LONG BLUE LEADERSHIP

U.S. Air Force Academy Association & Foundation
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Leadership stories told by the leaders who live them.

  1. 3d ago

    Speed of Need - Dr. Vik Bebarta ’94

    Curiosity. Vulnerability. Humility. Confidence.   SUMMARY For Dr. Vik Bebarta ’94, those qualities aren’t competing leadership styles, they’re complementary. He has tested that philosophy everywhere, including leading teams through moments when decisions had immediate consequences. His advice for the next generation? Stay curious. Take chances. Take care of your people. DR. BEBARTA'S TOP 10 LEADERSHIP TAKEAWAYS 1. Lead With Compassion During Uncertainty. Great leaders recognize when people are most vulnerable and provide the clarity, reassurance and presence they need. 2. Train for Chaos, Not Comfort. Preparation and discipline allow leaders to remain composed, make decisions and guide others when circumstances become unpredictable. 3. Build Strength Through Diverse Experiences. Exposure to different environments, perspectives and challenges develops the adaptability necessary for effective leadership. 4. Put People Before Career Advancement. Meaningful leadership sometimes requires making difficult professional choices that honor responsibilities to family and personal priorities. 5. Follow the Mission, Not the Uniform. A leader's purpose and capacity to serve can continue long after a particular position, organization or career chapter ends. 6. Move at the Speed of Need. When lives and missions are at stake, leaders must combine urgency, collaboration and disciplined action to deliver solutions when they matter. 7. Turn Experience Into Systemic Improvement. The greatest value of a difficult experience comes when leaders convert what they learn into changes that benefit others. 8. Lead With Humility, Curiosity and Vulnerability. Confidence becomes more effective when leaders remain open to questions, acknowledge limitations and create psychological safety. 9. Choose Purpose Over a Perfect Career Path. Careers rarely unfold in straight lines, so leaders should remain open to opportunities while staying committed to service and meaningful impact. 10. Care Boldly, Lead Bravely and Keep Growing. Effective leadership requires the courage to act, the humility to examine what could have gone better and the discipline to keep improving.   CHAPTERS 00:00:00 - Introduction: Dr. Vik Bebarta’s Leadership Journey 00:01:32 - From Small-Town South Carolina to the Air Force Academy 00:03:54 - A Father’s Illness Reveals a Calling to Medicine 00:07:39 - Training for Chaos: Leadership Under Pressure 00:10:23 - Why Diverse Experiences Build Better Leaders 00:12:09 - Leading Medical Teams in Combat 00:13:44 - Choosing Family and Redefining Service 00:18:24 - Building the Center for Combat Medicine 00:21:27 - Sgt. Alwyn Cashe: The Moment That Changed Everything 00:25:34 - The Speed of Need: Accelerating Medical Innovation 00:29:54 - Leading With Humility, Curiosity and Trust 00:33:26 - Finding Your Own Path: Advice for Future Leaders 00:36:35 - Caring Boldly, Leading Bravely: Lessons for Life   ABOUT DR. BEBARTA BIO Dr. Vik Bebarta ’94 is an Air Force Academy graduate, physician-scientist and leader in military and civilian medicine. He serves as chair of the Department of Emergency Medicine at the University of Colorado School of Medicine, founding director of the CU Anschutz Center for Combat Medicine and Battlefield Research, and strategic lead of the Marcus Institute for Brain Health. A colonel in the Air Force Reserve, Bebarta served 14 years on active duty, including multiple deployments as a combat physician. His work focuses on accelerating medical innovation, improving battlefield trauma care and translating military medical advances into lifesaving solutions for civilian communities. Dr. Bebarta’s approach to leadership was shaped by personal loss, the demands of combat medicine and a commitment to serving others during their most vulnerable moments. His experiences treating wounded service members in Iraq reinforced his belief that urgency, collaboration and a willingness to challenge established practices can transform lives. Today, he brings those lessons to medical research, organizational leadership and the development of future leaders, emphasizing curiosity, humility, adaptability and what he calls the “speed of need.” His philosophy reflects a simple but powerful commitment: care boldly, lead bravely and never stop learning.   CONNECT WITH DR. BEBARTA LINKEDIN  |  CENTER FOR COMBAT MEDICINE AND BATTLEFIELD RESEARCH   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS: Guest: Dr. Vik Bebarta ’94  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99  Lt. Col. (Ret.) Naviere Walkewicz 0:02 Sometimes the direction of our lives becomes clear because of a specific moment in time that imprints us. For Dr. Vik Bebarta, those moments ultimately revealed not only his calling, but what it means to serve. I’m Naviere Walkewicz, Class of ’99. Long Blue Leadership starts now. Dr. Vik Bebarta, Class of 1994, is an Air Force Academy graduate, physician scientist and chair of the Department of Emergency Medicine at the University of Colorado School of Medicine. He’s the founding director of the CU Anschutz Center for Combat Medicine and Battlefield Research and serves as strategic lead of the Marcus Institute for Brain Health. A colonel in the Air Force Reserve, Vik served 14 years on active duty and deployed multiple times as a combat physician. His research and leadership have focused on turning lessons learned in the military into advances into trauma care, brain health and emergency medicine; work that is intended to improve not only care for those you serve, but for patients everywhere. I think I got that right. Did I get that right?   Dr. Vik Bebarta 1:05 Right, you did. Yeah, nice job. Good summary.   Col. Naviere Walkewicz 1:08 Welcome, welcome to Long Blue Leadership. This is a treat for us.   Dr. Vik Bebarta 1:11 Same for me.   Col. Naviere Walkewicz 1:13 We’re thrilled. Wonderful. We have so much to cover today, and really, the key is we want to dig into your leadership journey because this is what our grads and our listeners and viewers really love to hear. So, would like to kind of jump into, you know, your path at the Air Force Academy was varied, right? It moved very differently than maybe you imagined. Maybe we start there. Dr. Vik Bebarta 1:32 Yeah, yeah, yeah. I grew up in in South Carolina and I’d never been to Colorado.   Col. Naviere Walkewicz 1:36 Ever?   Dr. Vik Bebarta 1:37 Ever. I sure as heck hadn’t been here. And I grew up in a small town, immigrant family and didn’t know much about the service academies except for a guy I worked for in the summers had gone to the Air Force Academy, and that a friend of my brother, one had gone to the Naval Academy, one had gone to West Point. It’s about all I knew, and when I was looking for colleges, I said I really want to do more than go to classes, but a little bit of adventure, a little skydiving, a little survival training, and that’s what led me along the path to service academies. Col. Naviere Walkewicz 2:08 So, you know, that’s kind of a unique perspective for someone who maybe really didn’t have a ton of exposure. Did you have any? Were your parents influential in any way, or mentors when you were a young kid that also helped kind of steward you in that direction? Dr. Vik Bebarta 2:21 Yeah, you know when I was growing up in the small town called Denmark, we had a close family member who was in the Army, was in Vietnam, and he was our scoutmaster for Boy Scouts, Gus Eubanks, and he was very sort of focused on the military, and it was always forefront of mind, you know. As Boy Scouts, he trained us about military principles. I think that was the early start growing up. And then seeing some of these folks in our community, small community, 4,000 people, who had gone off to service academies, and how that was interesting and cool. And a friend of mine actually was very big into flying, and because all those things together sort of got along the lines of maybe going into the military. Uniquely, though, again, immigrant families — me, my brother, my parents here — so we didn’t have anybody in the military except for my aunt, who was in the Indian army back in India, who I hadn’t met yet. But she was one of the first women who had joined the military at the time. My mom’s family was all first, lots of first engineers in the military, or in in the military, first engineers, first Ph.D., those types of things. And so she was one of the first women that went into the Indian army. So I knew that, but I’d never met her at that time. Col. Naviere Walkewicz 3:40 Well, I’m seeing some of these things of, you know, standards of excellence coming from your family already. So you know, you mentioned, you know, survival training and jump and pilot, but that’s not what you’re doing. Let’s talk about how that kind of happened. You’re in medicine. Dr. Vik Bebarta 3:54 That’s right. Yeah, I think, you know, early on I didn’t know what I was going to do. As my mom, who passed away last year, would say my primary goal, even in high school, was to be a rock star. Yeah, exactly. I think that carried through my junior year.   Col. Naviere Walkewicz 4:12 Any particular band?   Dr. Vik Bebarta 4:13 A little bit of AC/DC, then Guns N’ Roses, and those times. So

    Speed of Need - Dr. Vik Bebarta ’94

  2. Sep 29

    No Excuses - Scott Kirby ’89

    Scott Kirby ’89 grew one of the world’s largest airlines by doing something many leaders struggle with: changing his mind. “When the facts change, I change.” SUMMARY From anticipating the impact of COVID before most experts to making bold bets when others pulled back, Kirby shares why adaptability, curiosity and a willingness to challenge assumptions are essential leadership traits. SCOTT'S TOP 10 LEADERSHIP TAKEAWAYS Lead with Vision, Not Just Management Management ensures compliance; leadership inspires people to believe in a shared destination. Practice “No Excuses” Whether or not a setback is fair or your fault, take responsibility for addressing it. Build a Complementary Team Bring in people whose strengths offset your weaknesses. Look for Intellectual Creativity. Seek people who can simplify complex situations and find better ways to do things. Change Your Mind When the Facts Change Don’t cling to an old position just because you’ve already committed to it. Take Calculated Risks — and Plan Your Off-ramps. Pursue opportunities when the potential reward outweighs the risk, while preparing alternatives if things go wrong. Keep Learning Reading across subjects and viewpoints can help you connect ideas others may miss. Make Space to Think Protect time for reflection and decision-making instead of filling every day with meetings. Listen to Understand, Not Just to Agree. Invite input, especially from more junior people, and make sure the team feels heard — even when you choose a different path. Stay Open to Unexpected Opportunities Love Your Work A rigid career plan can make you miss a path you might find more meaningful.   CHAPTERS 00:00:00 — Introduction: Scott Kirby and the “no excuses” principle 00:01:18 — Arriving at the U.S. Air Force Academy and aspiring to become a fighter pilot 00:03:13 — Childhood, family and the opportunities that shaped Kirby 00:06:40 — Leadership versus management — and building a shared vision at United 00:10:24 — Choosing a complementary executive team and practicing “no excuses” 00:15:05 — Accountability, empathy and doing the right thing 00:18:18 — Changing course when facts shift: lessons from COVID and other crises 00:22:14 — Calculated risk, off-ramps and United’s pandemic-era aircraft orders 00:26:35 — Reading widely, connecting ideas and questioning experts 00:33:11 — Applying lessons from books to suppliers and company culture 00:37:37 — United’s next vision: using technology and AI to reduce travel stress 00:43:23 — Career advice, family life and making time for what matters 00:47:06 — Listening, inviting dissent and closing remarks   ABOUT SCOTT BIO Scott Kirby ’89 is CEO of United Airlines and a longtime leader in the commercial aviation industry. He joined United in 2016 as president and was named CEO in 2020. Before joining United, Kirby served as president of American Airlines and US Airways and held leadership positions at America West Airlines. He began his career at the Pentagon after graduating from the U.S. Air Force Academy with degrees in computer science and operations research and later earned a master’s degree in operations research from George Washington University. Throughout his career, Kirby has developed a leadership approach grounded in analytical thinking, accountability, adaptability and trust. He credits the U.S. Air Force Academy with instilling discipline and a “no excuses” mindset that continues to shape how he leads, while his early work alongside experienced economists at the Pentagon helped develop the problem-solving approach he carried into aviation. As United’s CEO, Kirby emphasizes listening to employees closest to the work, building teams with complementary strengths and creating an organization its employees are proud to represent. CONNECT WITH SCOTT KIRBY LINKEDIN |  UNITED AIRLINES   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS Guest, Scott Kirby ’89, CEO United Airlines  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99  Lt. Col. (Ret.) Naviere Walkewicz 0:02 Scott Kirby has been known to make a hard right when everyone else has turned left. But today’s lesson isn’t just about going against the grain. It’s about weighing possibilities, challenging assumptions and being ready to change your mind if the facts shift. His guiding leadership principle: no excuses. I’m Naviere Walkewicz, Class of ’99. Long Blue Leadership starts now. I’m joined today with Scott Kirby, USAFA Class of ’89, CEO of United Airlines. Prior to joining United, he was the president of American Airlines and U.S. Airways, which spans now a career of 30 years in the airline industry. We’re going to talk about that. His early days were at the Pentagon in operations research, working with some of the most brilliant economists, which probably shapes some of the way you do things today. But you can see he’s Team Air Force today. Scott Kirby 0:53 Exactly. Col. Naviere Walkewicz 0:53 We’ve got matching bombers on.   Scott Kirby 0:54 Looking good. Col. Naviere Walkewicz 0:56 That’s right. So we’re going to have some fun today. Thank you for being here. Scott Kirby 0:58 Glad to be here. Looking forward to it. Col. Naviere Walkewicz 1:00 Wonderful. So this is not new to you. You were on so many interviews: Bloomberg, CNBC, Face the Nation, all of that, and you’re the expert in the room on aviation and leadership. Today, we want to take a little bit more and peel more into your personal leadership journey. So I’d like to start, Scott, in the summer of 1985. Tell me about the young man who showed up in Colorado Springs. Scott Kirby 1:21 It’s a very different person. I was 17 years old. I had decided for many years before that I wanted to be a fighter pilot, and so I came here intending to be a fighter pilot. Amazingly, the first time I ever got on an airplane was when I flew here to the Air Force Academy.   Col. Naviere Walkewicz 1:37 Oh, wow!   Scott Kirby 1:38 I’d never set foot on an airplane before that. I do remember landing at the Colorado Springs Airport. I don’t know what they do now, but back then, there were cadets, upperclassmen, that met you off the airplane. I think they waited until they got to the bus to start screaming. Col. Naviere Walkewicz 1:52 They were still smiling then at the airport, probably. Scott Kirby 1:54 Yeah, I don’t really, I don’t remember that. But I remember being on the bus and like, “Holy cow, what is going on?” And then getting dumped out, you know, getting dumped in here. But, and you know, the first couple weeks were a shock to the system, were hard. But, you know, it was probably within the first week or two you start to realize that the people that you’re meeting and the experiences you’re going through, just basic training and out in Jacks Valley,  are going to be— you know, maybe I didn’t realize it then, but the people that are the best friends, you know, still my best friends and, you know, I like, last weekend went to breakfast with my freshman roommate.   Col. Naviere Walkewicz 2:35 Oh, I love that.   Scott Kirby 2:36 One of my favorite stories at United Airlines when I first showed up, I would do, I still do, in fact, I’m doing one later today — captain leadership. I go talk to all the captains when they upgrade to captain and at the back of the room was someone that I recognized. But you know, I meet so many people, and he walked up to me and he says, "Do you remember me?” And I recognized him, but I hadn’t immediately placed him. I looked down and saw Braxton, and like, “Braxton, we were at Jacks Valley together!” You know, and so you know the connections you make with people is one of the best things, you know, about here, and the experiences that you go through are so unique compared to what other people do. And you know that’s how it started for me in summer of ’85. Col. Naviere Walkewicz 3:13 Oh my goodness, I love that. And I’m imagining, you know, coming to the Air Force Academy. You said you want to be a fighter pilot, so obviously that was something in your, you know, you’re aspiring for. As a young boy, were you always into things like, you know, going fast, you know sports? Like, what were you like as a boy? Scott Kirby 3:29 Yeah, I think— I like, I love sports. Before I decided I was going to be a fighter pilot, I thought I was going to be a professional athlete. Col. Naviere Walkewicz 3:38 OK. Which sport? It didn’t matter? Scott Kirby 3:41 I preferred football, but I like all sports. But, you know, I realized I wasn’t going to be a professional athlete earlier than I realized I wasn’t going to be a fighter pilot.   Col. Naviere Walkewicz 3:51 Sometimes it’s good to learn things early.   Scott Kirby 3:52 But, yeah. But I guess, I mean, I did always like— I’ve always been aggressive, I guess. You say go fast, but aggressive. And I grew up in a small town, Rowlett, Texas. I had two great parents. Like, I have the jackpot on parents. A mom, we had five brothers and sisters, but you know, she didn’t work and stayed home. And, like, her life— I remember in fourth grade, a teacher told me that she was going to call my mom because I was arguing with the teacher, and I told her, "Well, you

    No Excuses - Scott Kirby ’89

  3. Sep 15

    The Next Giant Leap - NASA Deputy Administrator Col. (Ret.) Matt Anderson ’97

    America’s next giant leap will require more than rockets. It will require leaders. SUMMARY Long Blue Leadership Now welcomes NASA Deputy Administrator Col. (Ret.) Matt Anderson ’97, who shares the vision behind the proposed United States Space Academy and its potential role in preparing astronauts, engineers, scientists, operators and innovators for the challenges ahead. From the moon to Mars and beyond, Deputy Administrator Anderson shares how America can build the talent pipeline needed to lead in space for decades to come. CHAPTERS 00:00:00 – Opening & Guest Introduction Col. Walkewicz introduces Long Blue Leadership Now, frames the conversation, and presents Col. Anderson’s background and new role with the presidential commission on the U.S. Space Academy. 00:01:16 – Academy Roots & Early Aspirations Col. Anderson reflects on coming to the U.S. Air Force Academy, family influence and his original plan to be a doctor. 00:02:23 – First F‑16 Ride & Career Pivot Col. Anderson’s formative F‑16 flight at Luke Air Force Base, getting sick and deciding to pursue pilot training instead of medicine. 00:03:07 – Executive Order: What Was Just Created? Explanation of the executive order, why it says “federal academy” not “service academy,” and the historical parallel to the creation of the Air Force Academy. 00:05:09 – Three Pillars of Space & Commercial Boom Col. Anderson breaks down national security space, civil space (NASA), and commercial space, with examples like Starlink and launch/observation/communications. 00:07:48 – Opportunity & Access: Who Gets to Serve? How the Space Academy may open doors for talented Americans who can’t serve in uniform (e.g., medical disqualifiers) but want to contribute through NASA and civil service. 00:09:35 – What a U.S. Space Academy Adds Beyond Existing Academies Contrast with current service academies, focus on broader roles (astronauts, civil servants, scientists, entrepreneurs, operators, warfighters) and parallels to Merchant Marine Academy and Coast Guard Academy. 00:11:42 – New Majors for a Space Future Why fields like astrobiology, heliophysics and nuclear engineering are critical; the Nancy Grace Roman and Hubble space telescopes; AI-driven data analysis and preparing for lunar/Mars missions. 00:15:30 – The 120‑Day Commission & 2028 Target The nine mandated lines of effort, the tight 120‑day (target 90‑day) timeline, the December deadline and the goal of having the first class arrive in summer 2028. 00:17:35 – Core Values, Civic Mindset & Space Leadership How core values and civic-minded service will be baked into the Space Academy, aligning with but distinct from traditional military academies. 00:20:23 – Governance, Commission Members & NASA’s Role Who’s around the table (NASA, DoW leadership, White House staff), Col. Anderson’s “quarterback” role and NASA’s central responsibility as the civilian-led space agency. 00:22:42 – Matt’s Leadership Edge & Vision for 50 Years Out Col. Anderson’s unique blend of biology, aeronautics and space experience; mental toughness for extreme environments; and how Space Academy grads will shape a competitive future in space vs. China and others 00:35:34 – Growing NASA’s Risk Culture & Closing Reflections Offsite in Bozeman (skydiving, fighter flights), teaching leaders to understand astronaut risk, daily leadership habits, core values, work ethic, guidance for young leaders, public input and closing thanks.   ABOUT MATT ANDERSON BIO Col. (Ret.) Matt Anderson is the 16th deputy administrator of the National Aeronautics and Space Administration. The president of the United States nominated him for the position on Jan. 13, 2026, and he was confirmed by the Senate on May 18, 2026.  Col. Anderson grew up on U.S. Air Force bases around the world as the second of three sons of Paul and Patricia Anderson. Paul served as a chaplain in the Air Force and Patricia served as a schoolteacher.  After graduating from high school in New Jersey, Col. Anderson attended the U.S. Air Force Academy where he earned a Bachelor of Science in biology and served as the team captain of its nationally ranked Division I soccer team. He later earned a Master of Science in aeronautical science and a Master of Arts in leadership and counseling. Col. Anderson is a decorated Air Force command pilot in multiple aircraft with more than 5,000 flight hours, including more than 650 in combat. He commanded the U.S. Department of War’s only nuclear airlift squadron and served as a senior United States Air Force fellow at the George C. Marshall Center in Garmisch, Germany. Throughout his 24-year Air Force career, he served on several senior DoW staffs and commanded at multiple levels before retiring in 2021.   Since retiring from military service, Col. Anderson has served as the chief operating officer and chief growth officer at the Space Force Association and as a vice president at CACI International.  Originally from Colorado Springs, Colorado, Col. Anderson and his wife, Christine, are proud parents of two daughters, Kayla and Lauren.   Outside of work, he is an avid snow skier, golfer and hiker, and he is currently pursuing his A-license in skydiving.  CONNECT WITH MATT LINKEDIN  |  NASA CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Lt. Col. (Ret.) Naviere Walkewicz 0:04 This is Long Blue Leadership Now — timely conversations with our leaders that are shaping what happens next. I’m Naviere Walkewicz, Class of ‘99, and I’m joined by Matt Anderson, Class of 1997, NASA’s deputy administrator, and our new executive director of the Presidential Commission of the United States Space Academy. We’re here today because on Aug. 28, the president of the United States signed an executive order creating the commission, beginning the process of establishing a new federal academy focused on developing America’s next space leaders. As you can imagine, this announcement has generated a lot of interest and plenty of questions, and we’re going to talk about that today. Matt Anderson is a retired colonel from our Air Force, serving 24 years as a command pilot and leader. He logged over 5,000 hours, over 650 of those in combat. His career spans time in U.S. Transportation Command, Northern Command and Space Command. After retiring from active duty, Matt went on to lead as an expert in the aerospace industry as well as the Space Force Association. From there, he became NASA’s 16th deputy administrator, and he’s with us here today. Matt, thank you for being here. The Hon. Col. (Ret.) Matt Anderson 1:16 Man, I’m honored to be here. Thank you for having me. This is awesome. I appreciate it. Col. Naviere Walkewicz 1:19 Oh my goodness, and it’s so timely, and I’m sure everyone’s ready for us to jump right in. But before we talk about an academy that will exist in the future, let’s start with the one that formed us right here at the Air Force Academy. So, Matt, you’re ’97 graduate. Let’s hear it. Col. Matt Anderson 1:31 Keep it revvin’. Keep it revvin’. Col. Naviere Walkewicz 1:33 Keep it revvin’. Yes, soccer team captain. You know, biology major. Did you see yourself in NASA today? Like, did you already know this was going to happen? Col. Matt Anderson 1:42 No, definitely not. No, definitely did not. I just kind of followed my passions like a lot of us did. And my dad was an Air Force officer for years and graduated from New Jersey at the time, McGuire Air Force Base, and was looking at schools out there, and then came on a recruiting trip, like many of us did for sports or other reasons, out to beautiful Colorado Springs. And I showed up — I’m like, “Man, I hope I get into this place because this is where I want to go.” Col. Naviere Walkewicz 2:08 Oh, that’s amazing. So you had a little bit of kind of background. You wanted to come here. You know, when you went to the Academy, did it really kind of start to formulate some possibilities in your mind at that time, or was it just the path that your career took you, you know, post-Academy? Col. Matt Anderson 2:23 Yeah, it sure did. When I was in high school, I was like, “I want to be a doctor.” Whenever we got to dissect things in class in high school and middle school, I was like, “That’s what I want to do.” So, came to the Air Force Academy. I was like, “I’m going to be a biology major because that’s the path to being a doctor.” And then spring break of my freshman year, went to Luke Air Force Base and got an F-16 ride. Col. Naviere Walkewicz 2:41 Ah, and it changed. Col. Matt Anderson 2:42 Yeah, to be honest, I threw up all over the place. And I went with one of my classmates who is now a major general, Rick Goodman, the J3 down at Central Command. We both threw up, and he ends up being a fighter pilot, a Thunderbird pilot. Now he’s a two-star general. We both got sick. It was awesome and miserable at the same time. I left spring break, going, “The doctor thing is going to have to wait. I’m going to go to pilot training,” and was lucky enough to do that. Col. Naviere Walkewicz 3:06 Well, what an amazing career! When I talked about your career earlier, kind of how it spanned so many different facets. I think it really puts you in a unique position to be able to tackle this. And so maybe we should just jump right in. You know, we talked about

    The Next Giant Leap - NASA Deputy Administrator Col. (Ret.) Matt Anderson ’97

  4. Aug 25

    LBL In Case You Missed it Edition

    "Leadership isn't something any of us ever finishes learning." SUMMARY In this special Long Blue Leadership: In Case You Missed It edition, we return to eight conversations from 2026 and pull some of their most practical lessons: Slow down when pressure says rush, honor your word, separate the person from the performance, ask better questions, protect what matters, adapt to the moment, be the steady hand and notice when someone needs you to act.   FEATURED SPEAKERS 00:02:00 - Mitch Torrel ’14: Slow Down to Lead Better 00:06:45 - Jessica Whitney ’10: Honor Your Word 00:11:15 - Joe Bledsoe ’11: Make Feedback Useful 00:15:40 - Jannell MacAulay ’98: Ask Better Questions 00:20:05 - Joel Neeb ’99: Protect What Matters 00:24:30 - Kim Ford ’90: Lead for the Moment 00:29:00 - Mark Michalek ’99: Be the Steady Hand 00:33:30 - Matthew Ayers ’99: Notice and Act THREE LEADERSHIP TRUTHS Truth One: Leadership begins with intention. Slow down enough to think. Protect what matters. Honor your commitments. Don't allow the urgency, distraction or discomfort of the moment to make your decisions for you. Truth Two: Leadership is deeply human. Ask better questions. Give feedback that helps people grow. Adapt your approach. Create the trust and connection that allow people to bring their best. Truth Three: Leadership is something we practice. It's not reserved for extraordinary circumstances. It happens in everyday choices — in how we respond under pressure, how we listen, how we use our time and whether we notice when someone around us needs something we can give.   CHAPTERS 00:00:00 - Eight Leaders, Eight Lessons 00:02:00 - Mitch Torrel: Slow Down to Lead Better 00:06:45 - Jessica Whitney: Honor Your Word 00:11:15 - Joe Bledsoe: Make Feedback Useful 00:15:40 - Jannell MacAulay: Ask Better Questions 00:20:05 - Joel Neeb: Protect What Matters 00:24:30 - Kim Ford: Lead for the Moment 00:29:00 - Mark Michalek: Be the Steady Hand 00:33:30 - Matthew Ayers: Notice and Act 00:38:00 - Lessons to Carry Forward   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS   FULL TRANSCRIPT OUR SPEAKERS: Ted Robertson, Narrator  - Mitch Torrel ’14  - Jessica Whitney ’10  - Joe Bledsoe ’11  - Jannell MacAulay ’98  - Joel Neeb ’99  - Kim Ford ’90  - Mark Michalek ’99  - Matthew Ayers ’99   Ted Robertson 0:03 Over the course of 2026, Long Blue Leadership and our host, Lt. Col. (Ret.) Naviere Walkowicz, Class of ’99, have taken us into some extraordinary conversations with leaders whose experiences span military service, business, aviation, public service and community leadership. I’m Ted Robertson for the Long Blue Line Podcast Network. Long Blue Leadership starts now. For this edition, we’re doing something a little different. We’ve gone back through some of Naviere’s conversations, looking for the leadership lessons that are most meaningful, most approachable, and importantly, most useful. So think of this as Long Blue Leadership: In Case You Missed It. Eight leaders, eight lessons you can carry into your own leadership tomorrow. Let’s get started. We begin in one of the highest-pressure environments imaginable. In 2018, Mitch Torrel, Class of 2014, was part of the U.S. Special Tactics response to the rescue of a youth soccer team trapped deep inside a flooded cave system in Thailand. But Mitch’s lesson isn’t really about cave rescue. It’s about what happens when urgency starts driving the decisions. He learned that the leader’s job isn't always to act first or have every answer. Sometimes it’s to slow the situation down, bring the right people together and create enough space for the best idea, including the quietest one, to emerge. Here’s Mitch Torrel.   Mitch Torrell 1:46 I just happened to be in the right time at the right place. There was a team of air rescue men and combat controllers stationed out in Okinawa, Japan. There was a group of soccer players who got stranded in the cave after the monsoons came early and it flooded out a section. The Thai leadership and parks team, and then eventually the Thai Navy tried to attempt a rescue, and they weren’t able to action it. So they reached out to the U.S. Embassy and asked if we had anybody in in the region who could come help. And that just happened to be our team out in Okinawa. I think it was definitely a challenge. There wasn’t a lot of information when we left out the door. It was, hey, there’s 13 individuals stuck in a cave. We don’t know what the hurdles are. We don’t know what's been tried. We don't know anything. We don’t even know if they’re alive. And so, getting on the ground, it was a lot of information to take in. There’s a lot of people who are trying to help, trying to facilitate a rescue, working, you know, their own agendas, and I think coordinating and making sense of all that chaos was kind of the first task. Lt. Col. (Ret.) Naviere Walkewicz 2:55 Like, how did you navigate that chaos? Mitch Torrel 2:58 So I felt like I had the best job out of you know anybody there. I got to be the operations officer, and so I was kind of the troop commander for the team that we had out. And, you know, meanwhile, my leadership had to, you know, liaise with the other leaders. I got to be kind of down and in focused. All right, what plans are we working? How are we coordinating and liaising with our Thai counterparts? And got to be a little bit more down and in, and so I really enjoyed that part, and that was kind of why I got into special operations in general, is I wanted to be, you know, working with a team of really, really high-functioning individuals on very hard problems. Col. Naviere Walkewicz 3:37 Right, and this was one of the first kind of very hard problems that you were working on. Mitch Torrel  3:42 It was. So this was my first operational mission, you know, coming out of the pipeline. I got stationed in Okinawa, and this was kind of the first opportunity to showcase what I’d learned and employ. And it was kind of, you know— everybody’s dream is to go through training and then get to action some of those skills and traits that they’ve developed. Col. Naviere Walkewicz 4:01 Right. Well, I imagine it was quite busy, you know, around the clock because you know time wasn’t on their side, and so you were really working against the clock. But I’m curious how you, you know, how do you navigate with urgency as a leader, but still safely? You know, like, how do you manage that, looking at that? Mitch Torrel 4:19 Sometimes you got to know when to kind of pull the reins, and that it’s very easy— it was a very urgent situation, right? There’s 13 kids trapped. They don’t have food or water. We don’t know if they’re alive. The cave is continually flooding more and more every hour. But you got to have a plan to go off of. You got to be able to not rush into an emergency and make things worse. And I think off the start, nobody was monitoring who came and went from the cave, and that generated issues. John and Rick, the U.K. and British divers, stumbled on, you know, two would-be rescuers who got subsequently stranded in another section of the cave, and they were able to get them out. And then— and so we realized that taking a step back, generating a plan... When we arrived, there was a key leaders contingent that went into the cave to kind of get information first and foremost. And then we spent the rest of the team. “All right, download the gear, stage everything, prep everything, go get some rest, and then we’re going to generate and come up with a plan in the morning.” But sometimes you got to realize that you can’t move a mountain overnight, and so you need to take time, you know, do a little five-minute huddle and make sure that you have a plan that’s not going to get you further into trouble. Col. Naviere Walkewicz 5:37 Yes, well, it’s such an important role, and I’m thinking about you know those moments where you were like, get some rest as the leader in this, and you know, kind of organizing this. What are the thoughts going through some of your, in your head? And I ask that because I'm thinking about leaders who are experiencing something difficult for the first time, and maybe there is some doubt or, you know, how do you calm yourself through some of those questions you have? Mitch Torrel 5:59 I think for new leaders, especially, it’s you don’t have to have all the answers yourself, and that that is first and foremost. I on team and probably one of the most junior guys. Yes, I am in charge as the officer, but the guys who are working with me have been in the Air Force, have done rescue missions, have been doing the job for 15, 18, you know, upwards of 20 years, and so I think understanding that no matter where you’re at in a team, you’re a part of a team for a reason, and you should be able to leverage input, leverage ideas and you shouldn’t be beholden to coming up with everything on yourself. I think delegation is super important. I think getting input and opinions from others is extremely important because sometimes the quietest guy in the room is going to have the best idea, and you need to enable and empower them to speak out. Put them on the spot. You know, “Hey, what do you think? What do you— how do you think we should approach this?” And then your job as a leader is to take all these good ideas, is to empower the team to do its bes

    LBL In Case You Missed it Edition

  5. Aug 11

    The Strength Within - Mitch Torrel ’14

    Great leaders don’t always have the answers. But they know how to build teams that do. SUMMARY In this episode of Long Blue Leadership, Mitch Torrel ’14 discusses the power of mentorship, constructive feedback, humility and creating an environment where everyone can contribute. His leadership lessons are just as relevant in the boardroom as they are on the battlefield.   MITCH TORREL'S TOP 10 LEADERSHIP TAKEAWAYS Lead Through Fear, Not Around It Even when you’re anxious or scared, keep moving forward and executing the mission; courage is acting despite fear, not waiting for fear to disappear. Trust Your Preparation When you hit uncertainty, fall back on the work you’ve already put in — physical, mental, and technical — rather than spiraling about what’s coming next. Focus on the Team to Get Out of Your Own Head Shifting your attention from your own anxiety to how you can support and elevate others makes hard environments more endurable and improves performance. Discover You Have “More in the Tank” Don’t treat real missions or selections like workouts; push past your comfort ceiling and you’ll find reserves of mental and physical capacity you didn’t know you had. Break Big Fears into Small, Daily Gains You don’t need to be the best today — just better than yesterday; attack weaknesses with small, consistent, incremental progress. Leverage Mentors and Learn Aggressively Assume you’re not the first to face a challenge. Seek out people who’ve done it before and copy their mindset, preparation and frameworks to shorten your learning curve. Make Feedback Normal, Specific, and Frequent Build team habits where everyone gets clear strengths and weaknesses surfaced (even anonymously at first), then use trends in that feedback to drive personal change. Balance Urgency with Deliberate Planning In crises, don’t rush in just because the situation is urgent. Pause to gather facts, build a simple plan and avoid making the emergency worse. Use Your Team’s Brains — Don’t Lead Alone As a leader, your job is to facilitate: Draw out the quiet voices, aggregate the best ideas, and delegate execution rather than trying to be the sole problem-solver. Set Clear Standards and Red Lines Early Explicitly communicate what you will and won’t tolerate so you can enforce discipline fairly and consistently, protecting both people and mission over the long haul.   CHAPTERS 00:00:00 – Opening: Leading Through Fear 00:01:27 – Special Tactics Pipeline: Anxiety, Night Sweats and Uncertainty 00:03:50 – Trusting Preparation and Learning to Hate the Water Less 00:05:40 – Shared Hardship and Team Bonding in the Pipeline 00:07:27 – “More in the Tank”: Rucks, Mental Toughness and Selection 00:11:14 – Learning from Others, Mentorship and Owning Weakness 00:15:36 – Five Traits Torrel Looks for in Leaders 00:19:49 – Feedback Culture, Blind Spots and High-Performing Teams 00:25:34 – Thai Cave Rescue: First Mission and Leading Under Pressure 00:29:59 – New Leaders, Delegation and Facilitating the Team 00:36:34 – Failing, Standards and Command Red Lines 00:40:24 – Advice to Younger Self and Enjoying Each Season 00:43:25 – Transition to Business, Ongoing Service and Final Leadership Charge   ABOUT MITCH BIO Mitch Torrel, U.S. Air Force Academy Class of 2014, is a former Division I hockey player, Air Force Special Tactics officer, entrepreneur and founder of Sentry Operations. After beginning his Air Force career in pilot training, Torrel found his calling in special operations, completing the demanding Special Tactics training pipeline and serving in operational and leadership roles. While stationed in Okinawa, Japan, Torrel served as operations officer for the U.S. team supporting the 2018 rescue of 12 young soccer players and their coach from a flooded cave complex in Thailand. The experience, his first operational mission, became one of several defining chapters in a career shaped by high-stakes decision-making, teamwork, resilience and leadership under pressure.   CONNECT WITH MITCH LINKEDIN  |  SENTRY OPERATIONS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT OUR SPEAKERS:  Guest, Mitch Torrel ’14 | Host, Lt. Col. (ret.) Naviere Walkewicz ’99 Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership isn't about eliminating fear; it's about learning how to move forward, even if fear is sitting right next to you. I'm Naviere Walkowicz, Class of ’99. Long Blue Leadership starts now. Today's guest is Mitch Teorrel, 2014 graduate of the Air Force Academy, former Division I hockey player, Air Force special tactics officer, also an entrepreneur near the founder of Century Operations. You know you've had a unique career. In fact, many probably know a lot of your work when it comes to an international rescue event, and we'll talk about that later on. But I think what's most exciting about this time with you, Mitch, is how you continue to lead, but you've done it through what some would call overcoming fear or maybe leading through fear. And so I think we're going to have a fantastic conversation today, and I welcome you to Long Blue Leadership. Mitch Torrel 0:53 Naviere, I appreciate you for having me out. Humbled to get the opportunity to kind of share some stories today, and so I'm looking forward to it. Thank you. Col. Naviere Walkewicz 1:01 Well, thanks for the time. We're going to jump right in with the time that you know when we had a chance to talk, Mitch. It was something that kind of surprised me, and I think others will really appreciate this. You know, when you're going through your Air Force special tactics training to kind of be in that role, you experience like night sweats and literally having to change your clothes at night. And I'm looking across to you. You're not sweating right now. You're looking pretty cool and calm. And so take me back to that experience, and let's just start there. Mitch Torrel 1:28 Yeah, pipeline is a pretty arduous process. It's two years; every day is a grind. It's difficult. You're not really sure what tomorrow holds, and they keep it that way, pretty close hold. You don't know what you got tomorrow. You just know it's going to be an early rise, and it's going to be really physically taxing. It's going to be mentally demanding, and you're not sure if. I think part of the anxiety is, do I mentally have what it takes to withstand and with withhold another day? Do I physically have what it takes to continue to drive on, and I think that unknown, the unknown on what's to come, am I going to be enough? The two years is a selection process, so you're getting assessed and selected every day, and it's a lot of anxiety to take on because you're not sure how you're going to perform. I think a lot of us have such internal pressures on ourselves to perform in and out every day that it makes it very difficult to get out of your mind and not worry about the anxiety of what's coming tomorrow. Col. Naviere Walkewicz 2:29 Well, it makes me think the closest thing that I can think of right at this moment is you know basic cadet training, which is six weeks, and you just talked about two years of uncertainty and not you know waking up early and not knowing what's next. You know, how did you kind of navigate through that? I think we all know how we navigated through BCT, but I think certainly this is much when it's something that's so enduring. I think that's a different situation. Mitch Torrel 2:51 I think a part of goes back to just trusting in your preparation. Did I do what it took to prepare? And if you did, if you didn't, there's not much you can change the night before, and so trusting in your abilities, your ability to adapt, your ability to withstand. I think I hated the water, and they always told you going through the pipeline. If you don't love the water, you're not going to make it through. And I'm a testament to I hated the water every day, dreaded it almost on a daily basis. But you know, learn to overcome and deal with that anxiety and just pressure that it brought. But every day is an opportunity to kind of build that wall up. Your ability to withstand, your ability to deal with anxiety, your ability to deal with the unknown, and I think the pipeline was a really good opportunity for me to kind of grow. I remember when we were in Mississippi, one of the earlier schools. It's three months. Every day was again very arduous. You didn't know it was coming. Are they going to put us in a pool tomorrow? Am I going to drown? You know, am I going to be able to make it through? Am I going to do a good job of leading the team? I think being able to focus on the team allowed me to not worry about myself and kind of focus on something else. And I think worrying about others allowed me to really make it through some of those arduous times, and that was very helpful to me. I remember I probably took a lot longer to grow to the point where you know you're not worried about tomorrow. I used to have to wake up at night, change my sheets, change what I was wearing, you know, and that happened every night because I would just wake up in a dead sweat and I was soaking wet, and eventually, you know, through exposure and through time, you learn to just exist and not worry about what's coming tomorrow. And it's a constant evolution. You know, that's not to say I don't get anxiety about things that are happening tomorrow today, but you start t

    The Strength Within - Mitch Torrel ’14

  6. Jul 21

    Ordinary Actions: Extraordinary Leadership - Matthew Ayers ’99

    “The people you're trying to lead may become your greatest teacher.” SUMMARY Matthew Ayers ’99 believes leadership isn't about having all the answers. It’s about listening, learning and serving with joy. Hear how experiences at the U.S. Air Force Academy, on a U.N. peacekeeping mission and leading Dream Centers of Colorado Springs transformed his understanding of leadership. MATTHEW'S TOP 10 LEADERSHIP LESSONS 1. Leadership Begins with Ordinary Acts Matthew's grandfather didn't set out to do extraordinary things—he simply noticed people, asked questions, and invited them in. Great leadership often begins with small acts of compassion that have lifelong impact. 2. Lead with Joy One of the defining characteristics of Matthew's grandfather was his joy. Even in difficult circumstances, he demonstrated that joy isn't the absence of hardship—it's a choice that gives others hope and the courage to move forward. 3. Stay Curious About People Matthew learned that leadership starts by genuinely wanting to know people and understand their stories. Curiosity builds trust, broadens perspective, and opens the door to meaningful relationships. 4. Integrity Is Lived, Not Signed His experience during a United Nations peacekeeping mission revealed that values aren't proven by an oath—they're revealed in everyday decisions. Leadership requires the courage to live your principles, even when circumstances become complicated. 5. Influence Doesn't Require Authority Serving alongside people outside his chain of command taught Matthew that leadership often happens through relationships rather than rank. Quiet, consistent influence can move an organization—and a mission—forward one conversation at a time. 6. Presence Is Sometimes the Greatest Gift Whether comforting cadets during tragedy or supporting people in crisis, Matthew discovered that leaders don't always need the perfect words. Simply showing up and being present can have a lasting impact. 7. Listen Before You Lead Matthew's work reinforced that the people closest to the problem often hold the clearest vision for the solution. Leaders who listen deeply make better decisions because they're willing to learn before they act. 8. Let Others Become Your Teachers One of the most powerful themes of the episode is that leadership is not about always being the teacher. Matthew believes the people we serve—and the people we lead—often become our greatest teachers if we're humble enough to learn from them. 9. Transformation Happens Through Action Leadership isn't mastered in a classroom alone. Matthew reminds us that principles become convictions only when we wrestle with them in real life, applying them through service, relationships, and everyday decisions. 10. Leave People Better Than You Found Them Looking back on his grandfather's influence, Matthew's own leadership philosophy comes into focus: serve others with humility, model joy, remain teachable, and help people flourish. The greatest legacy a leader leaves is the positive impact they have on the lives of others. CHAPTERS 00:00:00 – Opening: Sometimes the Greatest Teachers Aren't the Ones We Expect 00:00:53 – Meet Matthew Ayers, USAFA Class of 1999 00:01:38 – The Story That Changed Everything: Grandpa, Joy & Two Strangers 00:08:47 – Justice Begins at Home: Lessons Passed from One Generation to the Next 00:15:12 – Ethiopia: When Integrity Is Tested in the Real World 00:24:31 – The Difference Between Signing an Oath and Living It 00:31:26 – The Child Who Became the Teacher 00:39:08 – Why Great Leaders Never Stop Being Students 00:45:51 – Leading Through Joy, Compassion & Presence 00:52:37 – Leadership in Practice: Listening Before Leading 00:58:44 – Matthew's Leadership Philosophy 01:03:28 – Advice to His Younger Self 01:06:14 – Final Reflections: Leave People Better Than You Found Them   ABOUT MATTHEW BIO Matthew Ayers, USAFA Class of 1999, is the founder and CEO of Dream Centers, a Colorado Springs nonprofit dedicated to serving women, children, and families through comprehensive healthcare, behavioral health services, and transformational housing. Before founding Dream Centers in 2011, Matthew served as an Air Force officer, managed air and space programs, taught at the U.S. Air Force Academy, and deployed as an unarmed military observer with the United Nations Mission in Ethiopia and Eritrea. A passionate student of leadership, theology, and community development, Matthew believes the most meaningful leadership begins with humility, service, and a willingness to learn from others. Through his work and volunteer service, he continues to champion innovative approaches that strengthen families, empower communities, and create lasting change. Matthew lives in Colorado Springs with his wife, Amber, and their two children, Zeke and Halle Joy. CONNECT WITH MATTHEW LINKEDIN  |  DREAM CENTERS CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS   FULL TRANSCRIPT Guest: Lt. Col. (Ret.) Matthew Ayers ’99  |  Host: Lt. Col. (Ret.) Naviere Walkewicz ’99 Lt. Col. (Ret.) Naviere Walkewicz 0:00 Sometimes the greatest leadership lesson isn't learning how to teach others; it's discovering that the people you're trying to lead may become your greatest teacher. I'm Naviere Walkewicz, Class of '99 — Long Blue Leadership starts now. Well, welcome. Our guest today is Matthew Ayers, class of ’99. Yes, my classmate. Welcome, welcome to Long Blue Leadership. Let me tell you about Matthew from his military service, where he served in international peacekeeping. Then he went into the classrooms of Fairchild Hall, onto leading an organization called Dream Centers, where he's the CEO, really focusing on a vulnerable set of our community. It's such a pleasure to have you here today, Matthew. Matthew Ayers 0:46 Love being here. Thank you, Naviere. Col. Naviere Walkewicz 0:48 Absolutely. Well, we're going to jump right in because your story is so unique and so personal. I'd like to take us back in time and talk about your grandfather. I know we had some time talking about him, but I think it's well worth that our listeners and our watchers get to know him a little bit more as well. Let's talk about your grandfather and maybe a particular act of courage. Matthew Ayers 1:09 OK, yeah, he's my hero, and I always continue to this day trying to live life like my grandpa. He just was so inspirational in the way he lived, and he's a very relational servant leader. He pastored most of his life in the Pacific Northwest, but his beginnings were in Wuhan, China, where he was born and raised, and moved to the U.S. when he was 15. Got on a back of a cargo ship, and he and his brother John made their way here. He built railroad with the CCC and flipped burgers, put himself through high school, college, seminary, and he's just got an amazing life. But when I got to know my grandpa as a little boy, he was smoking cigarettes like a chimney and in the local bowling league and playing cards with his neighbors. Col. Naviere Walkewicz 2:01 I can visualize this man. Yes. Yes. Matthew Ayers 2:06 He was just everybody's person, and he could hang out with anyone. No one was a stranger, and he was genuinely curious about everyone he met. And so he just modeled that with such joy. I just grew up thinking I want to be like my grandpa. He's an amazing guy, And so I’ve got unlimited stories about him, about someone that really has left a mark on my life, and I was 11 years old, and we were pretty new, about a year or so into living in central Washington State. And he came to guest preach at a local church there, and when he came to visit, of course, we would always go to a local Chinese restaurant.   Col. Naviere Walkewicz 2:53 And did he say it wasn't as good as when he grew up, though? Matthew Ayers 2:57 It was not nearly as good, but he still enjoyed it. He still would enjoy it wherever he went. And so he disappeared like usual, and we just knew he was back in the kitchen, probably washing dishes, hamming it up with the staff. And soon he comes back out, introducing us to staff, and we have all this free food, and he's best friends with this couple. So we were just this was like a normal experience with Grandpa, but on this particular visit, he had some pretty serious conversations after that with my parents, and he had found out that several of the staff were labor trafficked. They were new immigrants from China, and the next day, he brought me along as a little boy, we go down in our little town into a bag alley, knock on the door of a warehouse, no running water, no electricity, no amenities, dirt floor, and I see the rats running around. I'm like, "What are we doing here?” And we get to sit down with these people who are serving at this restaurant and can't speak English and do not know any way to navigate their situation. And he challenged us as a family. Well, he might have just volunteered us, but it was going to happen one way or another, that this couple ended up moving in with us, and we got to be like family with them, and had the most incredible experiences cross culturally just in our own home, and that was my first, maybe you know, shocking example of just the vulnerability of people in every community. It happens everywhere, but what was even more powerful to me about that, and what stays with me, is just how simple it real

    Ordinary Actions: Extraordinary Leadership - Matthew Ayers ’99

  7. Jul 7

    Finding Your Voice - Lt. Col. (Ret.) Kimberly Ford ’90

    Leadership isn't about changing who you are; it's about becoming the fullest expression of who you were meant to be.   SUMMARY What does quiet leadership look like? From military deployments to the flight deck at Alaska Airlines, Lt. Col. (Ret.) Kimberly Ford ’90 explains how preparation, trust and listening can be just as powerful as command.    COL. FORD'S TOP 10 LEADERSHIP TAKEAWAYS 1. Leadership doesn't have to be loud to be effective. Ford's journey demonstrates that quiet, thoughtful leaders can inspire just as deeply as outspoken ones. Authenticity is what earns trust and influence. 2. Feedback can become the catalyst for transformation. Receiving a poor leadership evaluation at the U.S. Air Force Academy was painful, but instead of allowing it to define her, Ford used it as the beginning of her growth as a leader. 3. Finding your voice begins by believing your perspective matters. Confidence wasn't something Ford was born with. It was developed through mentors, experience and the courage to share her passion with others. 4. The best mentors don't remove fear, they help you move through it. From the jump master to her pilot instructors, Ford's mentors equipped her with the mindset and confidence to act despite uncertainty rather than waiting for fear to disappear. 5. Preparation creates confidence under pressure. Chair flying, visualization, repetition and mastering the fundamentals allowed Ford to perform when the stakes were highest. Excellence begins long before execution. 6. Trust is earned through competence and consistency. Whether flying combat missions or commercial aircraft, Ford explains that teams build trust quickly when they know each member is prepared, dependable and committed to doing their job well. 7. Leadership must adapt to the mission. Effective leaders recognize when decisive command is required and when empathy, patience and service are the qualities the moment demands. 8. Listening is one of leadership's greatest strengths. Ford's approach emphasizes seeking feedback, understanding different perspectives and creating an environment where others feel heard before decisions are made. 9. Resilience is built through daily disciplines, not extraordinary moments. Grounding practices, physical fitness, reflection, continual learning and intentional self-care help leaders remain ready for whatever challenges come next. 10. Great leaders remain lifelong students. Ford's advice to her younger self reflects her enduring philosophy: believe in yourself, seek mentors, embrace feedback, learn from mistakes and never stop growing.   CHAPTERS 00:00:13 – Meet Lt. Col. (Ret.) Kimberly Ford, USAFA Class of 1990 00:00:57 – The "Rate Your Neighbor" Moment that Changed Everything 00:05:33 – Finding Her Voice & Honoring the Tuskegee Airmen and WASPs 00:08:34 – Family, Faith and the Foundation of Leadership 00:11:00 – Jump School: Fear, Courage and Asking for Help 00:15:15 – Developing a Warrior Mindset Through Preparation 00:17:24 – Transitioning from Military Aviation to Alaska Airlines 00:20:06 – Leading Under Pressure in Combat Operations 00:23:38 – Adapting Your Leadership to Fit the Mission 00:27:28 – Daily Habits That Make Better Leaders 00:29:43 – Advice to Her Younger Self & the Power of Mentorship 00:31:26 – Final Reflections: Leading with Quiet Confidence     ABOUT COL. FORD BIO Lt. Col. (Ret.) Kimberly Ford, USAFA Class of 1990, is a distinguished combat aviator, senior mobility leader and lifelong advocate for aviation, leadership, and service. During her 25-year U.S. Air Force career, she served as a KC-135 and C-17 command pilot, instructor pilot and mission commander, logging more than 11,000 flight hours while supporting combat, humanitarian and contingency operations around the world. She also served in strategic leadership roles at Air Mobility Command, helping shape enterprise-level operations and leadership development across the Air Force's global mobility mission. Following her military service, Col. Ford has continued to lead through aviation and community engagement as a commercial airline pilot, board leader and champion for preserving the legacy of the Tuskegee Airmen and Women Airforce Service Pilots while expanding opportunities in aerospace and STEM education. A recipient of numerous military and civilian honors, including induction into the Organization of Black Aerospace Professionals Hall of Fame, she remains dedicated to mentoring the next generation of leaders through a life defined by service, resilience and authentic leadership. CONNECT WITH KIM LINKEDIN CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Matthew Ayers ’99  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99    Lt. Col. (Ret.) Naviere Walkewicz 0:00 Sometimes leadership isn't about speaking the loudest; it's about finding the courage to speak when your voice matters most. I'm Naviere Walkewicz, Class of ’99; Long Blue Leadership starts now. Col. Naviere Walkewicz 0:13 Today's guest is Air Force Lt. Col. (Ret.) Kimberly Ford, United States Air Force Academy, Class of 1990. She has had a remarkable career through KC-135, C-17 command pilot, instructor pilot, senior air mobility command leader. Today she serves as an Alaska Airlines pilot, aviation advocate, and champion — preserving the legacy of our Tuskegee Airmen and Women Airforce Service Pilots, WASP, while inspiring the next generation of aerospace leaders. I should also add that Kim is our 2025 — one of our 2025 recipients — of the Leadership Achievement Award. Kim, we're so glad to have you here. Lt. Col. (Ret.) Kimberly Ford 0:53 Thank you so much. It's just an honor to be here to speak with you today. Thank you. Col. Naviere Walkewicz 0:57 Absolutely. And so, here on Long Blue Leadership, we like to jump right on to a really key moment in your life, and one, if we dial back the time a little bit, goes back to your three-degree year at the Air Force Academy, and they had something at the time, I think you mentioned it was “Rate Your Neighbor,” so something that you all did, and you scored a D. And I'm curious on what that was about, and then can you take us back to that conversation that time. Col. Kimberly Ford 1:23 Correct, they had something at the time called Rate Your Neighbor, and that called for your classmates, your peers, people above you and below you, rating your ability to be a leader in the Cadet Wing and in your squadron, and then eventually a leader in the Air Force, and so everyone in your class would get a rating. I had come into the to the meeting thinking that I had done really well, and that my passion was shining through, and so imagine my surprise when I found out that I received the equivalent of a D grade. My air officer commanding was empathetic, but he was also very concerned, and what I did appreciate was he did give me the chance to respond. At that time, I just felt really disappointed. You know, I'd come into the Academy, I really wanted to be in aerospace, I was really excited about STEM. I was so happy to have the opportunity to be there, and so I must admit that I really felt crushed when I heard his words, that I hadn't done as well as I thought I had. Col. Naviere Walkewicz 2:32 It almost sounds a little bit like a 360-degree kind of assessment. What, in particular, I guess attributed to that, kind of that score, that rating from your peers? What did they see, I guess, in that to give you that score? Col. Kimberly Ford 2:49 Yes, you know, looking back with my lens now, I know that there are different types of leadership, different styles of leadership, but I think at the time the type of leadership that was expected was someone who was assertive, who was upfront, who was more sort of direct. At the time, I was a young cadet who definitely needed to be mentored and learn some skills. I think what they saw in me was someone who was very quiet. I had not had the opportunity or taken the opportunity to speak about who I was, my background, my passion for aviation, someone who didn't make eye contact, and you know, someone who maybe didn't greet them on a personal level, who didn't check in before a session, during a session and maybe after a session. And so they just really weren't sure about my aptitude, and I can understand that big picture. I was someone who definitely needed to be mentored and definitely needed to learn those skills in a style that was commensurate with my personality and what I had to bring to the table. Col. Naviere Walkewicz 3:55 Well, you talked about being passionate and you went in feeling really good and hoping that it shined through. How did you adjust, maybe, or adapt after that feedback to bring your voice and that passion forward. What did that look like in your leadership journey at that time? Col. Kimberly Ford 4:10 Yes, I remember the air officer commanding said, “Hey, you know, let's talk about this. What do you — what are you bringing to the table?” And so I said, “Wow, I'm someone who wants to be here. I'm someone who wants to fly. I am someone who wants to give back to my country, and I want to serve my nation.” And so, after that, I'm lucky that I had a good group of mentors, both peers and older cadets, and I was able to sit down with them and get that constructive feedback and constructive criticism. So I was

    Finding Your Voice - Lt. Col. (Ret.) Kimberly Ford ’90

  8. Jun 23

    The Power of Influence - Lt. Col. Joe "Paveway" Bledsoe ’11

    What builds trust when you don't have a title or position of authority? SUMMARY According to Lt. Col. Joe Bledsoe ’11, it's honesty, integrity, humility presence and action. Tune in as he shares practical leadership lessons learned from the Academy, combat aviation and years of mentoring others.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN   COL. BLEDSOE'S TOP 10 LEADERSHIP TAKEAWAYS 1. Leadership starts before the title. People follow your example, ideas, and presence long before you get formal authority. 2. Informal leadership is as real as formal leadership. Class president, wingman, or peer—your influence, credibility, and support role matter even without rank. 3. Be “clay to be molded.” Show eagerness, humility, and effort; people notice fresh attitude and willingness to embrace hard things. 4. You can’t lead alone—build a trusted team. Time management and heavy responsibility force you to delegate to people you trust and empower them. 5. Trust has two layers: inherent and earned. Start with inherent trust (shared values, shared background) and deliberately grow earned trust through behavior. 6. Five traits that build credibility fast: Honesty, integrity, humility, presence (actually being there, engaged), and decisive action. 7. Debrief like a fighter pilot: brutally honest, never personal. Separate the person from the performance, do root‑cause analysis, fix errors, and then move on—no re‑litigating. 8. Own your mistakes out loud. Saying “I’m sorry,” “I was wrong,” or “I don’t know, but I’ll find out” accelerates trust and models humility. 9. Mentors and mentees are non‑negotiable. Continuously seek guidance from those ahead of you and invest in those behind you to sharpen your own thinking. 10. Prioritize relationships and pride in the mission. Treat family and friends well, cultivate the Long Blue Line, and remember you’re on the A‑team—act like it.   CHAPTERS 00:00:00 — Opening & Guest Intro Show open, Naviere introduces Lt Col Joe “Paveway” Bledsoe and his career highlights. 00:01:13 — Voluntold to Lead: Becoming Class President Basic cadet training, being “voluntold,” interview gauntlet, and getting elected class president. 00:04:09 — What a Class President Actually Does Informal vs formal leadership, picking the class exemplar (Robin Olds), dining‑ins, spirit missions, and accountability. 00:08:38 — From Future Doctor to Fighter Pilot Arriving at USAFA wanting to be a physician, loving biology and medicine, and the first seeds of doubt. 00:10:03 — Ops Air Force, Powered Flight, and the Pivot Deployed Ops Air Force in CENTCOM, exposure to flying in theater, powered flight, and choosing pilot training over med school. 00:12:22 — Mentors, Family, and Making a Hard Call Mentorship from family, upperclassmen, and permanent party; emotional weight of changing paths and family’s reaction. 00:14:08 — Leading Without Rank: Credibility and Trust Informal leadership as a young wingman, lessons from time management and delegation as class president, inherent vs earned trust, and key traits (honesty, integrity, humility, presence, action). 00:22:06 — Fighter Pilot Debriefs & Radical Feedback Culture Brutally honest debriefs, owning mistakes, root‑cause analysis, safety and mission focus, and how that mindset translates beyond the cockpit. 00:27:48 — Leadership at Home: Marriage, Parenting, and ‘Knock It Off’ High‑school‑sweetheart marriage, parenting, using accountability and humility with kids, and balancing “fighter pilot” mode with being a husband and dad. 00:30:30 — Future Conflict, Growth, and Pride in the Long Blue Line Risk and future fight, Institute for Future Conflict, exposure to other AFSCs and logistics, daily growth habits (mentors, mentees, reading, writing, running), advice to younger self, and closing message on being proud of USAFA and the A‑team.   ABOUT COL. BLEDSOE BIO Lt. Col. Joseph “Paveway” Bledsoe ’11 is a U.S. Air Force Academy graduate and recognized leader whose career has spanned combat operations, advanced airpower development and service to the Long Blue Line. A native of rural Pennsylvania, Bledsoe graduated from the Academy in 2011 with a degree in biology before earning a Master of Public Policy from the University of Maryland.  He is Currently assigned to the Institute for Future Conflict at the U.S. Air Force Academy where he studies the future of airpower, emerging technologies and the challenges of great-power competition. Prior to joining the Institute, he helped lead training and operational planning efforts at the 366th Fighter Wing, contributing to major exercises and the wing’s first deployment to the Indo-Pacific region. His work bridges the gap between today’s operational realities and tomorrow’s strategic challenges. A recipient of the Association & Foundation’s Young Alumni Excellence Award, Bledsoe is widely respected for his emphasis on faith, family and service. Throughout his career, he has remained deeply connected to the Academy community through mentorship, alumni leadership and a commitment to developing the next generation of leaders. On this episode of Long Blue Leadership, he shares lessons learned from leading peers, building influence before authority and navigating high-stakes decisions in both the cockpit and the profession of arms.   CONNECT WITH JOE LINKEDIN   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org Please note: we are only considering USAFA graduates as guests at this time. Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Joe "Paveway" Bledsoe" ’11  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99    Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership begins long before you've ever been put in charge. It starts when people trust you enough to follow your example, your ideas or your vision. I'm Naviere Walkewicz, Class of ’99; Long Blue Leadership starts now. Well, Lt. Col. Joe “Paveway” Bledsoe the Third. Welcome to Long Blue Leadership. Lt. Col. Joe Bledsoe 0:20 Naviere, it's great to see you. Thank you for having me here today. I'm looking forward to the conversation. Col. Naviere Walkewicz 0:24 So, Joe, your career has been exciting so far, and you're still in it. You know, you have been operational leader, obviously an F-15E Strike Eagle pilot. You've been deployed, you have been a researcher, you're a Young Alumni Excellence Award winner for our Association & Foundation, you've been an AOG board director and a fellow for the Institute for Future Conflict. And that, that's just, you know, a short little list, because you’re a student heading back into, over to, is it North Carolina, right? Seymour Johnson.   Col. Joe Bledsoe 0:53 That’s correct. Seymour Johnson, yep.   Col. Naviere Walkewicz 0:54 In the cockpit, yeah. Col. Joe Bledsoe 0:56 Yeah, we're super excited. Col. Naviere Walkewicz 0:59 Yes. Well, we're going to touch on probably many of those places, but I want to dial it back to something that only one graduate in every class experiences, and for you it happened shortly after Basic Cadet Training. Your class selected you as your class president. How did that come about? Col. Joe Bledsoe 1:14 How did that all go down? That's a great question. So there we were, right after basic training. I was in Cadet Squadron 19 for my freshman year, and I got the opportunity — this is one of those voluntold moments, right — where the upperclassmen and BCT cadre said, “Joe,” or “Cadet Bledsoe, report to H-1 during transition week.” That’s when everybody's coming back, and you're like, “Sure, yep, yes, sir, yes, ma'am. Here we go.” So I show up with 40, 50 other fourth-class cadets, and we come to find out it was for us, and we were going to go through who was going to be the class officers. So first off, as I look back on that experience, a lot of respect and no humility being asked to go like represent Squadron 19, right? Like, I didn't volunteer, they just kind of pointed me in that direction, so we show up and got to interview with the upperclassmen, class officers, and there's funny interview questions, real serious interview questions. You know, I was just honest, right? Like, I'm here. This is what I think about what being a leader looks like, and how I could help serve the class, not thinking I would ever be selected, right? And as the night is going on, and ACQ is right around the corner, they kind of whittle it down to four or five of us, and we get up in front of the rest of the cadets and classmates that were there, and it was an open forum, like you know, back in Rome times, like you're standing in the gauntlet, Yeah, like it was like Roman voting, right? And asked a bunch of questions, and I remember standing up there with, you know, preppies, prior enlisted, and then me, just like straight off the street, and there's a couple other of us up there, and just answer the questions honestly, and at the end of that, there was a vote, and you know, they read the results, and I was like, "Holy smokes, I'm class president. How did this, how did this happen,” right? And I think there's a lot that — it was daunting at first, right? And then also, like, “This is awesome, I don't know what I'm getting into,” right? I just found out about it. I remember walking back on the Tizo. This was the first time I can say this now, because you know, grad, and

    The Power of Influence - Lt. Col. Joe "Paveway" Bledsoe ’11
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About

Leadership stories told by the leaders who live them.

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  • Creator
    U.S. Air Force Academy Association & Foundation
  • Years Active
    2023 - 2026
  • Episodes
    64
  • Rating
    Clean
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    © 2026-2027 | U.S. Air Force Academy Association & Foundation | All Rights Reserved
  • Show Website
    LONG BLUE LEADERSHIP

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