport Mississippi GOP Executive committees.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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

Join the Behind the Knife Surgical Oncology Team as we discuss the nuances in the work up and management of patients with pheochromocytomas. Hosts: Timothy Vreeland, MD, FACS (@vreelant) is an Assistant Professor of Surgery at the Uniformed Services University of the Health Sciences and Surgical Oncologist at Brooke Army Medical Center. Daniel Nelson, DO, FACS (@usarmydoc24) is Surgical Oncologist/HPB surgeon at Kaiser LAMC in Los Angeles. Lexy (Alexandra) Adams, MD, MPH (@lexyadams16) is a 2ndYear Surgical Oncology fellow at MD Anderson. Beth (Elizabeth) Barbera, MD (@elizcarpenter16) is a General Surgery physician in the United States Air Force station at RAF Lakenheath. Joe (Joseph) Broderick, MD, MA (@joebrod5) is a General Surgery research resident between his second and third year at Brooke Army Medical Center. Galen Gist, MD (@gistgalen) is a General Surgery research resident between his second and third year at Brooke Army Medical Center. Learning Objectives: 1)    Review the presentation of patients with pheochromocytomas.  2)    Review the work up of patients with pheochromocytomas.  3)    Review the treatment of patients with pheochromocytomas.  4)    Review the surveillance of patients with pheochromocytomas.  References used in the making of this episode: Patel D. Surgical approach to patients with pheochromocytoma. Gland Surg. 2020;9(1):32-42. doi:10.21037/gs.2019.10.20. PMID: 32206597; PMCID:PMC7082266.   Eisenhofer G, Lenders JW, Siegert G, et al. Plasma methoxytyramine: a novel biomarker of metastatic pheochromocytoma and paraganglioma in relation to established risk factors of tumour size, location and SDHB mutation status. Eur J Cancer. 2012;48(11):1739-1749. doi:10.1016/j.ejca.2011.07.016. PMID:22036874; PMCID: PMC3372624.   Lenders JWM, Eisenhofer G, Mannelli M, Pacak K. Phaeochromocytoma. Lancet. 2005;366(9486):665-675. doi:10.1016/S0140-6736(05)67139-5.   Vicha A, Musil Z, Pacak K. Genetics of pheochromocytoma and paraganglioma syndromes: new advances and future treatment options. Curr Opin Endocrinol Diabetes Obes. 2013;20(3):186-191. doi:10.1097/MED.0b013e32835fcc45. PMID: 23481210; PMCID: PMC4711348. https://pubmed.ncbi.nlm.nih.gov/23481210/ Dickson PV, Alex GC, Grubbs EG, et al. Posterior retroperitoneoscopic adrenalectomy is a safe and effective alternative to transabdominal laparoscopic adrenalectomy for pheochromocytoma. Surgery. 2011;150(3):452-458. doi:10.1016/j.surg.2011.07.004. https://pubmed.ncbi.nlm.nih.gov/21878230/ Lei K, Wang X, Yang Z, et al. Comparison of the retroperitoneal laparoscopic adrenalectomy versus transperitoneal laparoscopic adrenalectomy for large (≥6 cm) pheochromocytomas: a single-centre retrospective study. Front Oncol. 2023;13:1043753. doi:10.3389/fonc.2023.1043753. PMID: 36910608; PMCID: PMC9992891. https://pubmed.ncbi.nlm.nih.gov/36910608/ Please visit https://behindtheknife.org to access other high-yield surgical education podcasts, videos and more.   If you liked this episode, check out our recent episodes here: https://behindtheknife.org/listen Behind the Knife Premium: General Surgery Oral Board Review Course: https://behindtheknife.org/premium/general-surgery-oral-board-review Trauma Surgery Video Atlas: https://behindtheknife.org/premium/trauma-surgery-video-atlas Dominate Surgery: A High-Yield Guide to Your Surgery Clerkship: https://behindtheknife.org/premium/dominate-surgery-a-high-yield-guide-to-your-surgery-clerkship Dominate Surgery for APPs: A High-Yield Guide to Your Surgery Rotation: https://behindtheknife.org/premium/dominate-surgery-for-apps-a-high-yield-guide-to-your-surgery-rotation Vascular Surgery Oral Board Review Course: https://behindtheknife.org/premium/vascular-surgery-oral-board-audio-review Colorectal Surgery Oral Board Review Course: https://behindtheknife.org/premium/colorectal-surgery-oral-board-audio-review Surgical Oncology Oral Board Review Course: https://behindtheknife.org/premium/surgical-oncology-oral-board-audio-review Cardiothoracic Oral Board Review Course: https://behindtheknife.org/premium/cardiothoracic-surgery-oral-board-audio-review Download our App: Apple App Store: https://apps.apple.com/us/app/behind-the-knife/id1672420049 Android/Google Play: https://play.google.com/store/apps/details?id=com.btk.app&hl=en_US

Preview: General Blaine Holt (United States Air Force retired) discusses a cultural shift away from the warrior ethos in the US military, influenced by new directions at the Pentagon. He notes a drift toward focusing on issues like climate change, DEI, and woke Marxism, facilitated by a nepotistic promotion system that de-prioritizes meritocracy. 1957

Preview: General Blaine Holt (United States Air Force retired) explains the rigorous training required for US pilots intercepting Russian probes near locations like Alaska, Estonia, and Romania. Pilots, known as air interceptors, must be prepared to shoot or be shot at, following "Cold War rules." This training takes a long time and involves extensive briefings on the rules of engagement and when lethal force is necessary before every single mission.

Show SummaryOn today's episode, we're featuring a conversation with Air Force Veteran Chris Jachimiec, a dedicated speaker and proponent for suicide prevention based on his own experience as a suicide loss survivor, and will be sharing his role at the upcoming event MCON, a live event in Las Vegas Nevada from October 23rd to October 26th, 2025Provide FeedbackAs a dedicated member of the audience, we would like to hear from you about the show. Please take a few minutes to share your thoughts about the show in this short feedback survey. By doing so, you will be entered to receive a signed copy of one of our host's three books on military and veteran mental health. About Today's GuestChris Jachimiec devoted 20 years to the United States Air Force, serving in critical leadership roles throughout his career. A veteran of Operation Southern Watch and the war in Afghanistan, he spent over 15 years stationed in Las Vegas, where he shaped the next generation of Airmen through mentorship and operational excellence. His dedication earned him three Meritorious Service Medals, three Air Force Commendation Medals, and the Air Force Achievement Medal, among numerous other accolades. He was also recognized as Air Combat Command First Sergeant of the Year (2016), the United States Air Force Warfare Center NCO of the Year (2012) and was a Distinguished Graduate at every level of Air Force Professional Military Education, demonstrating his leadership at the highest levels. After his medical retirement in 2020, Christransformed personal adversity into a mission of advocacy and support forfellow service members. Following the tragic loss of his brother, a Marineveteran, to suicide in 2017, he dedicated himself to mental health awarenessand suicide prevention. As a distinguished member of both the Governor's andMayor's Suicide Prevention Challenge teams, he works to create real change inveteran mental health initiatives. His commitment to this cause also led him towork with the Tragedy Assistance Program for Survivors (TAPS), providingcompassionate support to military families dealing with loss. His advocacyreached a national audience through his participation in the Ad Council's"Service Never Stops" campaign, which promotes responsible firearmstorage as a means of suicide prevention.  Chris currently provides livedexperience and subject matter expert support to a Department of Veteran'sAffairs led suicide prevention pilot program. Beyond his advocacy, Chris is also a champion inadaptive sports, competing in the 2022 Department of Defense Warrior Games,where he claimed multiple gold medals. His resilience, both physically andmentally, embodies the spirit of perseverance. Whether leading on thebattlefield, mentoring fellow veterans, or competing as an athlete, Chriscontinues to demonstrate that service extends far beyond active duty; it is alifelong commitment to supporting others and strengthening the veterancommunity. Links Mentioned During the EpisodeChris Jachemic on LinkedInMCON Web Site PsychArmor Resource of the WeekThis week's PsychArmor Resource of the Week is a recently released episode as part of our MCON Series, episode 235 with Marine Corps veteran Melissa Hawkins. Melissa is a member of the board of advisors of MCON, and shares her perspective on the event.   You can find the resource here:  https://psycharmor.org/podcast/melissa-hawkins Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on XPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

SummaryIn this episode of Upgrade America, hosts Camron Ra and CJ DeSlayer delve into the history and evolution of the United States Air Force, commemorating its official birthday. They discuss the roles and responsibilities of security forces, notable figures in Air Force history, and the legacy of black airmen. The conversation also touches on personal experiences in the Air Force, reflections on military service, and the various career paths available within the military. This conversation explores the multifaceted experiences of military life, focusing on roles, leadership, cultural insights, and personal growth. The speakers reflect on their time in the Air Force, discussing the challenges and opportunities presented by military assignments, the complexities of relationships within the military context, and the broader implications of military service on society and governance. They emphasize the importance of integrity, resilience, and adaptability as core values learned through their experiences.Chapters00:00 Introduction to the Air Force's Legacy03:19 The Evolution of Air Force Security Forces06:10 Honoring Notable Figures in Air Force History09:04 The Impact of Military Service on Personal Growth11:55 Famous Air Force Veterans and Their Contributions14:44 The Role of Black Airmen in History17:42 Personal Reflections on Military Service20:23 Navigating Life After the Air Force28:15 Cultural Experiences in the Military31:17 Questioning Military Purpose and Mission34:16 Navigating Military Life and Relationships38:12 Career Guidance and Opportunities in the Air Force44:41 Reflections on Leadership and Military Structure47:45 Personal Growth Through Diverse Interactions51:36 The Complexities of Military Relationships55:20 Presidential Unmarried Status: A Unique Perspective56:48 Reflections on Past Presidents and Their Policies58:09 War Experiences: Iraq vs. Afghanistan59:26 The Consequences of Broken Alliances01:00:59 Video Games as a Reflection of War and Politics01:02:59 The Air Force Experience: Growth and Structure01:05:57 Life Lessons from Military Service01:07:38 The Air Force: Opportunities and Challenges01:10:30 Traveling the World Through Military Service01:15:09 Closing Thoughts: Core Values and Leadership

Colonel Merryl Tengesdal (ret), born in 1971 in The Bronx, New York, is a trailblazer in the field of aviation and a symbol of perseverance and excellence. She is notably recognized as the first and only African American woman to pilot the U-2 “Dragon Lady,” a high-altitude reconnaissance aircraft in the United States Air Force. Her journey to this remarkable achievement began with a degree in electrical engineering from the University of New Haven, where she was one of only three women in her program and actively participated in basketball and ROTC. Merryl's military career started in the Navy as a commissioned officer after graduating from Officer Candidate School in 1994. She excelled as a Naval Aviator, piloting the SH-60B Seahawk Helicopter and serving in various global locations, including the Middle East, South America, and the Caribbean. Her transition to the Air Force marked a historic moment as she became the only Black woman to fly the U-2 spy plane, accumulating over 1,000 flight hours and participating in critical reconnaissance missions worldwide. To know more about Merryl visit her website: www.merryltengesdal.com

Send us a textCan you remember what you were doing at age sixteen? Our guest Elena Salamone does - in fact, this was the year she began learning Pilates mat work. And then, two years later, straight out of high school, Elena joined the Air Force and began training as an Aerospace Medical technician and pediatric medic. Yet, she never forgot about Pilates and for extra duty she took on a position as a physical training leader. She added Pilates to the soldier's other workout programs and perhaps Joseph Pilates was encourging Elena, because as she lead the workouts, including his 34 mat exercises, she witnessed remarkable improvements in the soldiers fitness levels. So much so that they were able to easily pass their mandated physical test. Isn't it ironic that Joe Pilates used his teachings with soldiers a century ago, and Elena used the same Method to empower the soldiers she worked with?Support the showAbout Darien ~ About Darien Gold ~ https://www.dariengold.com, https://www.allthingspilatespodcast.comInstagram: https://www.instagram.com/darien_gold_pilates_expert, https://www.instagram.com/allthingspilatespodcastFacebook: https://www.facebook.com/dariengoldMusic credits ~ Instagram: @theotherjohnmayer About Elena ~ @youtubepilates on YouTube, Instagram, and TikTok, www.YouTubePilates.comSupport the show

Self-doubt is just one of the 5 voices you can't afford to keep listening to. Former U.S. Air Force fighter pilot Michelle Curran and Ryan continue their conversation, breaking down the five inner critics that fuel fear, doubt, and perfectionism and show you how to rise above them. They talk about what people get wrong about courage, the myth of shortcuts, the illusion of importance, and how to push past the voices telling you you're not enough. Michelle “MACE” Curran is a former United States Air Force fighter pilot with nearly 2,000 hours of F-16 flying time. She flew combat missions in Afghanistan and honed her skills across the globe, becoming the second woman in history to serve as the Lead Solo Pilot for the Thunderbirds, the Air Force's elite demonstration team. Known for her signature upside-down maneuvers, Mace performed for millions, inspiring audiences at airshows and flyovers like the Super Bowl, Daytona 500, and Indy 500.You can follow her on Instagram @Mace_Curran and learn more about her work at https://macecurran.com/

On this Salcedo Storm Podcast:Orlando Sanchez is a United States Air Force veteran and served in the Texas air, National Guard. He's been a long-time payer in Texas GOP politics. He Was elected county treasurer three times for Harris County. Serves on the Board of Directors of Capital Bank, HCA Hospital, and the University Of Houston foundation board of trustees.

When failure can mean life or death, you learn fast what ego and fear really cost. In today's episode, Ryan talks with Michelle “MACE” Curran about the brutal reality of fighter pilot training, how she battled imposter syndrome in a male-dominated world, the mistake that gave her a call sign for life, and why fear is an essential part of real courage.Michelle “MACE” Curran is a former United States Air Force fighter pilot with nearly 2,000 hours of F-16 flying time. She flew combat missions in Afghanistan and honed her skills across the globe, becoming the second woman in history to serve as the Lead Solo Pilot for the Thunderbirds, the Air Force's elite demonstration team. Known for her signature upside-down maneuvers, Mace performed for millions, inspiring audiences at airshows and flyovers like the Super Bowl, Daytona 500, and Indy 500.You can follow Michelle Curran on Instagram @Mace_Curran and learn more about her work at https://macecurran.com/

John Batchelor and his colleague, General Blaine Holt, a United States Air Force retired general, discussed the significance of a military exercise currently underway in Belarus involving Russia and Belarus, known as Zapad. This exercise is taking place near the NATO frontier in Poland, following an incident where drones reportedly crossed the border from Belarus into Poland. General Holt explained that military exercises offer a significant advantage. While exercises are common—with approximately 55 scheduled annually in Europe, often retaining the same names and declared routinely, such as the Zapad exercise in Belarus—they serve more than just a training purpose. General Holt described this dual function as "cocking a gun," where forces achieve a very high state of readiness. Although adversaries are typically informed in advance about these "normal boring exercise[s]," this readiness can then be utilized to launch a real operation. Beyond operational readiness, General Holt highlighted the diplomatic impact of exercises. Calling for an exercise sends a strong signal to an adversary, implying that military options are under consideration and that the situation could escalate to "something much bigger". He stressed that exercises should always act as a "flag in our brains," prompting consideration of whether they are purely for training and readiness or "something else". Overlaying the geopolitical situation onto an exercise provides a "different picture" than simply viewing it as forces preparing for future events. 1791 CATHERINE OF RUSSIA

In this episode, we sit down with Curtis Bova, General Manager of Hotel Polaris in Colorado Springs, located right outside the U.S. Air Force Academy. Curtis shares the inspiring journey behind the hotel's creation, its deep-rooted connection to the Academy, and how it has become a true neighbor within the local community.From its mid-century modern design inspired by the Academy to the service philosophy built on integrity, service, and excellence, Hotel Polaris stands as a one-of-a-kind property. Curtis reflects on the challenges, history, and vision that brought this project to life after decades in the making.What you'll hear in this episode:The special connection between Hotel Polaris and the U.S. Air Force Academy.How 9/11 shaped the vision for the hotel and visitor center.The hotel's design philosophy rooted in mid-century modern architecture.Behind-the-scenes stories of a project nearly two decades in the making.How Hotel Polaris is building a reputation for excellence and modern luxury.This conversation is a deep dive into hospitality, community, and vision—showing what it means to create not just a hotel, but an experience that embodies pride, service, and connection.Watch the FULL EPISODE on YouTube: https://youtu.be/mwKrQlkkPpE Join the conversation on today's episode on The Modern Hotelier LinkedIn pageThe Modern Hotelier is produced, edited, and published by Make More MediaLinks:GM Curtis on LinkedIn: https://www.linkedin.com/in/curtis-bova-3bb1828/CoralTree Hospitality: https://www.coraltreehospitality.com/For full show notes head to: https://themodernhotelier.com/episode/206Follow on LinkedIn: https://www.linkedin.com/company/the-...Connect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

In today's episode, I am thrilled to introduce you to Michelle "MACE" Curran - an absolute force of nature who embodies everything this podcast stands for. Michelle “MACE” Curran is a former United States Air Force fighter pilot with nearly 2,000 hours of F-16 flying time. She flew combat missions in Afghanistan and honed her skills across the globe. Then, she served as the Lead Solo Pilot for the Thunderbirds, the Air Force's elite demonstration team - becoming the fourth woman in history to do so! Michelle is also the author of an incredible new book, The Flipside: How to Invert Your Perspective and Turn Fear Into Your Superpower. She has helped notable clients like Microsoft, Boeing, John Deere, SpaceX, Purina, PwC, and more make bold choices and push past obstacles. Exclusive for I Dare You Podcast listeners, be part of The Dare Club and get your FREE Thrive visual synopsis, Thrive worksheet, and Well-Being Assessment PDFs! Simply go to www.idareyoupod.com Connect with Michelle “MACE” Curran: Instagram: @mace_curran www. macecurran.com

People matter more than position, and leadership starts with taking care of others. Doing that right means a million acts. SUMMARY Those are lessons Lt. Col. Steven “Meathead” Mount '08 shares with listeners in the Season 4 premier of Long Blue Leadership. For Col. Mount, becoming a pilot was a major milestone, but becoming a husband and father had the biggest impact. Don't wait, listen today and become a better leader tomorrow.   SHARE THIS PODCAST FACEBOOK  |  LINKEDIN   COL. MOUNT'S TOP LEADERSHIP TAKEAWAYS Adoption shaped my understanding of support and love. Leadership is about lifting others to achieve their best. Mentorship plays a crucial role in personal and professional growth. Balancing family and career is a continuous challenge. It's important to have tough conversations as a leader. Resilience is key to overcoming setbacks in life and career. Listening more than talking is essential for effective leadership. Recognizing the importance of support systems can enhance leadership effectiveness. Leadership is defined by consistent, everyday actions. The military community thrives on teamwork and mutual support.   CHAPTERS 00:00 Introduction to Leadership Lessons 06:43 The Impact of Adoption on Leadership 14:53 Navigating Challenges at the Academy 22:49 Career Path and Opportunities in Aviation 33:31 Balancing Family and Military Career 44:18 Continuous Improvement as a Leader     ABOUT COL. MOUNT BIO Lt. Col. Steven “Meathead” Mount is a decorated officer in the United States Air Force with a career marked by leadership, operational excellence, and a deep commitment to mentoring the next generation. A command pilot with thousands of flight hours, he has served in a variety of demanding roles across multiple aircraft and theaters, bringing a wealth of experience in both combat and peacetime operations. Beyond the cockpit, Lt. Col. Mount is widely recognized for his ability to lead diverse teams through complex challenges, foster innovation, and develop leaders at every level. His career reflects not only technical expertise but also a people-first leadership philosophy that emphasizes accountability, resilience, and service. Known by his call sign “Meathead,” he brings both humility and humor to the serious business of leading Airmen. His story is one of dedication to mission and country, but also of shaping culture, inspiring others, and leaving a lasting impact on the Air Force community.   CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT SPEAKERS Guest, Lt. Col. Steven Mount '08  |  Host, Lt. Col. Naviere Walkewicz '99   Naviere Walkewicz Welcome to the first episode of Season 4 of 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. We're kicking off this season with a story that shows how our earliest experiences can shape the kind of leaders we become. Lt. Col. Steve Mount, Class of 2008, call sign “Meathead,” didn't fully realize that truth until later in life. Adopted as an infant, he came to understand that love and support aren't guaranteed. They're gifts. Over his 17-year career, Col. Mount has flown missions across a wide range of aircraft, from the C-130 to special operations to the U-2. And today, he's in command. But through every stage, one belief has stayed with him: People succeed not only through their own efforts, but because someone believed in them. In this conversation, we'll talk about how those early lessons have shaped criminal mom's approach to leading airmen, mentoring the next generation of pilots, balancing mission and family and building teams that are rooted in trust. His story is a powerful reminder that leadership isn't about the me game, it's about lifting others so they can achieve their best. So what better way to start our new season? Col. Mount, welcome to Long Blue Leadership. Lt. Col. Steven Mount Thank you so much, ma'am for having me. I really do appreciate this opportunity to at least try to share some of my stories, experiences and honestly, if anything touches base with those who listen in and resonates, that's why I'm glad to be here. Naviere Walkewicz Well, let's start right with a way for them to connect with you. You mentioned your call sign is Meathead. Let's start there. Lt. Col. Steven Mount OK, I'll do my best to tell the story as quickly as I can. And the fun thing about being a pilot — but also I think this plays true in any type of storytelling environment — is, you know, only 10% of the story has to be true when it comes to your call signs. So to start… Oh my gosh— I know there's some friends out there who are going to laugh at this, especially of mine. Going through pilot training… The last part of the pilot training, when I was in the T-1s, when you get to that last part, you know, after you've gone through all the ups and downs, you kind of celebrate a little bit more. And that's what I've done. I had gone out with a couple of my rugby brothers that I played with at the Academy, and we'd gone out to just a country, a little country dance hall, and, you know, we're just enjoying and celebrating. And one of my rugby brothers introduced me to one of his friends through his wife, and this individual, who I didn't know much about at the time, had said— I said, “Yeah, I'm starting T-1s here and all that good stuff. And I immediately, immediately — especially in the celebratory mood I was in — thought, “Oh, this is another awesome student that's coming through. Like, hey, let me start giving you the tidbits. Let me start laying out what to expect.” And that's how I treated this individual for the rest of that evening. You know, we're dancing and having fun and just talking it up. And it was a good evening. It was really good evening. Come Monday morning, I get the word I'm flying with this new instructor in the T- 1s. And I had no idea who this individual was. I did not recognize the name at all. And I asked our flight schedule, like, “Who's this?” Is like, “Oh, it's a new person coming in. I think you're one of his first flights back in the T-1s training wise.” And I was like, “Well, OK, I'm ready to go.” And I sit down, and then this instructor sits down right across from me, and it's a major and sure enough, it's this, the person I thought was a student at the Texas dance, the country dance hall that we were at.   Naviere Walkewicz Oh boy!   Lt. Col. Steven Mount He looks me up and down. Oh, it was one of those moments of shock, of like, “What do I… Where do I go from here?” And he looks me up and down, he goes, and he laughs, and he goes, “Man, you are just such a meathead.” And so that's where it started. And call signs and nicknames— sometimes, some people like, wanna try change it throughout their careers and try to like, “No, that's not who I am. I don't want that to define me.” So as I'm leaving pilot training at Laughlin Air Force Base, Del Rio, I'm heading towards my first assignment in Tucson, Arizona for the EC-130 and I'm like, “OK, here we go. I'm gonna start fresh. I'm not that meathead that went through the Academy playing rugby. I'm not that meathead in pilot training to I just like to have fun. Just like to have fun. I do my own thing, and I'm gonna start fresh.” And I get out, and one of the very first meetings I had in the new squadron was with the DO, Lt. Col. Reimer. He sits down with me, and he says, “Come on in, because I'm in blues. He goes, come on in. Sit down. And then he's just quiet. I'm like, this is interesting. He looks me up and down and goes, “Yeah, you definitely look like a meathead.” And I'm like, “Whoa.” So sure enough, the major that I flew with was really good friends and had flown with this squadron, told this DO about me, and the DO got through his spiel, introduced me to my first flight commander before I deployed in Afghanistan, and goes, “Hey, this is Meathead. Take care of him. He's a good one.” I was like, “No, no, everyone, please, let's stop.” And then throughout the years, things kept happening that just reinforced the call sign, Meathead. I got into U-2s, me and a buddy, also pilots. We popped both tires on a T-38 at Long Beach Airport, and we closed down the airport for about five hours. It was on the local news. Not happy about that. And then there were multiple times where I tried to, like, get rid of the Meathead persona, the callsign, but I think it was finally solidified on a CNN interview on one of my U-2 deployments, where the lady interviewing us goes, “OK, we can't use your real name. So what name should we use? And before I could even say anything, one of my buddies just pops up and goes, “ It's Meathead.CNN lady, use Meathead.” And I was like, “OK.” And then international news in that interview, I am Capt. Meathead. And I never got away from the call sign, Meathead.   Naviere Walkewicz We are gonna find that clip of Capt. Meathead.   Lt. Col. Steven Mount It is out there, just U-2… I think the article under CNN: “U-2 spy plane carries out the mission against terrorist organizations.” You know, not that I didn't remember what it was called.   Naviere Walkewicz Well, I would say you heard it here first, but you didn't. You heard it maybe, if you heard it in the U-2 world or what have you. But we're gonna find it again. And so we're gonna resurrect here first, but we're so glad you're here. Yes, yes, this is awesome. And you know, I think one of the things I really enjoyed in our early conversation, and what we're gonna share today is how you kind of look back and you are very grateful and thankful for the upbringing you have. And so let's kind of go back to the fact, you know, not a lot of our guests share kind of their background, and the fact that you share that you were adopted. What did that kind of, what role did that play in your life? And, you know, was it insignificant? Or, you know, what did you glean from that? Lt. Col. Steven Mount Yeah, I really appreciate that question. And honestly, I really appreciate you giving the opportunity to kind of share that. It has played a huge role in my life. Adopted 11 months. And what it did for me is set the foundation of the family. It may not necessarily be one you have, it's the one who who's there for you, who supports you, who loves you. And then, honestly, the other part about being adopted, which I kind of— there were struggles, like, it wasn't perfect, but there were struggles in my mind where I wanted to show that those who adopted me, I wanted to show them that I could be more and thank them, you know, on a daily basis, for everything they had done for me, supporting me. So that drove me, that motivated me to get into the Academy, or even— back up, even like, do well in high school, get into the Academy, become a pilot. All of that was the basis of— I want to show that in a weird way, I want to show that your investment was worth it. You know, you found me, you gave me the love and support. So I'm going to give back to you by showing you what you were able to, you know, give a second chance, small, little child. And then the— but the other side of that, and I don't know how many of those who are adopted, who feel like this sometimes. Can't be the only one, but I can at least convey it here. There's a sense of, you know, “Why? Why was I adopted?” You know, what really happened in the sense that those who biologically brought me into this world, was I not worthy enough? Was I just a bad situation. And so there's that part I keep motivational wise to be like, “Well, I'm going to show them what they're missing out on.” And I know that's more of the negative kind of side of the whole internal conflict of being adopted. But I would be lying if I didn't say that that was part of the drive that kept me going throughout those years.   Naviere Walkewicz Something that came to my mind when you were saying that was, you know— when did you find out? And how old were you to kind of start having those, those thoughts and questions, you know, not only why, but how do I show that I am worthy?   Lt. Col. Steven Mount Yes, so my mother and father did an amazing job of, I remember, I can't remember the name of this particular book, but there was a book that she had given me that she read to me, and that, throughout the years, as I she utilized, helped me start reading and whatnot. And the basis of the book was, you know, cartoon with a little bit of words, is, “You were not purchased, you know, you were not bought at a store. You know you were, you were brought in and chosen and to be a part of a family.” So she, she wanted to have this idea that I always knew, that was adopted. She never wanted to surprise me, or she never wanted to be like, one day, like, “Hey, just so you know…” She did an awesome job of leading into that, Hey, you were adopted. But don't look at it as this, ‘We went to the store and we picked out the one we liked.' It's more of a, ‘We wanted you in our family.' And that's where it started.” It started, “We wanted a bigger family.” Whether they were, at the time, not able to grow or have themselves, they decided that, “We still want to grow a family. So let's look through adoption as a means.” So she had that book, I remember that book, and then the other book, which I still love to this day, and I got a copy for my kids, I Love You Forever, and how she would read that book to me every single night with the words, “…and I love you forever, like you for always. As long as you're living, my baby, you'll be.” That showed me that it didn't matter where I came from. This was my mom, you know, this was my family. So she did a really good job laying that foundation for me, for who I've become to be.   Naviere Walkewicz So would you put your parents in that bucket of inspirational leaders for you that have shaped you? And are there others?   Lt. Col. Steven Mount One-hundred percent. Like I said, the foundational piece of being that inspirational leader, to me in the sense of working on it all the time, right? It's not simple but accepting people for who they are. Where they're at in life. Accept them for their faults, accept them for the things that they don't like about themselves, but just accepting them and giving them the support, giving them the love that they need to show them, that they can do anything, I like to think for the most part, I'm an example of that because of what my parents did for me.   Naviere Walkewicz So, as a young boy, and you talked a little bit about this, you wanted to prove to them. So Was that something you feel over time, you continue to develop this desire to show your worth? And where have you seen that show up I guess even throughout your going— maybe even at the Academy, how has that kind of formed you as a leader individually?   Lt. Col. Steven Mount Yes, yes. So the showing the worth, the showing the value, or paying it back and showing my parents, once again, I use the word “investment” like it was good— I was good investment. Like I was a good return on investment. But it's helped when I've gone through those struggles, when I've gone— because the first time I put in for the Academy and… back up just a little bit. My dad likes to tell a story that I even told my fifth-grade teacher that she was, you know, “What do you want to do?” I was like, “I'm gonna be a pilot.” I said nothing else. Like, I want to be pilot. I want to fly. And then I had had an awesome mentor whose son, at the time, was going through the process of the Academy, sophomore year in high school, and she helped me with that. Good ol' Mrs. Williams, amazing. When I first initially applied for the Academy, I did not get it. I got a “Sorry, you are not competitive at this time.” Here starts some of those moments in your life to where, like, “OK. How can I bounce back? Do I accept the rejection, or do I find another means?” And even when that happened, that first time, my parents, they were like, “It's OK, it's OK. You don't need to…” They were always like, “You don't need to prove anything else. We love you, regardless.” I was like, “No, I need to prove this.” So I found other means, and I was, I will say, blessed in the sense that at that time, my running back coach for the high school reached out to the Academy. This happened early my senior year, and reached out and was like, “Hey, we have, I have someone who I think might do well for your program.” And then, sure enough, I got invited to come out for a football recruiting visit and I sat down with Fisher Deberry, and he just goes, “Would you like to play for this program?” And once again, I was like, “Wait a minute. No, no. I already got rejected. You know, I already gotten the…” But obviously I was going through my head, but all I said was, “Yes, sir, I would love to play for this program. I'd love to go the Academy.” And he made it happen. And I got recruited, and I got the invite to come out, to go the United States Air Force Academy. Wow. And once again, that only happened because my parents, they said, “Hey, we don't care what happens. We love you. Support you. You make the decision and we're here behind you.” And then I had a coach who was like, “I got you. I've seen what you do. I support this.” And went out on a limb for me. And then, in a sense, I guess Fisher DeBerry was also like, “I'm taking this football recruit, I hope he makes it through the Academy. So the love and support is, was there throughout.   Naviere Walkewicz What a path, I mean, that is quite unique. And, yeah, that's something to just kind of sit in a little bit, right? You know, the path of to your point, it just comes from support. And obviously you have to do the things to make sure that when the opportunity presents itself, you're ready to take that step, but what an incredible story of those who have supported you. Let's talk about a little bit before we kind of get into I think, what I think is the next real moment in your life — when you talk about becoming a father in your family. But while you're at the Academy, I'm just curious what more you learned about yourself as a leader, because you no longer had to prove to your parents that you were worthy of their investment, right? Like this is investment, right? Like this is a new season of your life. What did that look like for you as a leader?   Lt. Col. Steven Mount The challenges and the experiences I had the Academy — and I know I talked about this in one of my interviews previously with the foundation — was that I had to I went through my sophomore year and the rigors of academics, of the military side, of sports. It was taking this toll. I will say this many times. I'll continue to say I'm not the smartest crayon in the shed.   Naviere Walkewicz Wait, did you say crayon in the shed?   Lt. Col. Steven Mount I did. A little mixture of the sharpest tool in the box, exactly. I love it! I'm glad someone caught it. That's perfect! But yes, hard work was probably the foundation of what the Academy taught me was you persevere by hard work. You do the day in; you do the day out. You get after it. Because I was not getting after it after sophomore year. My GPA was not the best, and I had to approach my sophomore year, which very fortunate, because I had done my best to put in the time with the football program. But obviously I was losing ground in the academic side and that came back to almost biting, in the sense that I could have failed out. So I had had one of those— Once again, my father being an amazing mentor himself, whether he knows it or not. And I talked to him, and I said, “Dad, I think I have to quit football. I don't think I can continue with this, the rigors of all of this with the Academy.” And he goes, “Well, what was your dream?” I was like, “My dream was to fly.” He goes, “Well, did you go there to play football? Or did you go there to fly?” And that was an easy answer. But then I was thinking about all those coaches and mentors and those who helped me get to where I was, and I never really quit at something, and that's what it felt like. It really felt like I was quitting. I was quitting my teammates. I was quitting my coaches. And that weighs heavy on your soul, for all those out there who just are struggling, like, “Should I continue?” But my dad was right. My priorities weren't to become a football player, because I wasn't gonna be. I wasn't going to be. I wasn't going to become, you know, some — who can I name drop? — Chad Hall, you know, going to the NFL, doing amazing things. I wasn't going to be out there starting on, maybe third if they still have fourth string… maybe fourth string. So my dad helped me with those priorities by, once again, just being supportive. He never said one way or the other. He said, “What do you want to do?” And so I had that hard conversation with him, and went down to the Field House, and I said, “I apologize. I have to quit so I can concentrate on what I want to do for my dreams.” And once we had that was hard, that was very difficult. So that was one of the challenges at the Academy presented, and how I bounced back from that was you always go two ways. You always go into the woe is me and you know, just kind of beat yourself up and just hold on to that, that pride and ego being shattered. Or you can find a community, a support group, that will be there with you. And I found that almost immediately with my rugby brothers. They're just like me. They're like, “Hey, we just like to hang out at our own little table at Mitchell Hall. We like to just come out, play the sport, do what you love to do, athletic wise, and you'll have some more free time, obviously, for academics.” Not that I'd utilize that correctly still, but that's what it took to get me through those next couple years, that and my amazing roommates. I think all of us Academy grads and those who are going through right now, a support of a good roommate is huge. I that, uh, I appreciate the question, because now it's just dawning on me how much I just really appreciate my roommates at the Academy for their support as well. Very similar to my parents, it's like, “Hey, I don't care what you do, but I'm here to support you, love you regardless.” So I got a lot of that the Academy, and that's what helped get me through.   Naviere Walkewicz That's amazing. I think there's a couple of things I want to dig into a little bit. The first one is, you know, I think deciding to have that tough conversation where, one, you felt like you're already prideful, and you're having to, I'm putting in air quotes, “quit.” Can you talk about how you approached that, other than, I know you went and did it. But I think sometimes one of the most challenging things we can do as leaders is have a tough conversation when it involves us either stepping back or taking a step down from what seems to be the trajectory of what's next. And so I'm just— if you could just share a little bit more about that, I think that would be helpful.   Lt. Col. Steven Mount So, and I just want to clarify: As leaders, we have to recognize and we have to have the courage to have the tough conversations, because that wouldn't be the first time that I'd have to make a decision in that regard, or have the tough conversations to where it was gonna affect me personally or those around me. You deal with it understanding, one, give yourself a little bit of grace. Give yourself a little bit of grace in the sense that whatever tough decision you have to make, you're not alone. And I imagine you might not always be the first person who had either to make that decision or was going through something like that. I was not the only one going through something at that time like that. I didn't know that. And so I've had other conversations where others were like, “Yeah, I also, you know how to make that type of call to not play anymore or give up something, because my priority was this...” You know, what was driving me to succeed was something else, and that followed me well throughout my career, because I've had many, many tough conversations. I've had the tough talk as a leader. I've had to tell someone that, “I'm sorry, your dreams to become a pilot…” It's not going to happen because of their performance. I've had conversations on how to get through those tough moments and said how to get on the other side. And I know it's like a broken record, but it just comes through with the support of being there for that individual or being there to guide them to the next step. And I had that. I had that when I made that tough decision. I had someone want to give myself grace. Two, I realized I was not alone. And three, I had the support to get from this side of that tough decision bridge to the other side. And because that support was there, I learned that, and I learned to pass that on from all my leadership opportunities, to be like, “Let me be the one who guides you over this bridge. It's not gonna be fun. There's gonna be parts are gonna hurt. It's gonna be painful. But I will be next to you to get to the other side, to where we can get back to a good place. We get back to what really matters and get back to succeed in maybe another sense.” So the tough convos as leaders, you have to have those tough convos. Do not shy away from them. They're gonna happen, whether you like it or not.   Naviere Walkewicz I'm really glad you shared it that way, because I think it created a pathway to how to approach it, to your point. You know, it they're not comfortable, they're not designed to be that way. But if you start it with, you know, being that support in mind, and how to get someone, even if you're giving the worst news, the worst news where, “This was your dream, you're not gonna be able to do it because of this. And here's now where we're at, and how can I help you succeed through that?” I think that's what a wonderful lesson you just shared. And so I want to dive now into your career, because you had a really broad career, one that's not a traditional path, and I want to understand why it looked that way. So C-130, EC-130, Special Ops, you— talk a little bit about how you navigated that and what was the driving reasons behind that navigation?   Lt. Col. Steven Mount Yes, ma'am. So something you said earlier, which I really liked, I really love to try to convey to those around me, and actually, I've gone through some of these conversations over the last month and a half with younger instructor pilots. Luck is just the crossroad of opportunity and being prepared, and I'm pretty sure someone super smarter than me said that. I barely remembered. But the opportunities that present themselves to me for what I wanted to do, for my goals in the Air Force. So thankfully, even getting through pilot training, that was, in itself, amazing, transformational. Getting those wings, right? Getting those wings because pilot training, just like my Academy career, I had some ups and downs and some challenges but was able to get through because the sense of me becoming a pilot was first and foremost to fly. I want to be up there in the sky. I want to rush past the clouds. I want to touch the highest point I can. I want to be a pilot's pilot. And then right behind that was I want to accomplish the mission for whatever platform or whatever weapon system I'm given, aircraft wise. So those are my two biggest priorities. And that helped me understand that I had some failures of pilot training when I got to my first assignment, EC-130s. But that was perfect for me. That was— I never knew that. I never knew that in pilot training, that the EC-130 would fulfill me in that sense of my sense of purpose as much as it did. And I'm and getting out there, like said, four or five deployments to Afghanistan, as well as multiple TDYs. I was doing the mission, and I was happy, because I was— that's exactly what I wanted to do. That's exactly what young Meathead Mount was built for. But there were parts of me that still wanted to do more. Like, I felt like I could do more. I could be— I could help out more. I could— it's just itching, or not itching, but just burning in the back. It's like, “Hey, you are built for so much more. You can do more. Let's look for those opportunities.” So, funny enough, the first opportunity I had at that time, or I thought I had, was I reached out to— it's no longer around — but the 6th Special Operations Squadron at Duke Field. It was a combat aviation advisory mission. These individuals got to travel the world. I got to learn languages. Literally, they were sent to school to learn languages, to embed with other nations, to build those relationships, to be on the ground but still flying multiple different aircraft. I was like, “That's awesome. That sounds like me. That sounds like something I can do, and I can bring value to the table, and all the above.” So I put in my application; it was immediately rejected. In their eyes, I did not have the experience yet. I did not have what they were looking for, understandable. So here I am in another situation to where, like, “OK, well, what do I— is there any other means or ways that I can continue to fulfill my purpose as a pilot and get after the mission? Because that's what I really wanted to do, get after mission, whatever that looks like. I thought the sticks was an opportunity. They had said no to me, that's fine. And then I had an amazing friend reach out. He goes, “Hey, I heard you're getting a little long winded out there at EC-130s. You should put an application in for the U-2.” And I was like, “What are you talking about? I have no jet experience, other than the T-1. I don't have that background to be that type of caliber pilot.” He goes, “Nope, nope. They're looking for good guys and girls. They're looking for those who are motivated to do the mission. And if you could fly, you can fly, if you can't, well, you know, they'll figure that out, and they'll send you home.” And I was like, “OK.” And so I submitted for the U-2, put my application in, they call me out, and it's a two-week interview. The first week they have you in service dress, and you meet all the leadership, and you meet all the other pilots, and just have conversations. That's all, they just wanna get to know you. You know, “What's your true motivation for being here?” And I explained it, just like I've explained to you: “I wanna fly. I wanna do the mission. I wanna be a pilot's pilot. I wanna do all the cool stuff.” And they go, “OK.” Well, week two, they put you in U-2, a two-seater. They have two-seater trainers. They put you in a U-2. They give you all the weekend prior to study, and they say, “Cool, let's see what you got.” And they have an instructor, he instructs, he does his best to give you tidbits on how to safely land the U-2. And you have three days. You have two training flights and then a sort of assessment evaluation flight on that third day, and oh my gosh, did I ever humble myself as a pilot when I realized how horrible I truly was. I felt like I could not land the U-2 safely. I felt like I was messing everything up. I felt like— as soon as we got done with that third day of flying, and we got back into the squadron, and I remember the IP just being like, and then, you know, walks away because they have to talk to the squadron commanders. They have to go talk to the other leadership there. And once again, I find myself like, “OK, I 100% failed. I mean, I gave it my best. I gave it everything I had. But, you know, here I am gonna fall short again.” And they do this. And I realized this afterwards, that they do this, they do that like wait game, you know, they keep you in suspense for a reason. And I waited, it felt like hours and hours and hours. I imagine it probably might only be like hour, hour and a half. And a squadron commander called me in. He goes, “Yeah, the IP definitely didn't like some of this, some of these, these type of landings, some of this airmanship you're showing. I didn't really like this. But overall, he says you're a nice enough guy, so do you want the job?” And I was like, “Whoa.” And it blew my mind. And that was awesome. That was awesome because once again, leading up to that moment, it was the support of my friend who reached out. It was the support of my wife being like, “Yeah, I think you can do this.” And I had even called, my parents were like, “I had this opportunity to fly this really unique aircraft. It's going to be challenging. What do y'all think?” They're like, “Hey, we love you. Go get it.” And I was like, no other words of advice, no other like, inspiring — you know, my dad, a Florida farm man, was just like, “No, I think he'll do fine. We love you and just let us know how it goes.” I was like, man, I'm really missing out in motivational speeches. But you know what? The sentiment is there, and that's all I need. So I got that position, did a few years with the U-2. And then towards the end of the U-2 career, I got word from another friend saying the 6th Special Operations Squadron is growing. “We are looking for readily qualified and experienced people.”   Naviere Walkewicz And this is the one that rejected you.   Lt. Col. Steven Mount Yes, ma'am, I got rejected last time. He goes, “It's OK. Put in another application. You know, you're a little more experienced now, you've got a little bit more under your belt.” And I said, “OK,” and I put in an application, it got rejected again, and here I am, like, “What is going on?” My buddy reached out to me—   Naviere Walkewicz Your name is blacklisted in that group across the board. Like, “Oh, there's that Mount guy. Cross it out.”   Lt. Col. Steven Mount But I think that ended up being somewhat of a blessing. It was like, “Wow, This guy is motivated to come out here.” Because they had seen the last application years ago. They'd seen this one. And I think the word finally got around that's like, “Hey, he's actually really motivated to come try out, at least for this mission.” And so once again, from good mentors, they're like, “Go ahead, try it out. Put the application in one more time, see what happens.” I did, got picked up for assessment selection. It's another week, week and a half interview. They challenge you mentally, they challenge you physically. They put you in situations to see how you react. I don't wanna give too much away for that process, even though, you know, unfortunately that process is not there anymore. But after that grueling week, they once again, here I am in front of another squadron commander, and here they are opening my life in front of them, and they're saying, “Well, we don't like this. We definitely don't like this. Tell us a little more about this,” you know. And that was about an hour interview, sit down, and it's not just the squadron commander. It was leadership — four or five individuals. It was an Army lieutenant colonel's flight doc behind them, you know, kind of doing that very watching, waiting, assessing, and another one of the situations, I'm like, oh, “Here we go. I don't think it's gonna happen.” But then at the end of that interview, they sit down, squadron commander stands up and goes, “Welcome to the 6th.” And the only things I can think of — and I know a lot of listeners or viewers out there do the same thing, and I tell this to my young when they get their wings, I tell them this as well — think of that first person, or persons, that when something amazing happens to you, you immediately reach out to them and you tell them, “Thank you for the support, thank you for the love, thank you for believing in me when others didn't.” And that's exactly what I did after that one. I called my wife, and I called my parents. I said, “It happened. We got it. I got it,” you know, because it wasn't just me, and I know those experiences going from one mission to the next, and those setbacks have— I get to share these stories all the time with these young instructor pilots that I'm with, as well as students, because I get to utilize it as a leadership tool to be like, “Don't give up on yourself. That's first and foremost. And then even if you believe you might give up on yourself, trust me, there's someone like me or your family members or your squadmates, they won't give up on you. And just remember that.” And that's why I get to share these stories throughout my career, of like, “Hey, I failed at this. Look where I'm at now, because I had the support and because I kept going, Hey, I failed at this. Look how it played out. I'm here.” So a lot of my transition from different platforms and different experiences has helped shape that leadership side of me to say, simply put, “It's OK to fail, all right?” I mean, you're never going to succeed if you have this tried and failed a couple times, right? So, right,   Naviere Walkewicz Wow. Well, I want to go into— because you've mentioned this a couple times. We've talked about your parents, but you know, to have a career that's successful and to navigate that, you talked about your wife. So I'm curious if you can share with listeners who have to maybe the word is not choose between. But how do you navigate the importance of your marriage and that relationship with your profession, and trying to succeed in that trajectory, whatever that trajectory is for you. So maybe you can talk a little bit about how that, how that worked throughout all of those transitions.   Lt. Col. Steven Mount Oh, OK. I usually do better at this from a better half nearby, which she is, in a sense. She's trying to work out and give me her working space right now, which I love. I'm gonna start with this. It's not easy. It is work. It is reps, the day in, the day out. It's not easy. I don't believe I've ever had a convo with someone when they're trying to balance the work and family life to where it's like, “Oh, that was easy, you know, I just do this and they do this, and we're good to go.” No, it is constant conflict of schedules. It is sharing what's going on. It's the ups and downs. So I'd like to start with that: It's not easy. And if anyone ever tells you it is easy, please ask them how they're doing it, and then spread their wise words of wisdom to all of us. Because that's probably the first thing: It's not easy. Once you recognize that you can get past understanding like, “OK, I'm not alone in this, that this is not easy, and I can start talking and sharing my experiences and seeing from those who seem to have it together. What are they doing to make it work? So I start there. It's not easy. Second, you have to be a team. I think there's a lot of us that think that, and my wife definitely did initially, and that was on me, that she thought that my career was the most important, that what I did and how I executed the mission and where I was going, that that was the No. 1 priority. And I found it that's not the case. I found that's not the case, because, sure, when we didn't have kids yet, and we were in Tucson, it's a little easier, because I would go on my deployments, and she would go to the job, she would go to work, and she had and she supported that, because I was out there, you know, fighting the good fight, accomplishing a mission, doing everything the Air Force needed me to do. And that's what she knew was important for me. So she supported that through and throughout, and she supported it to where I imagined, to the sense of she didn't feel like she could speak to say things that maybe I would like in the sense of me doing my mission, or coming home from Afghanistan with some of my experiences. Ahe felt that maybe sometimes, that she didn't have a word to convey to like, “Hey, this really scared me.” Or, “Hey, when you were gone, I saw the news and I was frightened. And you know, when I saw this happen, I just wanted to reach out to you, and I just want to make sure you're OK.” And she never felt initially like that she could convey those feelings, because it might affect me. It might affect my, you know, mentality while being overseas and down range. So she held that in, she held it in. She kept strong. She put on the “I'm here to support you” and I feel bad, you know, thinking back on that, that I should have given her the space to like, “Tell me what you're feeling. Tell me what you're going through. I don't want you to, I don't want you to struggle in silence. If you know you see something or there's something that scares you, let me know.” And unfortunately, I didn't learn that lesson until way, way later in my career, because she'd always kept that strength in and even when we started having kids, she still did. I kick myself all the time now that— we got to California, in the U-2s, we had an incident down range to where they needed me to bump up my deployment out there, to get out there to take care of the situation. And I'd asked, I was like, “Well, how much sooner do you need me?” Because we had just had our first son. You know, the dynamic's changing. The family dynamic is changing, and especially with your first born. And they said, “We need you to leave in about a week.” Here I was once again. And I know we have kind of kind of mentioned that I was I was in the mean mentality I was in. I was gonna be a pilot's pilot. I was gonna get the mission done. I was going to do everything I could to prove myself, and if my country needs me to be out there in a week to take care of this mission, that my family and my wife will understand. And that was that was not the way I should look at it. It really wasn't. But because I was not seeing her as a teammate, and she held it in — and thank goodness we had her mother-in-law. We had some family come out and support with a new baby. But I could tell that was one of the first times to where looking back on it now that maybe I could have said, “Can you find someone else?” You know, maybe I should have what I'm doing, hopefully you're doing now and teaching others. You have to balance that family with mission and the prioritize what is truly important at that moment. And that's something I failed to do at that time. It would happen again later on, but thankfully— so when I got to the 6th Special Operations Squadron, and at this time, especially after we had our second child in California, the wife had mentioned more. She started coming out of the shell like, “Hey, I do need you a little bit more now. I need you, and I need to be able to express and convey what I do and don't like.” And I was listening, but I was not listening the way she needed me to listen. I was not being that teammate on my side. So I heard, “Hey, I just need more support with the family. So whatever career decision we make next, let's align that.” And I was in my head, I was like, “Yes, you're absolutely right.” That's why the 6th Special Operations Squadron, when I got that interview and I picked up, it was so important, because I had family in that area, and family could get to us easier. So I was thinking, “Awesome. I have the support system for you there. I got the assignment. You're going to be taken care of.” I can tell that's not yet what she was wanting. And I will credit good old Col. Valentino. I was spinning up to go to Lebanon with the team, and we're about to have our third child. And here I was once again, like, “Yep, gotta get back to the mission. Gotta show my value. Gotta get in there, do it.” And the wife understands. We have two kids already. We're gonna have a third. So we've already had two. We kind of know how this goes. We're good to go. But I could tell, once again, looking back, everything's— that she wasn't happy, but she was ready to put up that wall again, to be like, “OK, I have to support him. Have to support what he does, and I have to, because that's what the military is asking me. That's what this new community…” And then Col Valentino, he came down. He goes, “Hey, are you about to have another child?” And I was like, “Yes, sir.” He goes, “When?” And I gave him the date. And he goes, “Your deployment date is like, a month after that.” I was like, “Yes, sir. This is our third child. We'll be good to go. I have the support system for the wife now, and she'll be taken care of. Good to go.” And he goes, “No, you're staying home. I don't need you.” He goes, “Did you want to ask me if there's anyone else wants to go so you can be there for your wife and your family?” And that blew my mind, that just, I don't know. It came out of nowhere for someone in a leadership role to say, “No, I'm not gonna send you on this deployment. I want you to be there with your family.” And that held in tight, and from then on, everything changed, and how I led and how I would push the mission. But I wouldn't do it to the extent of, could I not help someone balance their family life with their mission? And that took too long for me to realize. So what I say to everyone out there, it's not easy, but you come home from a long day and you're mentally exhausted and the mission is not going good, or you're getting ready for deployment, take a moment, sit down and just talk with your teammate at home. You have to look at it as teammates. They are your partner. They will be just like I mentioned before. They will be your support system through thick and thin, because they've probably seen you at your worst, and they want you to be at your best. But you can't do that unless you take care of that home front and treat them as your teammate. Because I am still, to this day, trying my best to become the man that I hope that she sees in me and that she wants me to be one day, but I had to fail in seeing it back then so that could see it now. And I think that's one of these things I want to convey. Not easy, and they have to be your teammates.   Naviere Walkewicz Thank you for sharing that. And I think to have a leader that showed you that, which is, now you've imprinted that in your leadership style. You're thinking about the airmen that you come across and how to help them navigate some of those tough choices, but doing it with a, you know, a bigger view of not just the mission, but, like, how do you fit in that with your family? I think that's so powerful, and I'm really glad you shared that, because I know that some of our listeners and our viewers, that's gonna resonate with them as well, because they're gonna remember a time when, “Wow, I didn't even ask if I didn't have to go, or if I didn't have to do this, just because I'm so used to jumping when you say, jump,” right? And I think sometimes it's OK. It's OK. Just a question, like, I'm willing and ready to jump. I just want to make sure is someone else able to do it too because of these reasons, right? So I love that you share that.   Lt. Col. Steven Mount And those leaders have to know their people enough in that regard to also know because ultimately, when you get the mission, then yes, that's what we signed up for, yes. But those leaders know their people, and they know what situation they're in. For example, there's a few times in Special Operations to where we're going on another deployment. But we knew our people, and we knew that some did not have the balance at home, and things were not looking the best they could. “Hey, we can help you out. We can give you all the resources you need. We don't need you on this deployment.” But that takes good leaders, recognizing and taking care of their people and understanding that these individuals cannot be effective down range or where they go if their home life is not taken care of. So, I know that is something that's been talked about for all my leadership training for all the years, but actually applying it is going to start with our future leaders coming up to realize, know your people, know where you can take care of them so that they can take care of the mission.   Naviere Walkewicz That's right. That's right. So this has been incredible. I think the underlying lesson that you shared with us is, obviously having belief in yourself and doing the work and proving your worth, so to speak. But I think it's also recognizing that support network. So if I may ask, you, I have two questions. The first one is, what are you doing to be a better leader every day? Yourself, like, what is something you are actually doing to be a better leader?   Lt. Col. Steven Mount Oh my gosh. Well, I'm recognizing I know I'm not doing it right. Knowing that I'm about taking command already has the underlying nervousness and anxiety, and I realized taking command, why I have these emotions is because I'm afraid to fail, which that makes sense. That makes sense to any logical human being out there. That's like, yeah, I get that. But I have to realize, in that same token, it's OK to fail. It's OK to make mistakes. It's OK that some days you go in there, you're not gonna get it all right. This last year as a director of operations, I've walked out of that building, and there's days been like I didn't accomplish anything. I've messed things up. I didn't do this right. Why am I here? They could have found someone better. And then there were days where, like, yes, I did it, right? I got something accomplished. And on those days, I realized it's because I was taking care of the people and people's needs. And once again, when that happened, they were able to take care of the mission. And that's one of the things that every day I go into work and I ask myself, “Who can I help out? Who needs the motivational kick? Who needs someone to just talk with them? Who needs to share their story?” Because that's what leaders, ultimately, are. We take care of the people. And if I can go in there and just help one person every single day, I would like to think that that's a small success. So that's one thing I'm constantly working on. And it is an effort. It's not easy. It's not easy because you are taking so much and leaders, I don't care what level you're on, all the way from your very first flight command, all the way to your mission command, aircraft commander, all the way to where I am now. You're going to take a lot on your shoulders. You're going to bear, you know, the burden of others, pains, their grief, their successes, their failures. So I guess that's also answer that question. Get ready for that. OK? Because a good leader will do that. They will bear they will help hold the weight. They will support those who need it the most. And we got to do it day in, day out, the reps they have to. So I think I answered the first question, I apologize, was it was.   Naviere Walkewicz The second question is coming. So you're good, you're good. OK. What's something that you know now after having your 17-plus years in the in the military, but also just your life experience — but what's something you know now that you would share with a leader to kind of shorten that timeframe of, like learning those painful things to be better, right? So what would be something you'd share?   Lt. Col. Steven Mount Something I'd share to close that learning gap? Because once again, my call sign is Meathead— I learned lessons the hard way. Do your best to listen more than you talk. Do your best to just take the experiences of others, talk to others, but just listen. Just hear them. Just hear them. I believe that a lot of the things that I could have prevented may have already been told to me, or may have already been, you know, mentored to me, but I just didn't listen. Maybe they said something and “I was like, well, that doesn't jive with being cool or being a pilot, so I'm not gonna listen to that.” I'm pretty sure all of these lessons that hopefully either conveying or passing on, in a sense, I think I learned them early on. I just, I just didn't listen. So for all the leaders out there, do your best to listen, listen more than you talk. It will be wonders. Naviere Walkewicz Oh my gosh, that's just outstanding. And I what I really appreciate about that is, you know, you talked about how you're doing things to get better every day, but even just in the moment, you recognize like that's such an important piece of that is taking the time to listen and reflect so that you can actually really pick up on those cues, maybe, that someone needs your support. So yes, well, this has been incredible. As we wrap up today's episode, I keep coming back to something you said, which was all someone needs to do is just support you. Yeah. So here's the takeaway, leadership is found in how we show up for our people and how we believe in them, and how we remind them that they are capable for more than what they think they are. The question we can always ask ourselves today is, who needs me to believe in them right now? And you actually said that really well. So Col. Mount, I just want to thank you for joining us for this episode of Long Blue Leadership. Is there anything else you want to leave with our listeners today? Lt. Col. Steven Mount Yes. I don't think I'll ever be that leader that does one great act, and everyone's like, that's a great leader. I don't think I'll ever be that leader that gives like, one great speech, like, that's it. He nailed it. He's a great leader. No, if I'm gonna leave something with all of those you know at the Academy and the leaders in the Air Force now — which, by the way, thanks all of you. Me too, man, thank you for your service. You have no idea how much the world needs us right now, so you get out there and see it. So sorry. That was an aside. But thank you to everyone who's at the Academy now, who have served, whose families have served and will continue to serve. But one thing I'll leave to all those young leaders: Your leadership is defined by the acts, the million acts every day, not just by one act, not just by, like I said, not just by one amazing thing that you do. It's defined on you being there, and a million acts per day over a lifetime of your career, of showing up, showing that you care. That's huge, showing that you're fair and consistent. And they will see that your people will see that that those million acts day in day out, of how you treat them, and how you present yourself as a leader. And they will watch. They will watch, and if they can see that you care, and if they can see that you are doing those million acts day in, day out, and you're in there and you're in the grind and you're in the mud with them, they will give you everything, they will, and it's amazing to see, it really is, but that starts with you as the leader. So yeah, that's it, it's those million acts every day of a lifetime career that shows that you're a leader.   Naviere Walkewicz Well, we are so glad that you're out there leading and influencing so many. We're grateful for all of your years and more that you will do. Thank you so much.   Lt. Col. Steven Mount Thank you so much for the opportunity. I really, really enjoyed this. Thank you.   Naviere Walkewicz Good. Thank you for joining us for this edition of Long Blue Leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Send your comments and guest ideas to us at socialmedia@usafa.org, and listen to past episodes at longblueleadership.org.   KEYWORDS Leadership, Resilience, Mentorship, Adoption / Family Foundation, Support Network, Perseverance, Tough Conversations, Mission & Family Balance, Trust, Listening       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

The Air Force's commitment to generating a highly lethal force that is technologically superior, numerically sufficient, and flown by the most well-trained airmen in the world is the bedrock of deterring aggression in times of peace and prevailing in war. However, today's United States Air Force is the oldest, smallest, and least ready in its history. Facing the severely challenging global threat environment for the next decade and beyond, these shortfalls set the conditions for an existential national security crisis. Moreover, projected underfunding of the Air Force within the future years defense plan (FYDP) will exacerbate the service's decline. The service's FY 2025 budget request sought to divest 250 aircraft, while only procuring 91. The FY 2026 request seeks to divest 340 aircraft, while only acquiring 76. Anemic funding for operations and maintenance will only advance the downward trajectory of force readiness, taking already historic lows to levels once thought unfathomable. It is essential that the Trump administration and Congress reverse the service's decline in a capacity, capability, and readiness. The solution demands increasing the Air Force budget, while also shifting internal service funds from Research, Development, Test, and Evaluation (RDT&E) into both procurement and operations and maintenance (O&M) accounts specifically aimed at re-establishing readiness to prevail in peer conflict. The Air Force's innovative capabilities are only relevant if procured in operationally significant quantities and flown by an exceptionally well-trained force. If the declines in the U.S. Air Force are excused or ignored, the human and material losses we will suffer in the next major conflict risk being significant. Defeat is a very real possibility. That is a price the nation cannot afford.

Michelle “MACE” Curran is a former United States Air Force fighter pilot with nearly 2,000 hours of F-16 flying time. She flew combat missions in Afghanistan and later became the second woman in history to serve as the Lead Solo Pilot for the Thunderbirds. Known for her signature upside-down maneuvers, Mace performed for millions, inspiring audiences at airshows and flyovers like the Super Bowl, Daytona 500, and Indy 500.Pre Order FLIPSIDE: https://macecurran.com/flipside/Download my FREE Coaching Beyond the Scoreboard E-book www.djhillier.com/coach Download my FREE 60 minute Mindset Masterclass at www.djhillier.com/masterclassDownload my FREE top 40 book list written by Mindset Advantage guests: www.djhillier.com/40booksSubscribe to our NEW YouTube channel: https://www.youtube.com/@MindsetAdvantagePurchase a copy of my book: https://a.co/d/bGok9UdFollow me on Instagram: @deejayhillierConnect with me on my website: www.djhillier.com

Thaddeus Lowe is not buried at Laurel Hill, but has many connections there. He was an balloon aeronaut during the Civil War, thus father of the United States Air Force.  Grover Cleveland Bergdoll's family is in a huge mausoleum at Laurel Hill West. An early student of the Wright brothers, he became a poster child for privilege when he dodged the draft during the Great War. Hobey Baker's athletic gifts made him a natural pilot, but he crashed and died on the day he was scheduled to return stateside. Benjamin Lee II eagerly awaited his opportunity for a dogfight, but he was killed during a training accident. Holger "Hold Your Horses" Hoiriis was a Danish American flyer who made history when he flew across the Atlantic with a paying customer. Jacques Louis Francine was an All-American boy who used his flying skills to explore wilderness regions of northern Canada. His wartime service was very impressive. Edgar Loftus was commanding officer at a European Air Base in the final days of the war when Hitler's Iron Eagle made a surprise landing at his base, but then perversely refused to surrender.  Fold up your tray table, fasten your seatbelt, and get ready as we take off into the world of pilots at Laurel Hill. 

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Gene and cohost Tim Swartz present a long-time Paracast favorite, the inimitable Walter Bosley. He is an investigator of historical occult mysteries, author of pulp fiction novels and a screenwriter. Bosley is an inactive reserve officer in the United States Air Force for which he served as a Special Agent of the Air Force Office of Special Investigations. Following his military service, he spent six years as a counter-terrorism operational consultant. He spends his time investigating historical occult mysteries as well as paranormal/UFO phenomena. In this episode, Bosley will pop into pop culture, and then deliver a reality check on the UFO field, especially after the 2017 disclosure of an alleged secret Pentagon program to purportedly investigate UAPs. He'll also cover reports of a secret space program that has allegedly been run by the U.S. for decades. Bosley is the publisher of classic and gothic adventure, steampunk, science fiction, noir thrillers and non-fiction, and has appeared on History Channel's Ancient Aliens and Gaia's Beyond Belief. He was also featured in the film “Mirage Men,” in which former government agents discussed UFO mythology as a powerful weapon of mass deception and the perfect cover for clandestine technologies and operations. His website: https://walterbosley.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-paracast-the-gold-standard-of-paranormal-radio--6203433/support.

Join us as Colonel Rob Maness shares insights from his 32-year career in the United States Air Force and his unique perspective on modern politics, national security, and global events. Rising from enlisted ranks to full colonel, Colonel Maness has dedicated his life to service, leadership, and delivering truth with integrity. In this episode, you'll discover: ·       Stories from Colonel Maness's time in the USAF and the realities of military life. ·       The average career span and challenges faced by active-duty personnel. ·       How to speak truth to power while remaining factual and open-minded. ·       The most influential forces shaping world events and where to find reliable information. Learn how Colonel Maness continues his mission through the Rob Maness Show and his ongoing podcast and also Iron Liberty Group—offering Americans uncensored commentary, empowering citizens with facts, and championing constitutional values. Tune in to hear the lessons of leadership, service, and integrity that define his extraordinary career. Follow Colonel Maness on X @RobManess for the latest updates! Episode also available on Apple Podcasts: https://apple.co/38oMlMr Keep up with Colonel Rob Maness socials here: Facebook : https://www.facebook.com/ColRobManess Instagram: https://www.instagram.com/colrobmanessret/?hl=en  Threads: https://www.threads.com/@colrobmanessret Youtube: https://www.youtube.com/channel/UCXpdGuw3rCmoNrpDxbhezqw

In this episode of Money Tales, our guest is John Dinsmore, PhD. Fear of failure can be a powerful motivator. John never intended to become a marketing expert. During college and beyond John was in a rock band called "Fried Moose." He tells us that, at the time, he was so afraid of letting his bandmates and family members down as he pursued a career in music that he threw himself into band promotion and merchandising. That fear-driven hustle accidentally built the exact skills that would later land John his first marketing job and eventually make him a professor who is focused on financial decision-making. John Dinsmore is a Professor of Marketing at Wright State University in Dayton, Ohio and author of The Marketing of Debt: How They Get You. He is regularly featured in publications such as Forbes, CIO, CBS Marketwatch and US News & World Report for his market commentary and is a frequent conference speaker at organizations such as the American Marketing Association and the Association for Consumer Research. At Wright State, Professor Dinsmore teaches a variety of courses including Digital Marketing, Strategy and Creativity & Problem-Solving, garnering multiple teaching awards. He has provided executive training services to the United States Air Force and Speedway Corporation. His academic research primarily focuses on financial decision-making, methods of payment, and mobile applications, having been published in academic journals including Psychology & Marketing, Journal of Business Research and International Journal of Research in Marketing.  He also recently wrote a chapter for the Handbook of Experimental Finance. Dinsmore has published business cases designated at “Best Sellers” by Harvard Publishing focusing on strategy and analytics. These cases are taught in MBA programs across North America, Europe, Asia, and South America at institutions such as University of Chicago, Peking University, and King's College. This Fall, he will be a featured speaker at TEDx-Dayton to discuss his research on financial decision-making. Prior to earning his PhD, John Dinsmore worked in the marketing industry for 14 years in various roles. Dinsmore holds a BA in Political Science from James Madison University, an MBA in Marketing & Finance from University of Georgia, and a PhD in Marketing from University of Cincinnati. He lives in Dayton, Ohio with his wife, two sons, and a gigantic bulldog named Creed.

The Mitchell Institute is pleased to feature Lt. Gen. Andrew J. Gebara as its next Aerospace Nation guest. He is the Deputy Chief of Staff for Strategic Deterrence and Nuclear Integration for the United States Air Force. While nuclear deterrence is always important, the current threat environment heightens the critical nature of this mission. Added to this is the reality that the U.S is in the midst of recapitalizing all three legs of its nuclear triad, plus NC3. In this position, Lt Gen Gebara is responsible for strategic deterrence policy, nuclear oversight, arms control and the Department of Defense foreign clearance program, as well as providing focus on the nuclear deterrence and countering weapons of mass destruction missions for the Air Force. Join us for what will be a most interesting conversation.

Vince Lewis was an officer in the United States Air Force for 24 years, flying multiple combat missions during the Vietnam War. He commanded a B-52 (a nuclear capable bomber) at Griffiss Air Force Base during the Cold War and achieved the rank of Lieutenant Colonel with top level security clearance. In this episode, Vince describes how he came to Christ while in the Air Force. He came to believe in enemy love and nonresistance. He then joined the Anabaptists, leaving the military after a career of 40 years. Book about Vince LewisThis is the 281st episode of Anabaptist Perspectives, a podcast, blog, and YouTube channel that examines various aspects of conservative Anabaptist life and thought. Sign-up for our monthly email newsletter which contains new and featured content!Join us on Patreon or become a website partner to enjoy bonus content!Visit our YouTube channel or connect on Facebook.Read essays from our blog or listen to them on our podcast, Essays for King JesusSubscribe on your podcast provider of choiceSupport us or learn more at anabaptistperspectives.org.The views expressed by our guests are solely their own and do not necessarily reflect the views of Anabaptist Perspectives or Wellspring Mennonite Church.

Jay Truitt a Veteran of the United States Air Force know about aviation by default. Lonestar ticks planting a meat allergy and Universities are trying to increase prevalance?

Our guest today is Phyllis Elmore, a remarkable woman whose story is as unforgettable as the quilts that helped shape her life.Phyllis is the author of Quilt of Souls, a powerful and deeply personal memoir that has touched readers across the country. Born in the Detroit and raised by her grandmother Lula in rural Alabama, Phyllis found herself immersed in a world of deep wisdom, quiet strength, and generational resilience. It was there, surrounded by women who stitched their pain, perseverance, and history into quilts, that Phyllis discovered healing—and the true meaning of family.In 1973, Phyllis joined the United States Air Force and was one of the first female Aircraft Pneudraulic Specialist for the B-52 Bomber. After leaving the Air Force she attended the University of Maryland, Baltimore County, graduating with a Bachelor of Science Degree in Sociology.  In 2001, she joined the Army National Guard as an active-duty guard member. It's also noteworthy to mention that Phyllis was one of only a handful of women in the military who served in three major military conflicts including the Vietnam Era where she served a temporary duty assignment to Vietnam before the 1975 fall of Saigon.  She was also deployed to Saudi Arabia as a member of Operation Desert Storm, and in December 2003 as a member of the Army National Guard where she was deployed in support of Operation Enduring Freedom.In her civilian career she worked as a counselor for incarcerated youth and for women who were victims of domestic violence. She also spent ten years as a Substance Abuse Counseling Supervisor. In her remarkable book Quilt of Souls, Phyllis shares stories that were nearly lost stories of the Black women who raised children not theirs, who held families together through hardship, and who passed down their heritage through hands that stitched, cooked, comforted, and carried so much.Her writing is rich, lyrical, and full of love—an act of remembrance and a celebration of the strength it takes to keep going, and to keep telling the truth.(3:11) Phyllis recounts being uprooted from Detroit at age four and sent to rural Alabama to live with her grandmother, Lula. She describes the powerful emotional refuge of Lula's quilts—especially one that made her feel truly safe for the first time.(8:03) We get to know Grandmother Lula, an indomitable force who stitched not only quilts but entire communities together. Lula lived to be 105 years old and was threading a needle at 100.(15:55) Phyllis reflects on her return to Detroit as a teen, where she was labeled “incorrigible”—and how those experiences shaped her decision to join the U.S. Air Force.(23:57) After her military service, Phyllis worked as a counselor for incarcerated youth and women facing domestic abuse. Hear how she channeled her life experiences into serving others.(27:30) What inspired Quilt of Souls? Phyllis shares the moment she realized that the stories she carried could—and should—be written down.(30:39) She recalls a particularly poignant story unearthed during her research—one that stuck with her and shaped the book's message.(34:27) Meet Miss Jubilee and hear about the extraordinary quilts and lives Phyllis encountered while researching her memoir.(40:43) Discover the Quilt of Souls Preservation Project and get a preview of Phyllis' upcoming Quilt of Souls Gathering in June 2026.(46:15) Phyllis reveals what she hopes readers take away from Quilt of Souls—and why she believes it's never too late to “right” your story.(51:00) What didn't we ask that she wishes we had? Phyllis gives us a thoughtful answer.(52:10) Want to connect with Phyllis? Visit www.thequiltofsouls.com or email her at thequiltofsouls@yahoo.com. Be sure to subscribe to, review and rate this podcast on your favorite platform…and visit our website sewandsopodcast.com for more information about today's and all of our Guests.

On this  installment of the Gutowski Files we sit down with investigative reporter Stephen Gutowski of thereload.com and discuss a recent arrest in the United States Air Force case involving the gunfire death of an Airman wherein the government is alleging false statements and involuntary manslaughter against another airman leading to speculation about the role of the Sig pistol model M18 (which is similar to the P320 in design).Active Self Protection exists to help good, sane, sober, moral, prudent people in all walks of life to more effectively protect themselves and their loved ones from criminal violence. On the ASP Podcast you will hear the true stories of life or death self defense encounters from the men and women that lived them. If you are interested in the Second Amendment, self defense and defensive firearms use, martial arts or the use of less lethal tools used in the real world to defend life and family, you will find this show riveting.  Join host and career federal agent Mike Willever as he talks to real life survivors and hear their stories in depth. You'll hear about these incidents and the self defenders from well before the encounter occurred on through the legal and emotional aftermath. Music: bensound.com

In this mind-boggling episode of Rainy Day Rabbit Holes, hosts Shea and Jody take you on a wild ride through one of the most absurd plans in Cold War history: Project A119, the United States Air Force's secret proposal to nuke the moon. Yes, you read that right! Join us as we explore the motivations behind this bizarre plan, from ego and public relations to a desperate need for cosmic swagger in the face of Soviet competition. You'll discover:- How the Cold War turned into a cosmic pissing contest- The role of young Carl Sagan in calculating the visibility of a lunar explosion- The environmental and geopolitical repercussions of detonating a nuke on the moon- Why this plan was ultimately scrapped and buried deeper than your most embarrassing secretsExpect a mix of laughter and disbelief as we delve into this ridiculous chapter of history that almost turned our celestial neighbor into a glowing crater. After all, what's a little lunar devastation when national pride is at stake?

Jake Broe is a United States Air Force veteran who served for six years as a Nuclear and Missile Operations Officer. But you may know him better as one of the most prominent voices on YouTube throughout the war, someone with absolute moral clarity about who the victim of the war is – spoilers, it's Ukraine – and who brings direct military experience to his detailed analysis of the unfolding conflict. Do please subscribe to his channel for videos updates on the war in Ukraine as well as conversations with engaging speakers, expert guests, and other YouTubers.----------LINKS:  @JakeBroe  https://www.youtube.com/@JakeBroe https://twitter.com/RealJakeBroehttps://www.instagram.com/jakebroe/https://www.buymeacoffee.com/jakebroehttps://www.patreon.com/join/jakebroe----------DESCRIPTION: The Trump-Putin Axis and the Future of Global Democracy | With Jake BroeIn this engaging and intense discussion, Jonathan collaborates with Jake Broe on topics ranging from the current state of global geopolitics under former President Trump, the ongoing conflict in Ukraine, and the implications of these events on democracy and human rights. As they delve into Trump's consistent alignment with Russia and potential future moves, the conversation also highlights the critical need for continued support for Ukraine, the threats to democratic values, and the urgency of resisting authoritarian influences. The episode emphasizes the need for activists and democratic leaders to step up and fight for core principles, alongside powerful examples of on-the-ground support for Ukraine, such as Jake Broe's successful fundraiser for essential vehicles.----------CHAPTERS:00:00 Introduction and Current Events Overview01:13 Trump's Alignment with the Kremlin01:52 Trump's America: A Shift in Values03:32 Putin's Imperial Ambitions06:02 The New World Order: Trump and Putin's Vision08:30 The Role of China and Global Implications10:35 The Erosion of Democracy and Free Speech14:45 Corporate Control and Media Manipulation24:11 The Resistance and Call to Action27:00 Sydney Sweeney Jeans Ad Controversy27:55 The Need for Strong Democratic Leadership29:28 Bernie Sanders' Popularity and Democratic Failures31:29 Ukraine's Struggle and the Russian Threat34:43 Trump's Missteps and Diplomatic Blunders39:45 The Future of Ukraine and Russian Collapse43:37 Concluding Thoughts and Call to Action----------SILICON CURTAIN FILM FUNDRAISERA project to make a documentary film in Ukraine, to raise awareness of Ukraine's struggle and in supporting a team running aid convoys to Ukraine's front-line towns.https://buymeacoffee.com/siliconcurtain/extras----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtain----------TRUCK FUNDRAISER - GET A SILICON CURTAIN NAFO PATCH:Together with our friends at LIFT99 Kyiv Hub (the NAFO 69th Sniffing Brigade), we are teaming up to provide 2nd Battalion of 5th SAB with a pickup truck that they need for their missions. With your donation, you're not just sending a truck — you're standing with Ukraine.https://www.help99.co/patches/nafo-silicon-curtain-communityWhy NAFO Trucks Matter: Ukrainian soldiers know the immense value of our NAFO trucks and buses. These vehicles are carefully selected, produced between 2010 and 2017, ensuring reliability for harsh frontline terrain. Each truck is capable of driving at least 20,000 km (12,500 miles) without major technical issues, making them a lifeline for soldiers in combat zones.https://www.help99.co/patches/nafo-silicon-curtain-community----------

What a story about the American incursion into Canada, 1774-1776!  Mark R. Anderson learned about this episode in a military history class--and then, as an officer in the United States Air Force during the Iraq and Afghanistan campaigns earlier in this century, he recalled what he had learned, and wanted to find a good book on the Canadian campaign. Finding none, he wrote The Battle for the Fourteenth Colony: America's War of Liberation in Canada, 1774–1776, explores this fascinating chapter of the Revolution, with its lessons learned and forgotten. Tell us what you think! Send us a text message!

This week, we're honored to welcome Kijuan Amey, a resilient Air Force veteran, motivational speaker, and author of “Don't Focus on Why Me.” Raised in Durham, North Carolina, Kijuan's adventurous spirit and drive led him to serve as an in-flight fueling specialist in the United States Air Force, and to pursue entrepreneurial and academic goals. But everything changed in an instant when a motorcycle accident left him blind and facing a long, difficult recovery.Kijuan takes us on a powerful journey through his transformation from independent achiever to someone forced to confront unimaginable loss—and ultimately, to a passionate advocate for overcoming adversity. He shares the pivotal moment in his hospital bed when, after questioning “Why me?”, he found a new sense of purpose and faith, choosing not to let his accident define him. Instead, Kijuan embraced his love of music, especially drumming, as a source of healing and self-expression, and discovered new ways to participate fully in life.In this episode, we explore the depths of resilience, the importance of community and faith, and how Kijuan's story inspires others to move beyond a victim mindset. Through vulnerability and humor, he reveals how he rebuilt his life, found meaning in empowering others who feel lost, and continues to break barriers as a speaker, coach, and adaptive athlete. Join us for an uplifting conversation about finding strength in the face of darkness, redefining what's possible, and living with intention—no matter the challenges life brings.

In this episode, Chief Medical Officer Dan Dworkis interviews Dr. Sean Griffiths, who shares his experiences and insights from his training and career in emergency medicine, both within the United States Air Force and civilian practice. The two talk through the stark differences between various emergency care environments, the importance of leadership, and the challenges of preparing for high-stakes medical emergencies in diverse settings. Dr. Griffiths emphasizes the significance of character in medical training and offers practical advice on creating a thriving medical team culture. This episode is ideal for anyone passionate about improving emergency care and leadership in healthcare.If you find value in this discussion, the best way to support our work and ensure you don't miss future episodes is to subscribe and leave us a quick rating or review. It helps us reach more people who need to hear these conversations.

From the archive - This episode was originally recorded and published in 2022. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Nate Meadows is the Head of Marketing for ClearSpend. He carefully crafts marketing campaigns, voice, and reputation with the ease of folding a burrito. Prior to Nate's career in marketing, he was in Weapon Systems Intelligence for the United States Air Force. Top 3 Value Bombs 1. If you have the right DNA, are passionate, and are driven, then you can be successful. 2. One of the biggest challenges a small business has is Cash Flow. 3. We have to find ways to automate the trivial things to make our lives easier. Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. Wix - Ready to create your own website? Go to Wix.com to start building your website today. Public - Build a multi-asset portfolio of stocks, bonds, options, crypto, and more. Go to Public.com/fire to fund your account in five minutes or less. All investing involves the risk of loss, including loss of principal. Brokerage services for US-listed, registered securities, options and bonds in a self-directed account are offered by Public Investing, Inc., member FINRA and SIPC. Public Investing offers a High-Yield Cash Account where funds from this account are automatically deposited into partner banks where they earn interest and are eligible for FDIC insurance; Public Investing is not a bank. Cryptocurrency trading services are offered by Bakkt Crypto Solutions, LLC (NMLS ID 1890144), which is licensed to engage in virtual currency business activity by the NYSDFS. Cryptocurrency is highly speculative, involves a high degree of risk, and has the potential for loss of the entire amount of an investment. Cryptocurrency holdings are not protected by the FDIC or SIPC. Alpha is an experimental AI tool powered by GPT-4. Its output may be inaccurate and is not investment advice. Public makes no guarantees about its accuracy or reliability - verify independently before use. Rate as of 6/24/25. APY is variable and subject to change. Terms and Conditions apply.

Today, Colonel Rob Maness joins the podcast to discuss his 32-year military service, as well as his perspective on modern politics, national security, world news, and more. At just 17 years old, Colonel Maness made the courageous decision to enlist in the United States Air Force during a time of international crisis. Rising through the enlisted ranks to become a full colonel, he retired from active duty in 2011. Following his military service, he returned to Louisiana and served as an executive at a Fortune 500 energy corporation. He is now the founder and owner of Iron Liberty Group and currently resides in Gulfport, Mississippi. Jump in to find out: The average career length of active military personnel.  Fascinating stories from Colonel Maness's time in the USAF. The importance of speaking the truth from a factual standpoint while still maintaining an open mind.  The most powerful entities that run things in the world.  Where to find trusted and accurate information. Interested in learning how Colonel Maness has demonstrated effective leadership and fiscal responsibility while serving at the local, state, and federal levels of government? Now, through The Rob Maness Show and his ongoing podcast, he's on a mission to deliver uncensored, unfiltered news and commentary – giving Americans the insights the mainstream media often ignores. His platform sheds light on critical issues, empowers citizens with facts, and continues his lifelong commitment to public service and constitutional values. Be sure to follow Colonel Maness on X @RobManess to receive all the latest updates on his work! Episode also available on Apple Podcasts: http://apple.co/30PvU9C Keep up with Colonel Rob Maness socials here: Facebook : https://www.facebook.com/ColRobManess Instagram: https://www.instagram.com/colrobmanessret/?hl=en  Threads: https://www.threads.com/@colrobmanessret Youtube: https://www.youtube.com/channel/UCXpdGuw3rCmoNrpDxbhezqw

Today on The Editors, Rich, Charlie, MBD, and Noah discuss Trump's decision to bomb Iran's nuclear facilities over the weekend.Editors' Picks:Rich: Brittany Bernstein's piece "U.S. Attorney Bill Essayli Is Reminding Californians They're Not Exempt from Federal Law"Charlie: Robert P. George's magazine piece “The Age of Feelings”Noah: Rich's piece “The Remarkable Idiocy of Comic Dave Smith”MBD: K-Lo's piece "The Iraqi Bishop Who Saw Life for What It Is"Light Items:Rich: Loves this time of yearCharlie: His kids learning to ride bikesNoah: Ibérico pork updateMBD: Inflatable poolSponsors:Made InThe Bully Pulpit PodcastThis podcast was edited and produced by Sarah Colleen Schutte.

Congressman Tony Wied from Wisconsin discusses the Safe Cities Act, a significant legislative effort aimed at restoring law and order in cities across America. Congressman Wied explains how this act seeks to deter anarchist behavior by withholding federal funding from local jurisdictions that fail to maintain public safety. Wied also delves into the challenges facing family farms in America, the importance of passing down agricultural businesses to the next generation, and the threats posed by foreign entities to American agriculture. Renowned constitutional law professor Dr. John Eastman delves into the shocking news Just the News broke regarding revelations from the FBI concerning election integrity and foreign interference, particularly focusing on China's alleged attempts to influence the 2020 election through mail-in voting schemes. Eastman shares his insights on the implications of these findings, the ongoing fight for election integrity, and the challenges faced by those who dare to expose these issues. With the rising tensions between Israel and Iran, Colonel Rob Maness, a United States Air Force veteran and host of the Rob Maness Show, discusses the implications of recent military actions, the shifting alliances in the region, and the potential for internal change within Iran. Colonel Maness shares his insights on the strategic decisions being made by the U.S. and Israel, as well as the challenges that lie ahead. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.