LONG BLUE LEADERSHIP

Great leadership starts with understanding your people. 

CHAPTERS 

00:00:00 — Introduction and Deanna Franks’s Air Force Academy legacy 

00:04:32 — Preparing for the Academy and facing admission challenges 

00:08:59 — Persisting after rejection and finding an opportunity through swimming 

00:13:49 — Building connections and bringing a team-first mindset to leadership 

00:15:12 — Pilot training and discovering the right fit in C-130 aviation 

00:20:30 — Mentoring pilots and keeping career options open 

00:22:40 — Balancing military service, family, and a transition to the Reserves 

00:27:47 — Pentagon networking and leading at the Advanced Airlift Tactics Training Center 

00:32:09 — Returning to the Academy as an AOC and building a support network 

00:35:12 — Supporting cadets through difficult moments with empathy and vulnerability 

00:42:40 — Mentorship, near-peer guidance, and reverse mentoring 

00:48:47 — Retirement, life after service, and continued community involvement 

00:54:38 — Final reflections and episode close 

Col. (Ret.) DeAnna Franks ’99 served 26 years in the U.S. Air Force and Air Force Reserve as a C-130 pilot, commander and senior leader. A graduate of the U.S. Air Force Academy, she began her flying career during the demanding operational years following 9/11, supporting missions across the Middle East. Her career included command assignments, service at the Pentagon and leadership positions at the Academy. Among her assignments, she served as an Air Officer Commanding at USAFA, commanded the Advanced Airlift Tactics Training Center and led the 302nd Operations Group in Colorado. She retired from military service in 2025. 

Throughout her career, Col. Franks developed a deep commitment to mentorship and the development of future leaders. Influenced by her father’'s Air Force service, the coaches and commanders who invested in her potential, and her experiences balancing military leadership with motherhood, she came to view leadership as an opportunity to recognize, encourage and develop others. A passionate advocate for near-peer mentorship, Col. Franks believes meaningful leadership relationships are built on trust, listening and shared experience. Her approach reflects a conviction that one of a leader’'s most lasting contributions is the success of the people they inspire and mentor. 

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FULL TRANSCRIPT

OUR SPEAKERS

Col. (Ret.) DeAnna Franks ’99, Guest  |  Lt. Col. (Ret.) Naviere Walkewicz ’99

Lt. Col. (Ret.) Naviere Walkewicz  0:00

Sometimes the most important person in your leadership journey isn’t the one in your chain of command. Instead, it may be someone who sees something in you that you haven’t yet discovered yourself. For Col. (Ret.) DeAnna Franks, Class of ’99, mentors changed the direction of her life and taught her how to change the lives of others. I’m Naviere Walkewicz, Class of ’99 — Long Blue Leadership starts now. Well, today we are joined by DeAnna Franks, Class of ’99. Gold Will Shine.

Col. (Ret.) DeAnna Franks 0:31

Gold Will Shine, girl. That’s right.

Col. Naviere Walkewicz 0:33

This is an unprecedented Long Blue Leadership because this is the first time you have freshman roommates across the table from each other. But you know, DeAnna, before you were flying, before you were in command roles, we were roommates together at the Academy, and so really excited to take this journey with you on your, you know, the entire leadership journey that you experienced. And so, if you’re OK with it, let’s just jump right in.

Col. DeAnna Franks  0:56

Oh yes, definitely. It’s a pleasure to be here with you, Naviere. I wouldn’t want to be sitting across the table from anybody else in order to have a chat and discuss. But really, I’ve been just honored to be a part of what our journey was when it started back in the summer of ’95.

Col. Naviere Walkewicz 1:10

Oh my goodness!

Col. DeAnna Franks  1:11

And then through those first years of us, and it was just about surviving, right?

Col. Naviere Walkewicz 1:15

Right.

Col. DeAnna Franks 1:15  

And look at us now.

Col. Naviere Walkewicz 1:17

Look at us now. We went from surviving; we’re thriving now.

Col. DeAnna Franks 1:20  

That’s right.

Col. Naviere Walkewicz 1:20

But let’s go back even further because I want to start— you have legacy here at the Academy, right? Your dad, Dean Haylett, ’73 graduate. I’m sorry, I know he’s passed, but I love that— and your brother…

Col. DeAnna Franks  1:33

Yes.

Naviere Walkewicz  1:33

I mean Marshall, also grad, ’02.

Col. DeAnna Franks  1:36

’02, and I have a cousin in 2009 as well.

Naviere Walkewicz  1:38

OK, see, I’m still learning. See, you can be freshman roommates and still have things to learn.

Col. DeAnna Franks  1:42

That’s right. I’m trying to keep up with you, but you know you’ve got the legacy for sure.

Naviere Walkewicz  1:47

That’s right. But you came to the Academy because you wanted to follow in your father’s footsteps. Maybe let’s start there a little bit. Tell me about your dad and that imprint on you.

Col. DeAnna Franks  1:56

Yeah, I definitely grew up as the Air Force kid, you know, and I just I loved living outside of March Air Force Base, Norton Air Force Base when I was young, growing up, and so always having the planes flying overhead. I think really an impact happened— probably I was around seven or eight years old, and I remember Mom and Dad brought my little brother and I up to the Academy. I remember standing on the chapel wall. I had my stuffed little Air Force Falcon that I traveled with for quite a little while, so that was the first, like, touch point of, “Oh, this is the Air Force Academy and pretty neat.” And knowing that my dad was a part of that, I just kind of stuck and hung to that for a while. And then it was when he was stationed in Yokota Air Force Base in Japan — I was seventh through 10th grade. I wasn’t really military inclined at that point, I was still just really involved in athletics and sports, and he was a great cheerleader for me going through that. But it was that 7th-grade year when I would go to the library and pull the catalog for the Air Force Academy off the shelf because there wasn’t anything electronic at that point.

Col. Naviere Walkewicz  3:00

All I remember is Dewey Decimal.

Col. DeAnna Franks  3:01

Right, right, that is true. So pulling the catalog off, and I would go and look at it, and I knew at that time — I was about 12 years old, going on 13 — that I was like, “I think I’m going to work hard, and I’m going to get to the Air Force Academy, just like my dad.” And it wasn’t— it was because I wanted to be like him. I loved watching him in his uniform. I remember asking him from the time I was 2nd and 3rd grade, “Hey, Dad, for Halloween, can you please go get the smallest flight suit you can find so I can wear it for Halloween?” And he did that a couple years in a row. And so I was just, I was in it.

Col. Naviere Walkewicz  3:38

What was it about it? Was it just seeing him in that role, was it— I mean, it’s interesting to me. Now, did Marshall feel the same way as well? Like, was this just something that you kind of…

Col. DeAnna Franks  3:49

I think I grabbed onto it first. I definitely was in for it starting at 12 and 13 years old. And again, it was just watching my dad and him going off to work and being in uniform and coming home and being proud of the work that he did every day, and I appreciated going to the bases with him. Maybe looking around at the airplanes, going to, you know, the family events that happened at the bases, you know, and you see the other airmen and people around. So it wasn’t necessarily that my dad talked directly to me about the Air Force Academy, like, “DeAnna, you need to get ready for this. You need to prepare.” It was more— it was just like this little hint of him around me that really just locked me into it.

Col. Naviere Walkewicz  4:33

So when you were sure at those teenage years, when it really was like, “Yep, I want to work really hard.” What did that look like for you? I mean, was it just something clicked and you kind of amped up what you were already doing in, you know, in academics and athletics, or did you do a ton of research? Like, what did that look like?

Col. DeAnna Franks  4:50

Right. I think my first exposure was actually around 9th grade, still at Yokota. We had just gotten the first Junior ROTC detachment in high school. It was actually Army Junior ROTC, but I joined and I was a part, again, getting to stand next to my dad wearing my junior ROTC uniform, and then him wearing his, and then we moved to southern central Florida, where my dad was the ROTC detachment commander at UCF there, and in that form of high school, I still did Junior ROTC, but it was Marine Corps Junior ROTC. So the experience to the different services, but it was all about the pride of wearing the uniform, being involved, and I think that’s where it set me up. I wanted to be that well-rounded person. So as you remember, I was a swimmer. I was very athletically involved. I ran cross country, track, water polo swimming and synchronized swimming, and that was that was where I was focused on was my athletics. But I was really involved and excited about clubs too. Student government, national honor society. So being that well-rounded person is what I really enjoyed doing. Needless to say, academics then was a little challenging. I did my best. I had pretty good grades I feel, like, going through high school, but I didn’t have very good SAT and ACT scores, and that’s where my challenges really start of me saying, “Am I going to be able to qualify to go to the Air Force Academy?” I took those SAT and ACT tests probably six times.

Col. Naviere Walkewicz  6:25

Wow!

Col. DeAnna Franks  6:25

I was just trying to combine that lowest score with that lowest, you know, the highest English…

Col. Naviere Walkewicz  6:32

Yep, the low one’s out.

Col. DeAnna Franks  6:33

And still, I think barely was getting there.

Col. Naviere Walkewicz  6:36

Right.

Col. DeAnna Franks  6:37

But going through that time, I kept just trying to improve it and work on the scores, and that took me to going to, you know, the interview for the boarding to admissions for the Air Force Academy, and I knew my dad was a legacy, 1973, and I, you know, I wrote all that out. I talked about it, the pride that I had in following in his footsteps, and I still remember at that end of that interview of the board, one of the board members came over and said, “DeAnna, we see really great potential in you, and we love your heritage and legacy, but these test scores— you know, what’s going on?” And I said, “Yeah, I know. I’m trying. I’m working really hard.” And at that point, I was young, 17, naive. I didn’t know anything about the Prep School, and that was the first time someone had mentioned, well, maybe you should think about going to the Prep School. Again, young, naive, hadn’t learned enough, and I said, “No, I want to go to the Air Force Academy.”

Col. Naviere Walkewicz  7:33

Right, you’re like, “That wasn’t the plan,” and now they’re like, you know, insert another school before the Air Force Academy.

Col. DeAnna Franks  7:38

Exactly, and of course we both know now the foundation that can be provided at the Prep School.

Col. Naviere Walkewicz  7:44

I might have done better at the Academy had I gone to the Prep School. I would be honest.

Col. DeAnna Franks  7:47

I full-heartedly agree. I would be the same way. But at that time, as young as we were, I just didn’t see that that was the option or the path that I was planning to go to. And so I think leaving that interview, all they heard was no, and so shortly thereafter, I got that thin letter in the mail.

Col. Naviere Walkewicz  8:06

But hold on, hold on, hold on. Because you have been someone who was used to success, right? So like athletically, you talked about all that, right? You had to work really hard academically.

Col. DeAnna Franks  8:16

Right.

Col. Naviere Walkewicz  8:17

But so you’re saying at the— in the application process, you got the, “We’re sorry.”

Col. DeAnna Franks  8:23

Oh yes, I remember. I think it was around that December timeframe, and I got the, “I’m sorry—” letter, but I had already started to pursue a little bit on the side of the recruiting for the women’s swim team. But that wasn’t necessarily my primary. I was trying to get into the Academy on my own, you know, and I still felt like that little bit of connection there is what, in the end, became a little bit of my saving grace to get me to the Academy.

Col. Naviere Walkewicz  8:54

So, you got the rejection letter, but the story wasn’t done there.

Col. DeAnna Franks  8:58

Correct. Correct.

Col. Naviere Walkewicz  9:00

Let’s talk about that a little bit because, you know, sometimes when we get that rejection we just kind of like, “All right, well…” Move on. Right?

Col. DeAnna Franks  9:07

Very true.

Col. Naviere Walkewicz  9:08

And so you didn’t opt to take that kind of perspective. What— and you mentioned that you kind of had been working another angle. I guess my question to you might be, you know, when do you know that there’s something that could possibly be, you know, a positive outcome from this negative situation. Like, what helped you to pursue that and to keep that positive mindset? Because some people might be like, “Well, I guess I’ll go do something else.”

Col. DeAnna Franks  9:36

Right. I did look at, you know, maybe attending other colleges under Air Force ROTC scholarships, especially because my dad was still working as ROTC detachment commander, so he gave me great insight on that. But I knew in my heart I really wanted to go to the Air Force Academy, and I was just privileged to reach out one more time, and that one more time was to the swim coach, Coach Casey Converse, during that time period, and being invited for a recruiting trip January of 1995. So I was a little bit late to the game, but coming out to the Academy and visiting, and that became that new opportunity for me that I didn’t totally give up on with that first no. But it was heartbreaking.

Col. Naviere Walkewicz  10:24

I don’t think I knew that, Dee. I didn’t know that about you, because, you know, I will say as being a roommate of yours, it looked to me like you had everything together. Like I had no idea that you had that struggle, and so I think that’s such a great lesson for anyone in life. You know, you have a path, you have a plan, you get the no. What are you going to do with that? And I love how you said, “I just asked one more time,” you know? I think you didn’t give up on yourself, so that’s pretty cool. You know, you talked about Coach Casey Converse being someone that, you know, saw potential in you and gave you that chance. Let’s talk about what you saw from him as in a leadership kind of lens, and maybe what you brought from that at the Academy.

Col. DeAnna Franks 11:09

Right. So again, going on that recruiting trip in late January, which, you know, coming to the Academy in January is you’re probably bundled up, and you’re seeing the Academy with all the snow and these harsh winds around. And I’m coming from Florida, so I don’t know if my mom was as excited for the visit. But it was outstanding to be— like, I remember being in the pool, I remember doing the recruiting trip, but more importantly, when I did get that what I think is the last ticket from Coach Casey Converse as a recruit, because we had a pretty strong recruiting year for the Class of ’99 coming in as either males or female swimmers, but I knew I didn’t really have the times. I was not an Olympian-prepared swimmer. I was a well-rounded swimmer. But coming out of Florida, it was very challenging to meet the even state time requirements and others, but I just continued to pursue it. And I think coach saw in me, and I’m hoping it was maybe at the recruiting time, that I was invested in the team. I was invested in what the Academy can give for you. I was prepared and ready to be the best cheerleader, even on the side of the pool deck, because I know I wasn’t— one of our fellow classmates who was also recruited in that year, Connie Cann (Holen), she was the Olympian. She was an outstanding, awesome swimmer. I was the “I’ll-get-you-your-fourth-place-so-we-can-get-one-more-point.” And I think we worked well together in that way. And it says that even after the four years at the Academy in our large recruiting class that we had of ’99, in the end we were the two last swimmers that stayed all four years.

Col. Naviere Walkewicz  12:51

Wow!

Col. DeAnna Franks  12:52

And so I really appreciate that, that, you know, Connie she was out there swimming her heart out and she was going to the real big meets. Yes, but I could be the team leader as well on the side with the rest of our athletes that were coming in. I think that’s the one of the biggest things I value out of that team, and it shows too, especially in the world of Coach Casey Converse, when all the swimmers come back after they’ve graduated and go on. Usually, they come back to the pool. I know we have our typical reunions, but the primary is to come and see the pool again, see Coach Casey Converse, give him a hug, and he’s always asking like, “What are you doing now? How are things going?” And so, just the way he loved his swimming family was another reason why we probably all worked so hard in those years in the pool. And again, that balance of swimming with everything else at the Academy was so needed.

Col. Naviere Walkewicz  13:48

Yeah, for sure. Well, I’m curious in, you know— and major kudos to him for every time you come back, he’s asking those questions like, “What are you doing now? How are things going?” You know? I’m curious how that translated into your leadership style. We’re going to bounce around a bit, but, you know, you have had the opportunity to lead many men and women in different ways. Where did you see that kind of mentality that he shared, and, like, that family — kind of taking care of your people? Where did that show up for you? Like, when did that actually, like, solidify in you?

Col. DeAnna Franks  14:19

Right. I think that example for Casey is another way that you can say throughout my career and others is just being able to take time out for just a moment for the hello, for the connection, and knowing always — which is something I know we’ll talk about later with my cadets eventually when I was in AOC here — that I said, “Just remember: You’re going to continue to always pass these people that you work with side by side, even if it’s here at the Academy or in the halls of the Pentagon or anywhere else. You will pass them in the hallways. You never want to burn your bridge with anybody because you will be working with them again, whether it’s in combat, whether it is, you know, at the cubicle desk. Wherever it is. So continue to engage, get to know who these people are and work hard with them together.” So just continuing to work on the connection is the most important part.

Col. Naviere Walkewicz  15:12

Oh, that’s fantastic. Well, let’s talk about your career a little bit. I think— you know, you’ve had some time on the active side, of course, also in the Reserve, and so I think there’s a lot of decisions that come into making that. Like, is, you know, on an active-duty path, there’s a trajectory, and some people don’t even explore the Reserve or the Guard. And so I’m curious to you, like, take us through kind of that decision making on your own, and I’d love to pull some of the nuggets as to you know why that worked out for you.

Col. DeAnna Franks  15:43

Yeah. Well, as you know, after we graduated in ’99 and threw our caps up in the air, and we all went our ways to whatever our technical school was that we need to do. Mine was onto pilot training, which again, just thankful that I had that opportunity to do that. You know, we were at a time at the school where we had already gone through the up-and-down flux of the number of pilot slots that people can get, and I know we had heard of, like, the Class of ’94, ’95, ’96 that had a limited number of pilot slots. We, in our time, the uptick was happening, and I remember, I didn’t necessarily know when I came to the Academy I wanted to go fly and be a pilot again. I just wanted to be like my dad. I wanted to be an Air Force officer and represent. But, you know, we got to our junior, senior year when we had to make those job decisions. And I remember hearing, you know, “If you had great eyesight and you were healthy, you’re probably going to go to pilot training because we need to fill those pilot seats.” And we also were told if you didn’t want to go to pilot training, but you qualified for it. You had to go talk to the commandant, and I was like, “Well, I don’t want to go talk to Gen. Lorenz. Why would I want to go do that? So I guess I’ll go to pilot training.” And then my hope was just, you know, take it day by day, step by step, learn to take off in the airplane and land it safely, and that was the year of pilot training — going through T-37s in Columbus, followed by the setup for my C-130 selection, which was out of Corpus Christi. So I knew at that point in Corpus Christi I was going to go fly C-130 s, which was really exciting for me because, much like the rest of our classmates, we go to pilot training. We’re all very Type A. We’re very competitive.

Col. Naviere Walkewicz  17:21

Are we?

Col. DeAnna Franks  17:21

Yes. Everybody wants to fly fighters. You know, you want to go to that T-38 program. So I too, in 0101 class at Columbus, I put down T-38s as my first choice, thinking, “Well, maybe I might want to fly the A-10.” I am so thankful. This is probably the start of the mentoring understanding that one of my instructor pilots, while I was still young, had didn’t have pilot wings yet, said, “DeAnna, why don’t you go down the hall and go talk to the C-130 pilot? I think that might fit your mold.” And I was like, “Really? No, I’m still competitive. I want to get T-38s.”

Col. Naviere Walkewicz  17:58

Why do you think that was the feedback given to you?

Col. DeAnna Franks  18:01

I know it’s because he saw the crew concept in me, the teamwork in me, and I really appreciate that because flying on a C-130 crew with five to seven other aviators is one of those ways that you have to be a team in order to do the whole mission, you know? Every crew position has their responsibilities, but if you don’t work together, it doesn’t work out well. And then I also saw it again later in my experience when I was an instructor pilot, and I would go up in an airplane, say if my student got sick that day, and they would say, “Well, DeAnna, go ahead, take the keys to the plane and go fly around in the T-6 or the T-37 by yourself.” I was like, “OK,” but I remember going out to the area that we worked in for T-37s and T-6s, and I was up there all by myself. Guess who was talking to herself the whole time in the plane because there was nobody else to talk to. I had gotten so used to the crew mentality and working through checklists and talking together that when I was flying by myself, I was probably the most uncomfortable. And to the point on those sorties by myself, I was like, “OK, I guess we’ll go home now.” And so I really do appreciate that very first instructor pilot at pilot training who took a little moment to understand how my flying skills were as well, probably, but also knew me as a person and how I would work well with a crew. And that was the first guidance that said, “Maybe you should go check out the C-130 guy down the hall.” And I’m so thankful for that.

Col. Naviere Walkewicz  19:37

What a powerful story. And I think you’re right because, you know, sometimes we think you got to be No. 1, No. 1, No. 1. So you got you have to get the best of whatever the best is, and I think sometimes we define best wrong. You know what I mean? I think best is what’s the best fit for us, right? And so I love that story. I didn’t know that, but I can tell having spent time with you, you’re absolutely, you know, really team-minded and all about how do we all succeed together. That’s, I mean, if there was like, if I could put that in, like, quotes, “DeAnna, how do we all succeed together?” You know, quote, end quote.

Col. DeAnna Franks  20:14

That would be a bit of a mantra. I would agree. Yes.

Col. Naviere Walkewicz  20:17

Oh my goodness, that’s amazing. So, have you seen yourself kind of show up in that way for someone? Like, have— do you spend extra time really trying to witness and observe to be able to give that same kind of feedback to others?

Col. DeAnna Franks  20:31

Yes, and based on that example as well too. So you know, after I went through my pilot training, and yes, I was a C-130 pilot, but then I had the opportunity to go to Enid, Oklahoma, at Vance Air Force Base, and be an instructor pilot in T-37s and T-6s, and that example, I knew I needed to share that with my students. At that time, being married mil-to-mil, so my husband was also flying T-37s and T-6s, and we would go on cross country trips every weekend, of course, with our students. You know, so long 12-hour days. But then often we would go on the same cross-country trips together. I would purposely a lot of times pick the female pilot student in order to mentor and guide as we were flying and really enjoyed the conversations because I will say being mil-to-mil at that time too, it was a way for me to share with them, knowing that maybe they were about to be mil-to-mil.. So what’s your plans? And usually, if a student would say, “Well, I want to fly F-16s and I want to fly F-15s,” I would just simply say, “You know, those are not stationed anywhere together.” Yes, and that would be the start of the conversation. So usually, if I could help instill just a little bit of guidance that says, you know, certain aircraft go well together, others do not, and it’ll be challenging. So just keep that in mind. And then usually, too, even with cadets and others who have that excitement to go to pilot training, and they may already be thinking to themselves, “I’m going to fly F-35s.” I’m like, “That’s awesome! Leave your options open. Maybe don’t be so committed right now, because if anything, you might only be setting yourself up for disappointment if that doesn’t come through.” Almost every aviator that I know, they love the planes they fly.

Col. Naviere Walkewicz  22:20

I can say that as someone who talks to a lot of you know aviators, I think that’s actually true.

Col. DeAnna Franks 22:25

So I just kind of always caution and guard, especially the students that are going through pilot training, to don’t get too pigeonholed right away in the order, so you can leave the wide doors open and whatever comes your way, you’re going to make the best opportunity of it.

Col. Naviere Walkewicz  22:41

That’s super powerful. So, Enid, Vance, Oklahoma. So that was still active duty?

Col. DeAnna Franks  22:47

Yes, correct.

Col. Naviere Walkewicz  22:48

Col. DeAnna Franks  22:52

Yes.

Col. Naviere Walkewicz  22:52

OK.

Col. DeAnna Franks  22:53

So I was just nearing— at our time, it was about seven or eight years, I believe, of commitment that was required after going to pilot training. Now it’s 10. And we were nearing that time. Keep in mind, too — I know we haven’t talked about this quite yet — but that I had spent the first three years in my C-130 career right after 9/11. So did five deployments, et cetera, and then...

Col. Naviere Walkewicz  23:17

In dual military.

Col. DeAnna Franks  23:18

In dual military, married a guy who was flying B-52s in Barksdale, and so going to Vance and going to Enid was a way for us to do our joint spouse.

Col. Naviere Walkewicz  23:27

I see.

Col. DeAnna Franks  23:28

And as much as we both love flying our aircrafts and our platform, Vance Air Force Base and being an instructor pilot really gave us that time to actually be married. Even though we spent over 12 hours a day on the flight line with students, doing those cross-country flights was kind of our weekend getaways while we were still instructing. So I think that was our bridge, but that was also the time when towards the end of that tour we were deciding time to have a kiddo and a baby. And again, going back to how Type A we all are and very much planners. To this day, I remember going into my squadron commander’s office and telling them, “Just for your awareness, about a year from now, planning to be pregnant.” And I think the commander was like, “Oh, too much information. I didn’t need to know that, DeAnna.” I was like, “No, no, no, you do, because I want you to know I’m planning. I want to help and work with you and be a good instructor pilot.” And whether it was the squadron or wherever you needed me. But a year from now, when I’m pregnant and in a T-6, which is an ejection-seat aircraft, that day you find out you’re pregnant, have to stop flying. I said, “Then I will be the best exec officer that you need.” And again, he was a little surprised, but I still remember almost to the day I walked into his office and said, “Remember what I told you about a year ago?” So sure enough, got pregnant and planning at the end of that time to deliver and have Haley, and knowing that, that we were expanding the family, and he was probably going to go back to B-52s. I’d go back to C-130s. Well, how is that going to work? And that was the jumping-off point of availability to plan to go to the Reserve or the Guard — to the point where we even jumped in our T-6s — this is before I got pregnant — jumped in our T-6s and did some IP cross countries and went and visited a few different squadrons on the East Coast because we knew, for our family, it would make the most sense to rush a Reserve or Guard unit on the East Coast, and the family of the Reserve and Guard, as you know, is very strong. And so you do have to do interviews and appointments, and then they have to invite you to the unit. And so we were just hoping that we would be able to find a good fit for us, and that unit ended up being at Pope Air Force Base because it was the unit, the 440th out of Milwaukee, that was getting BRAC’ked and transitioning down to North Carolina. And so again, the planners that we are, as you can see, planning to have a kid, planning to transition to the Reserve, was all for the opportunity to continue to keep the career going in the direction that we were both hoping for.

Col. Naviere Walkewicz  26:07

I think that’s really important to kind of just, like, chew on that a little bit because you know I’ve had other conversations where it’s like you know it’s great to have a plan, but you know be ready to you know pivot. I think in your example, I think it’s really important that it sounds like communication had to be really key in in some of that planning. Like you went to communicate. I can’t imagine going to a Boston and be like, “A year from now I’m going to be pregnant.” But you know, the point of like communicating, like I have a desire to continue to be, you know, fully, you know, immersed in our mission in whatever way that looks like. And so I think, would you say that that’s probably one of the most important pieces in that? The communication piece?

Col. DeAnna Franks  26:45

Communication. I think, you know, often when we talk to other grads or peers and airmen out there, they think, “Oh, I don’t want to show all my cards.” That’s kind of, like, a thought, and I think it’s important to give career pathways to your bosses. Maybe there are some things that you want to just kind of keep tight as future goals, but having that open conversation with your immediate bosses and others, it allows them then to advocate for you. Because if you don’t even start the conversation or be willing to “let’s talk,” then your name may not come up on the radar quite as often as you might want it to when an opportunity comes available to you.

Col. Naviere Walkewicz  27:28

That’s huge because you’re right. I think a lot of people do hold their cards close for various reasons. Have you ever found in your career when you’ve because you seem to operate in this manner, like this is the way it served you? Have you found that generally to always kind of work out, or have there been times where like, “Ooh, I should hold those cards close?”

Col. DeAnna Franks  27:48

I feel like for me, I look at every opportunity as a positive way, and even at first, if it doesn’t seem like this doesn’t seem like it might fit DeAnna, I find myself when I get into that position, I do make it work. There’s one job in particular. I was at the Pentagon at the time, and I was just about to promote to O6, so looking for that O6 job, kind of on maybe a group commander level of sorts with the Air Force Reserve, and the opportunity that came up was to be the Advanced Airlift Tactics Training Center commandant. Eventually, you’d be the vice commandant first, and then the commandant. But this was at St. Joe, Missouri. This was at a Guard base. Yes, they fly C-130s, but we’re doing tactical education for the entire Mobility Air Force, and it’s the Center of Excellence for that, no less. And oh, by the way, we have the weapons school there for the C-130, and I do remember one of my peers at the Pentagon who said, “You’re going to go to the Advanced Airlift Tactics Training Center (AETTC) at St. Joe?” I said, “Yeah.” And he said, “They’re going to eat you alive because that’s where the weapons school is, and you’re not even an IP in the C-130. How can you do that?” I said, “That’s my tactical level. At this point, that is not the most important part. The most important part is the hopefully the command and the leadership and the advocating that I can bring for the Air Force reservists that were located at that base to continue with the mission for AETTC.” And so at first, yes, scared. I probably said that more in my head than I did out loud.

Col. Naviere Walkewicz  29:24

I was like, that was so impressive.

Col. DeAnna Franks  29:25

Yeah. But in my head, that’s the way it pivoted and went, because I knew I was walking into maybe an arena that I wasn’t, for other people, fully qualified. But I hope in that three years that I was there, I did justice for what was needed for our Air Force reservists that had billets at St. Joe that ran and operated in the weapons school there for the C-130s, and then working with our international partners as well. So it was a lot in that environment, but I loved it.

Col. Naviere Walkewicz  29:55

Well, I want to talk about that before we jump into an area where you felt very probably like going home again, when we’ll talk about you being becoming an AOC, but stepping— I love how you said like stepping into an arena might not be fully qualified for. Let’s talk about, like, what did you learn about yourself in that? Where did you see the most growth, especially on the leadership side of the house? I’m just curious.

Col. DeAnna Franks  30:17

Well, specifically to AATTC?

Col. Naviere Walkewicz  30:20

Yeah, like, in that role.

Col. DeAnna Franks  30:22

So I actually would step back just a minute, and that those years that I got to spend at the Pentagon, which for many people going to the Puzzle Palace, as they call it, may not be the assignment that they look forward to. But I knew in the path that I was starting to push out for my command and leadership that going and getting the experience at the Pentagon was going to be very helpful for that broadening the networking. Even again, passing somebody in the hallway that you were like, “Wow, didn’t we work together 10,15, years ago? And now we’re working together again.” Really set a foundation. So when I did step into that position at the tax school in St. Joe, I knew who I could reach back to, whether it was even at the Pentagon level or at Air Force Reserve Headquarters in Warner Robins, Georgia, I had already established some of those relationships, and I think that’s why I was able to be more successful in St. Joe because when someone, Reserve airmen, came to me and they had a problem, I knew who I could contact or I could reach out to. So even taking a job, something like at the Pentagon where you think, “Oh, I’m just in the puzzle palace. I’m sitting in my cubicle.” You know, you’re commuting in and out of the Pentagon every day. If you take the time and grasp the connections that you can make there, it’ll pay off in the long run, and I felt like I saw that in my next two assignments.

Col. Naviere Walkewicz  31:46

Well, I love how you said you may not, for example, you may not have the answer, but you know who to go to, or you knew who to go to, and I think that’s just a leadership lesson in itself. Like, I don’t think we’re designed and we’re supposed to have all the answers, but I think we are supposed to help navigate to utilizing our networks and, like you said, use all of our tools, right? And whether it’s people, you know, lessons that we learned, etc.

Col. DeAnna Franks  32:07

Very much so.

Col. Naviere Walkewicz  32:08

So, I would love to dive back into your time at the Academy. So that’s a— you were able to do that as a reservist, come back as an AOC.

Col. DeAnna Franks  32:18

Yes.

Col. Naviere Walkewicz  32:18

Is that typical?

Col. DeAnna Franks  32:19

I was a first Reserve AOC that came out of the school boards to be picked to come, and, you know, that was falling a little bit back on that experience and lesson that I had out of being mil-to-mil, but then right before that time going through separation and divorce. So, you know, that was a challenging time for me personally, and to really assess, “OK, well, I’m here in Pope, North Carolina, flying C-130s.” Haley, at that time, was 3-, 4-years old, so she was tiny, and we were just trying to work well together. We still parent very well together, so that is a wonderful blessing to have. But, you know, for us, our paths change, our journeys change. A new chapter for me was the opportunity that came out with a school board that was looking to pick up a Reserve AOC to come back. Timing is always a wonderful thing, right? In your experience with career, and I happened to be the director of staff for the wing commander at Pope at the time, so needless to say, I saw all his emails, and there was an email in there looking for applications, and I was glad I was able to submit for that and got selected. So around that time of coming back to here at the Academy, it was just a complete joy, but also very challenging because I was going through that personal change in my marriage, being a single mom all of a sudden, and coming back to the Academy. But what I had in the background of being a new AOC was flight experience, working with my crews, of course going through the University of Colorado Colorado Springs Leadership and Counseling degree, which was also very therapeutic, probably for myself. Let alone getting to learn how to work with 18- to 25-year-olds that might be having their own challenges that they want to seek out advice from someone like an AOC. But I also felt like coming home because I got to be the officer rep for women’s swimming again, and I got to be an instructor pilot down at powered flight at the Academy. So my needing to feel well rounded was really sinking in for DeAnna, and while also being very supported as a single mama. Haley was just starting kindergarten, and so her to go through that was the first start where I needed to build my own village of help and realizing that it’s OK to have some backup moms, if you want to say, usually some great neighbors, the grandmas and the aunts were called in quite often. They were so supportive in order to make what I was hoping to be very successful AOC position here, and to give as much time and effort that I could to my cadets as well in that time.

Col. Naviere Walkewicz  35:12

Well, I want to I want to pull on that thread. First off, thanks for sharing that. I think it’s, you know, you know life is it’s not all rainbows and you know and beautiful and sometimes it’s hard and I think— and that’s real so thank you for sharing that with us, that kind of journey. I think what I’m interested in, if you would, if you could share a story of— is, you know, one: What was maybe the most challenging, you know, leadership lesson you had as an AOC, whether it’s tied on with the personal life, or not? And then maybe what was the most gratifying? Like something that really, you know, you just remember it so well, and you share it today.

Col. DeAnna Franks  35:48

Right. Well, as you are well aware, you know, 4,000 cadets. I got 100 cadets in each cadet squadron. I am thoroughly amazed by almost every single one of them. But as you know, in every squadron, every cadet squadron, every active-duty squadron, doesn’t matter, there’s probably a handful that will challenge you, and they will keep you on your toes. And so every—

Col. Naviere Walkewicz  36:12

You put that so kindly.

Col. DeAnna Franks  36:13

I know. There’s a few, and it is usually that you can count them on one fingers, one hand, which is OK because they’re the ones that that help you keep on your toes and help give other lessons. Many cadets, you know, they come through, and some of them, in the end, decide this is not what’s meant for them. So giving that guidance and help to maybe help guide them to somewhere else is OK. Of course, every AOC has maybe a few cadets that are challenged, whether it is militarily, academically, through the honor system, even outside challenges that every AOC goes through. One of the most recent examples, and I would say one that hits me hardest, is I did have a cadet that got pregnant in the time that she was in my squadron, but complete success story, you know. Went through what was needed in order to have her child and give up custody but eventually came back. And she actually late graded with 2016, and I’m so proud of her. She’s a weapons officer right now, still on active duty, married to another fellow cadet. They have a beautiful family, and so even though seeing her through what was that challenge, it was shocking to me because I was like, “Oh, how do we handle this? OK, I will figure this out.” I go to the Big Book of AOC How To… and then I try to, like, guide her through the rest. And then I had what I would say quite a few medical concerns with my cadets, and I remember a few times Haley and I would go to the hospital to go visit the cadet. Whether— you know, one woman went through a cancer diagnosis, another one was a Wings of Blue, and he had an accident right at the end, and he broke into many pieces. But having to call the parents of those cadets that are going through whatever medical situation, that was very challenging, but I felt like I was able to guide them through that well. I would tell Haley, “We’re going to hospitals for cadets, not for you.” She’s like, “We’re coming here again.”

Col. Naviere Walkewicz  38:17

OK, so would you say that that came the ability to talk to and have difficult conversations with family members came from time having, you know, kind of experienced different things in your career, or was it just something that you had seen others do? Like, where did that come from? Because I know that there are leaders that are watching or listening that struggle with difficult conversations.

Col. DeAnna Franks  38:40

Yes, I think a bit of absorbing from other leaders. I wouldn’t say that I can pinpoint exact examples that I learned, but you absorb as you go through if you’re paying attention. That’s the most important part. And then it comes out in you through a level of disclosure, maybe that you decide to share, because there are probably certain things, like in my background, that a cadet doesn’t totally need to know, but they can understand, appreciate that I know what you’re thinking right now. One, us being cadets. When I came back to as an AOC, I was in Stalag 17, our freshman squadron. Oh my goodness! Yes, so I could, you know, when a cadet would say, “Ma’am, you don’t understand what I’m going through,” and I’m like, “I was you,” you know? But that was 15 years ago. I understand. So it was nice that I could relate in that manner, and then really willing to be vulnerable with myself, which I think a lot of us leaders, it’s hard to be vulnerable. It’s hard to let a little bit of that outside core that’s so strong, let that down.

Col. Naviere Walkewicz  39:43

What do you mean by be vulnerable with myself? What does that look like?

Col. DeAnna Franks  39:46

So I found myself through different commanders’ calls, for example. And I wanted to make sure I was shaping the commander’s calls, whether it was for my squadron in St. Joe or the one here at the 302nd at Peterson, that I was providing commanders calls that were valuable. They were lessons. They were things that “The More You Know,” like when we were kids, right?

Col. Naviere Walkewicz  40:09

I remember the star.

Col. DeAnna Franks  40:09

Yes, exactly. I’ve used that before. But I wanted to make sure it was on theme and on topic. So even I was having commanders calls, and I was either giving information from the top down. So yes, here’s what our top political— president’s saying down to the Department of Defense, down through the Air Force Reserve Command, but in the wing. And then I as your leader, here’s how I want you to interpret that, and I tried to make sure that the connection was best applicable to the youngest airmen, up to maybe that lieutenant colonel that’s been in the squadron for 20 years.

Col. Naviere Walkewicz  40:46

Ah, interesting and challenging, I’m sure.

Col. DeAnna Franks  40:49

Right. And when you try to do that correctly, you have to personalize it. Otherwise, you’re just putting words up on a screen. You’re just going through another slide deck. And so, in order to share, like you mentioned, my dad passed in 2019, and so there’s things I learned from that, bringing them back to my airmen about being prepared, being knowledgeable. How do you support the family that’s gone through a death or grieving period? When you have an airman that passes in your squadron, that’s another opportunity that you have to be vulnerable and say, “Who needs help today?” And you don’t want to be stoic. Can you— you want to make sure that they know that they can reach out to you.

Col. Naviere Walkewicz  41:26

Oh, that was really helpful and super-important. You know, I think just there are so many situations and walks of life where a difficult conversation can take on, you know, any kind of theme. But I think, to your point, being able to be vulnerable and kind of be there in the moment, to be relatable, I think, and be human is what makes it important and special.

Col. DeAnna Franks  41:47

Right. You know, I I think I learned also from being in an AOC, going through the counseling program, and you know, there’s different discussions you have with your airmen when it comes to mentoring and guiding, and it it may be the difference between: Is this a conversation where we’re sitting in comfortable chairs and you’re able to share and feel comfortable? Is this a conversation where you’re at the desk next to me at the table and maybe we’re a little bit more professional and direct? Or is this you’re standing at the end of the table kind of conversation? So there’s different levels there that’s important to recognize, but you have to review what that person’s needs are in that moment. Sometimes an airman needs to hear the harder, stricter discipline in order to snap them out of whatever’s taking them in the wrong direction. Other times, they just need an ear and compassion, and then hopefully maybe a little guidance.

Col. Naviere Walkewicz  42:40

So it sounds to me you’re describing the method in which you approach mentorship. Having, you know, had some great mentors in your life — obviously your dad’s probably one of them — you know, how would you, how do you, I guess, approach that with someone? Do you encourage like someone did with you, “Hey, go talk to that C-130 pilot over there.” What does that look like at the beginning?

Col. DeAnna Franks  43:05

So I think when you’re mentoring, sometimes as leaders, we just get into our head: What is the Air Force career path that I need to guide this person on. Taking a moment to understand where the airman is in that moment, it could be also have an understanding of that airman’s spouse, their kids. What age are their kids in high school or not? So that way, you’re giving guidance that they’re actually listening and hearing to, because then they know that you understand them, and not just: I’m going to write some things on a whiteboard and maybe you’ll take some notes from it. So that connection is real important, I believe, and that might take opening— having them open up a little bit first, so you can see which area to go. So it could be more listening at first, but then taking the time to acknowledge that you heard what they said, and then maybe giving some options. Options are good. Maybe not something that’s so black line that they feel like if they get off that black line a little bit, that that opportunity is gone, and that’s what I try to share.

Col. Naviere Walkewicz  44:09

So it sounds like— I know you’ve said you’ve taken on sometimes where you you know would find someone and you would help mentor them. You probably had others who said, “Would you be my mentor?” Probably that clearly. Is that true?

Col. DeAnna Franks  44:21

A few times. I think, you know, the Air Force does a really good job by setting up very— opportunities of mentorship. You know, you go in through vPC or myPers or whatever the program is that we’re using now, and you can sign up for a mentor. That’s OK, and I’ve seen where maybe sometimes that could be successful, but really, if you’re looking for the mentor along your career way, that’s probably the most important. And that’s what I usually like to suggest is that someone finds that near peer mentor first, someone that you want to emulate, someone that you want to kind of follow in their footsteps, maybe ride on their coattails a little bit is real important because then you’ve seen the path that they’ve already charted. Maybe you don’t do all the exact same things they do, but they’ve kind of given you some of the answers already. So I feel the near peer mentor is the most important, and that could be a great friend. For example, if I’m flying in the C-130 and I want to be an instructor pilot, I’m going to continue to talk to that right next instructor pilot. It probably doesn’t make sense to me to go talk to the general who’s in charge of all the C-130s. So just being able to be relatable. Growing up through my career, I felt like I had, you know, squadron commanders and others that mentored me, and then as they started to get a little bit higher in leadership, they were there for great guidance. But I really appreciated, again, that near peer guider that maybe walked in those same footsteps that I would like to be a part of.

Col. Naviere Walkewicz  45:52

I think that’s really helpful information as people are navigating their careers, whether in uniform or out of uniform, private sector, etc. But finding someone like you said who’s maybe walked the path a little bit more recently with you, and frankly, that might actually be even less intimidating in the ask, I would imagine.

Col. DeAnna Franks  46:11

Very much so, yes. Because I think if a captain or a major goes to sit down with the general, they’re more concerned about “OK, am I am I looking right? Am I saying correct things?” They’re probably not as relaxed enough to actually take in the information, and then again, you have the example right in front of you, someone who is maybe already an O6, colonel or general above, they’re working in an environment that is outside of that major’s tactical scope, and so to say even that the general can relate directly to the major, I question that sometimes. So again, first best mentor is your near peer, but then continue to use your senior leaders who can help you through those connections, if that’s where the job is that you want to go and do.

Col. Naviere Walkewicz  46:57

I recently heard this term, and I think I’ve got it right, but like reverse mentoring, where it’s actually more junior leaders or colleagues, et cetera, that are actually mentoring up. Have you seen— have you experienced that? And have you seen that work?

Col. DeAnna Franks  47:14

I think that’s important. A lot of times we just referred that as feedback originally. Now we call it reverse mentoring. Sometimes senior leaders, it’s hard for them to take feedback. I know for myself, I I try to stay open and available to that. There’s a few times in my career I do remember, because, you know, I’m trying to always be within standards and regulations, and making sure I’m being a suitable example to all the airmen. And there might have been one time — it’s a small thing — but when you have a younger airman or maybe your co-person tell you, “Hey, Col. Franks, you’re missing your patch on your right shoulder,” and I was like, “Oh, so embarrassed!” You know, “I forgot to put my patch back on,” and so in my way, I felt very embarrassed, but I was also I was able to say back to the airman, “Well, at least you know I did laundry last night. That’s a good thing.” But you know, the first thing I did was run back upstairs to my office and make sure my uniform was back in the way it needs to be. So sometimes even the smallest little feedback is helpful for me to reset to go, “OK, I’ve got to stay on top of it,” you know? And I appreciate that.

Col. Naviere Walkewicz  48:25

I love that, and I think that’s important for those that are in those positions where they feel like, “Does my voice matter? Can I actually, you know, make an impact or influence things, even if I’m not, you know, the boss in the room?” And I think the answer is yes. You know, probably appropriately, not like, “Hey, boss!” You know, like there are times,,,

Col. DeAnna Franks  48:43

I would agree with that. Yes, professionally, appropriately and in good timing.

Col. Naviere Walkewicz  48:48

So I want to ask you— you know, you’ve had an amazing career. You recently retired. I feel like I’ve seen more of you in the service realm than ever. I mean, because just by virtue of working so closely with the Academy is what I mean, because you’ve always been in the service realm. I think my question would be, what have you learned? And to tie it with the leadership piece, like, what have you learned that you know today that you wish you’d known when we were cadets?

Col. DeAnna Franks  49:16

I think it starts with just take it day by day, one foot in front of the other. Depends on the Mitchell Hall meal. No, I think that’s the most important lesson. You know, even maybe us seeing through our kids now. You know, a lot of times thinking too far ahead, like the goal that is five to 10 years from now, and having that stress you out, it’s kind of like just bring it back. Let’s focus on what the goal is just tomorrow and the next day after that, and then maybe into the next year. But I will admit, coming up on the retirement decision in August of ’24, I was working again in C-130s as operations group commander, but I was on the MAFFS program, so we do the mobility airborne firefighting out of our C-130s here at Colorado. So I was up in Boise, Idaho, and running the MAFFS unit that summer. But that was also the exact same time that my boss, the general, asked, “OK, DeAnna, what’s next? I’d like you to take a wing. I’d like you to go here, go there.” But for me and my choice, because it was out of Colorado Springs, out of the Colorado area, my daughter was about to be a freshman in college in Grand Junction. I did not see myself taking on a role, as much as I wanted to continue serving. I would have loved to be a wing commander, but to be in a location at the time by myself, away from my child, with a new group of family of Reserve airmen that I didn’t know yet was a little bit challenging for me to accept, and I had felt like I had gotten further in the career that I ever thought I was. I mean, full-bird colonel. I wasn’t expecting that, but I’m so proud to be a part of everything that I had already done, and so that was probably the only time. As much as I said, don’t look so far ahead, but I felt like the decision to retire at that time was helpful because where I saw myself five years from now, from that point, I don’t know if I was quite as comfortable with it because I knew it probably would take me into the leadership realm, whether that was back to D.C. or our Reserve headquarters in Georgia, and I don’t know if that was on DeAnna’s bucket list. And so making that decision, as hard as it really was, there was a lot of tears.

Col. Naviere Walkewicz  51:37

I can imagine.

Col. DeAnna Franks  51:38

But sitting here now, one year later, I’m very thankful for where I’m at, and like you said, it’s a privilege to be able to see you more often. Because, as we all know, the Academy is like our mothership; it calls us back. So again, able to retire here in Colorado Springs, live here locally. I felt like I got to engage more in our volunteer aspects that we have, which I encourage everybody to go to the new visitor center. You can come say hi to me. I’m a docent and I volunteer, and I just really get the privilege out of talking, even if it’s standing there for four hours. The amount of foot traffic of people that come through that new visitor center is outstanding. Not just alumni, but just everybody coming off I-25, and I feel like I can really share the positive heritage and legacy that we have at the Academy by just talking to every single one that comes through the visitor center. Also, engaging with our USAFA Women affinity group. I’ve been a proud part of that, and we just had our 50th celebration in April, which was outstanding. And more importantly, that’s kept me connected and engaged, and it makes me smile. So that’s a good thing. And I just, I really respond on continuing to mentor in some ways by getting more of our alumni involved with the Association of Graduates or with our USAFA Women, visiting the visitor center. It really just it fills my heart, so I feel like I’m still serving even though I’m retired.

Col. Naviere Walkewicz  53:05

Well, you’re wearing all your Air Force swag, which is just another type of uniform. So, what— you talked about every day. What is something you’re doing every day to be a better leader?

Col. DeAnna Franks  53:16

So, besides those volunteer opportunities, it just warms my heart when I have somebody who says I think you should call DeAnna Franks and talk with her and that literally just happened a couple weeks ago. One of our photographers from the celebration was taking a high school graduation picture. She’s a young lady who just mentioned she wants to be an aerospace engineer, and she wants to maybe be in the Air Force. She hadn’t really thought about the Academy, but that small note where that photographer gave her my phone number, we met up and had a conversation, had lunch, and I just encouraged her in whatever way I could. “Even if it’s not the Air Force Academy, let’s talk about ROTC in the Air Force at these big colleges that you want to go to.” And she doesn’t come from a military family, so she was trying to understand, “How do I explain to my parents why this is a benefit? Why this is a great thing?” And so I was able to walk her through the basics of: “If you could get a scholarship for ROTC, how that sets you up. You commission as a lieutenant, you are guaranteed a job, and you will do well and succeed, and then you’ll probably have a career for 26 years.” And she was like, “OK, I’m sold.” So those kind of instances just make me feel like I’m still doing what I’m supposed to be doing.

Col. Naviere Walkewicz  54:40

I love that. Well, DeAnna, this has been amazing. I mean, I think when you talked about near peer, I think we’ve even had times where I know I’ve leaned in on you from a mentoring…

Col. DeAnna Franks  54:48

Me too, with you. I remember coming before retirement. I said, "Naviere, I need a girl chat. Yeah. How are we doing this?”

Col. Naviere Walkewicz  54:55

Oh my gosh. Yes. Well, I think those are all wonderful nuggets, and hopefully everyone will continue to, you know, to leverage that as well. Was there anything today that you wanted to bring up that we didn’t cover?

Col. DeAnna Franks  55:07

I just appreciate this opportunity. Again, I am— I drink the blue Kool Aid that is Air Force Academy. I will be at all the football games, volleyball tonight. Always attached to my swim team as well, and I just really appreciate when I can see alumni come back through, and then when they bring their kids through, it is...

Col. Naviere Walkewicz  55:27

Oh, you sponsor as well. Like you, you kind of do it all.

Col. DeAnna Franks  55:30

Yes, yes. But no, thank you, Naviere. This time has been wonderful.

Col. Naviere Walkewicz  55:33

Well, thank you. Well, today some of the things that we covered, you know, with Col. (Ret.) Franks, just, you know, making the time to really understand who’s across the table from you before you kind of jump in, so that when you’re actually mentoring, it is meaningful and really tied to that person’s needs. I love how you how you described, you know, what does this moment call for? Is it a we’re in comfortable seats? Is it someone across the table a little bit more formally, or is it a little bit more structure to it? And hopefully, it’s you know, they take it to heart in that way. So I think those are some of the wonderful items that you’ve left with us. But also, I think, you know, where I feel that it’s been really wonderful is in this space of being vulnerable. And I and I know people have talked about that a lot. But when you think about how you take a message, personalize it so that others can find themselves in it and find them related to it. So I think those are all really helpful lessons that that DeAnna shared today. So if you and others are looking at more leadership nuggets, continue checking out Long Blue Leadership. We have amazing conversations with Air Force Academy grads just like this today, and certainly you can call DeAnna Franks if you need a mentor as well. It’s been wonderful.

Col. DeAnna Franks 56:45

Would love that. Thanks, Naviere.

Col. Naviere Walkewicz  56:47

Absolutely. Well, until next time, I’m Naviere Walkewicz, Class of ’99.

Col. DeAnna Franks 56:52

Gold Will Shine!

Col. Naviere Walkewicz  56:54

We’ll see you on Long Blue Leadership.

KEYWORDS

Leadership, mentorship, near-peer mentoring, reverse mentoring, leadership development, Air Force Academy, U.S. Air Force, Air Force Reserve, military leadership, career development, team leadership, resilience, perseverance, communication, relationship building, emotional intelligence, vulnerability in leadership, servant leadership, pilot training, C-130, work-life balance, women in the military, leadership lessons, professional growth, supporting others, building trust, taking it day by day.

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

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.

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

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Ryan Hall | Director:  [email protected] 

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ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

OUR SPEAKERS:

Lt. Col. (Ret.) Naviere Walkewicz 0:02

Dr. Vik Bebarta 1:05

Col. Naviere Walkewicz 1:08

Dr. Vik Bebarta 1:11

Col. Naviere Walkewicz 1:13

Col. Naviere Walkewicz 1:36

Dr. Vik Bebarta 1:37

Dr. Vik Bebarta 3:54

Col. Naviere Walkewicz 4:12

Dr. Vik Bebarta 4:13

Dr. Vik Bebarta 7:51

Col. Naviere Walkewicz 7:53

Dr. Vik Bebarta 7:54

Col. Naviere Walkewicz 19:28

Dr. Vik Bebarta 19:29

Dr. Vik Bebarta 21:09

Col. Naviere Walkewicz 21:10

Col. Naviere Walkewicz 21:33

Dr. Vik Bebarta 21:34

Col. Naviere Walkewicz 23:33

Col. Naviere Walkewicz 25:40

Dr. Vik Bebarta 25:41

Col. Naviere Walkewicz 25:42

Dr. Vik Bebarta 25:43

Dr. Vik Bebarta 33:26

KEYWORDS

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

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.”

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

Send your feedback or nominate a guest: [email protected]

Please note: we are only considering USAFA graduates as guests at this time.

<--->

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

Lt. Col. (Ret.) Naviere Walkewicz 0:02

We’ve got matching bombers on.

Scott Kirby 0:54

Col. Naviere Walkewicz 1:37

Scott Kirby 1:38

Col. Naviere Walkewicz 2:35

Scott Kirby 2:36

Col. Naviere Walkewicz 3:51

Scott Kirby 3:52

Scott Kirby 6:40

Col. Naviere Walkewicz 6:40

Scott Kirby 8:08

Col. Naviere Walkewicz 9:13

Scott Kirby 9:14

Col. Naviere Walkewicz 10:24

Col. Naviere Walkewicz 15:06

Col. Naviere Walkewicz 17:45

Right. They’re like, "What’s happening?” Oh goodness. Well, I’d like to talk a little bit about you know the way that you lead, because you said a little bit earlier, you know, you have a complementary team because you’re not afraid of risk, and you, they’re calculated. Like you’ve taken a lot of data from a lot of different sources, and you’re willing to pivot rather quickly in flexibility in your decisions. How does that work with your executive team and those that have to then implement kind of that rapid changing?

Col. Naviere Walkewicz 22:15

Scott Kirby 26:24

Col. Naviere Walkewicz 27:13

Scott Kirby 27:15

Scott Kirby 27:37

Scott Kirby 28:45

Scott Kirby 30:30

Col. Naviere Walkewicz 30:58

Scott Kirby 30:59

Scott Kirby 34:57

Scott Kirby 47:04

Col. Naviere Walkewicz 47:05

KEYWORDS

Scott Kirby, United Airlines CEO, Scott Kirby leadership, leadership principles, no excuses leadership, Air Force Academy, Long Blue Leadership, aviation leadership, airline industry leadership, leadership vs management, executive team building, crisis management, decision-making under pressure, calculated risk-taking, COVID-19 airline strategy, United Airlines innovation, AI in air travel, airline customer experience, continuous learning, career advice for leaders.

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

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.

00:00:00 – Opening & Guest Introduction

00:01:16 – Academy Roots & Early Aspirations

00:02:23 – First F‑16 Ride & Career Pivot

00:03:07 – Executive Order: What Was Just Created?

00:05:09 – Three Pillars of Space & Commercial Boom

00:07:48 – Opportunity & Access: Who Gets to Serve?

00:09:35 – What a U.S. Space Academy Adds Beyond Existing Academies

00:11:42 – New Majors for a Space Future

00:15:30 – The 120‑Day Commission & 2028 Target

00:17:35 – Core Values, Civic Mindset & Space Leadership

00:20:23 – Governance, Commission Members & NASA’s Role

00:22:42 – Matt’s Leadership Edge & Vision for 50 Years Out

00:35:34 – Growing NASA’s Risk Culture & Closing Reflections

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

Send your feedback or nominate a guest: [email protected]

< ----- >

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

Lt. Col. (Ret.) Naviere Walkewicz 0:04

Col. Naviere Walkewicz 7:48

Col. Matt Anderson 9:07

Col. Naviere Walkewicz 9:18

Col. Matt Anderson 9:19

Col. Naviere Walkewicz 10:31

Col. Matt Anderson 10:33

Col. Matt Anderson 13:24

Col. Naviere Walkewicz 13:27

Col. Naviere Walkewicz 17:07

Col. Matt Anderson 17:08

Col. Naviere Walkewicz 17:11

Col. Naviere Walkewicz 22:31

Col. Naviere Walkewicz 26:05

Col. Matt Anderson 26:06

Col. Naviere Walkewicz 26:43

Col. Naviere Walkewicz 29:46

Col. Naviere Walkewicz 31:58

Col. Matt Anderson 31:59

Col. Naviere Walkewicz 34:23

Col. Matt Anderson 34:24

Col. Naviere Walkewicz 36:58

Col. Matt Anderson 36:59

Col. Matt Anderson 39:22

Col. Naviere Walkewicz 41:26

Col. Matt Anderson 42:17

Col. Naviere Walkewicz 42:18

Col. Matt Anderson 42:22

Col. Naviere Walkewicz 42:28

Col. Matt Anderson 42:29

Col. Matt Anderson 43:41

KEYWORDS

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

"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.  

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

00:02:00 - 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

Send your feedback or nominate a guest: [email protected]

< ----- >

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

OUR SPEAKERS:

Ted Robertson, Narrator

 - Mitch Torrel ’14

Ted Robertson 0:03

Mitch Torrell 1:46

Ted Robertson 7:21

Col. Naviere Walkewicz 10:22

Jessica Whitney 10:27

Col. Naviere Walkewicz 10:28

Col. Naviere Walkewicz 13:51

Lt. Col. Joe Bledsoe 13:52

Col. Joe Bledsoe 15:47

Col. Naviere Walkewicz 15:48

Col. Joe Bledsoe 15:49

Col. Naviere Walkewicz 20:20

Col. Jannell MacAulay 20:21

Col. Naviere Walkewicz 20:30

Col. Jannell MacAulay 20:31

Ted Robertson 25:48

Ted Robertson 35:12

Leadership, leadership development, leadership lessons, leadership philosophy, accountability, integrity, adaptability, influence, trust, feedback, active listening, curiosity, focus, composure, resilience, decision-making, leading under pressure, servant leadership, personal growth, leadership in action.

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

Great leaders don’t always have the answers. But they know how to build teams that do.

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

CHAPTERS

00:00:00 – Opening: Leading Through Fear

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

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Send your feedback or nominate a guest: [email protected]

< ----- >

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

TRANSCRIPT

Lt. Col. (Ret.) Naviere Walkewicz 0:01

Mitch Torrel 0:53

Col. Naviere Walkewicz 10:22

Col. Naviere Walkewicz 10:22

Mitch Torrel 12:08

Col. Naviere Walkewicz 12:52

Col. Naviere Walkewicz 15:16

Mitch Torrel 15:19

Mitch Torrel 28:21

Col. Naviere Walkewicz 41:20

Col. Naviere Walkewicz 46:35

Mitch Torrel 46:56

KEYWORDS

Leadership, fear, resilience, mental toughness, preparation, adaptation, team cohesion, shared hardship, humility, mentorship, feedback, continuous improvement, self-awareness, stress tolerance, problem solving, interpersonal effectiveness, communication, delegation, accountability, standards, courage, growth mindset, trust, mission focus, servant leadership.

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

“The people you're trying to lead may become your greatest teacher.”

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 THE LONG BLUE LINE PODCAST NETWORK TEAM

Send your feedback or nominate a guest: [email protected]

Please note: we are only considering USAFA graduates as guests at this time.

<--->

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

Guest: Lt. Col. (Ret.) Matthew Ayers ’99  |  Host: Lt. Col. (Ret.) Naviere Walkewicz ’99

Col. Naviere Walkewicz 2:01

Col. Naviere Walkewicz 2:53

Col. Naviere Walkewicz 15:28

Col. Naviere Walkewicz 18:24

Matthew Ayers 18:25

Col. Naviere Walkewicz 40:43

Matthew Ayers 40:43

Primary:

Secondary:

Supporting:

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

SUMMARY

COL. FORD'S TOP 10 LEADERSHIP TAKEAWAYS

1. Leadership doesn't have to be loud to be effective.

2. Feedback can become the catalyst for transformation.

3. Finding your voice begins by believing your perspective matters.

4. The best mentors don't remove fear, they help you move through it.

5. Preparation creates confidence under pressure.

6. Trust is earned through competence and consistency.

7. Leadership must adapt to the mission.

8. Listening is one of leadership's greatest strengths.

9. Resilience is built through daily disciplines, not extraordinary moments.

10. Great leaders remain lifelong students.

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.

LINKEDIN

CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM

Send your feedback or nominate a guest: [email protected]

Please note: we are only considering USAFA graduates as guests at this time.

<--->

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

Guest, Matthew Ayers ’99  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99 

Lt. Col. (Ret.) Naviere Walkewicz 0:00

Col. Naviere Walkewicz 9:37

KEYWORDS

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

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.

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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.

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Send your feedback or nominate a guest: [email protected]

Please note: we are only considering USAFA graduates as guests at this time.

<--->

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

Guest, Lt. Col. (Ret.) Joe "Paveway" Bledsoe" ’11  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99 

Lt. Col. (Ret.) Naviere Walkewicz 0:01

Col. Joe Bledsoe 0:53

That’s correct. Seymour Johnson, yep.

Col. Naviere Walkewicz 0:54

In the cockpit, yeah.

Col. Joe Bledsoe 5:46

Yeah, sorry, Central Command, and got to experience — I got attached to a C-130 unit, right, and I got to see what flying looked like in a deployed environment, and I kind of opened my eyes, where I've been hyper focused on medicine, right? Like, you know, so focused on this is what it takes to be a doctor. I kind of like put my blinders on to what the rest of the Air Force did, right? So I was like, “This is pretty, this is, these guys and gals are doing awesome stuff, like this is this is the pointy end of what was going on.” And that planted a seed, that planted a seed. So it came back, firstie year was doing the med school applications, going through, I had some free time in my academic calendar, and I got to go down to the airfield and do the powered flight program. So, I got to see flying over the summer, and then I was blessed enough to have the opportunity to go fly an airplane, and I was like, “OK, the seed was planted, let's see if I get air sick, like, let's see if there's anything else here that might make me not want to do this.” And I loved it. Right, I fell in love with flying down at the airfield. I came back, and I was like, I'm gonna pause the med school applications and put my name in the hat for pilot training, and the rest was history, right? So, doors open, doors close, right? But that was my story, and I loved getting to talk to cadets about that, because so many can be — so many times we see some that are hyper focused, and like there's always other options out there, and it's OK to have a crisis we can talk you through.

Col. Naviere Walkewicz 14:08

Col. Joe Bledsoe 14:43

Col. Naviere Walkewicz 14:46

Oh, absolutely.

Col. Joe Bledsoe 14:47

Right, I think, I think that's where I've leaned most heavily in, like, not in there's this difference between formal leadership and informal, positional versus informal, and I was blessed enough at a pretty young age to learn the plus — the how to succeed and how to fail in informal leadership. I've tried to carry that throughout my career. So when you say like the younger days of being a wingman in the F-15 community, it's a lot about credibility. It's a lot about that peer leadership. How do you build the credibility? How do you build the trust to be someone that others look up to in that informal system, right, in that informal system. When they look down their phone, like, “Who do I call? Who do I have to call? Who do I want to call?” Right? and I think that's where you have to balance some of that stuff, and I spent time thinking about that, and trying to lean on lessons that I learned from the Academy, and while formal leadership positions were never handed to me, that doesn't mean you're not a leader, right? Like, you can't beat it, doesn't mean you don't just get to sit back and not lead.

Col. Joe Bledsoe 16:09

In the flying world?

Col. Joe Bledsoe 16:12

Col. Naviere Walkewicz 22:06

Yeah, I think the first thing is transparency and honesty right up front. Like this, Naviere, if we were flying together, right and you were my instructor, your job is not to degrade me as a human, but to prove to me that I made a mistake with the ultimate goal of making me better, right? Your job is to always, like — and the relationship you and I have as an instructor and a student is my — I'm gonna sit here in the debrief and go, and Naviere is here to make me better, right? Like, that's your, that's your job, right? Right. So, once you start that as the foundation, like, it can only get better if I know your job is to make me better, and your job is I'm supposed to make this guy better, right. And often we can, when feedback is provided, you're like, this could be a personal attack, or, like, that's all left out, that's all left outside the debrief room, right? Like, we're here to make everybody better, and I think that's where it starts: with that transparency and honesty up front of the expectation.

Col. Naviere Walkewicz 25:15

So you'll actually say that. You would actually…

No, I think that's just a common, that's a common theme, right? That's the expectation in the community. And not just in the fighter community. I think it's throughout the Air Force, right? I think that's what makes us really, really unique.

Absolutely.

Naviere, I think the best way to do stuff like that is, like, you raised your hand when you said logistics officers, like Naviere, we're doing a podcast with my next squadron, you're coming to talk, right?

I have mentors, and I've tried to find mentees. I think that is where growth can happen, leaning on others for mentorship and mentees to try to talk through some things you've thought through and give experience and exposure to others, right? And that's that network we were just talking about, right? Other things I think are really important is reading and writing. Read a lot, write a lot, nobody writes good anymore, right? Thanks, ChatGPT. But being able to communicate in the written form is really important. So, writing and reading. And the other thing, too, is as a leader, just find an outlet, find something, find a hobby, find something that's fun to do, right. So, I got into running here at the Academy, because we're at high elevation, and I'm, why not, right? But find something that, like, rounds you out, right? It's fine, find an outlet that helps give you some relief from all the stresses that can happen in leadership. That's where I would say I spend a lot of time, or what I think about trying to sharpen my skills.

Oh, that's a great question. I have a couple books that are on the table. Mask of Command is one that I'm reading as I get ready to go back and potentially be in a leadership role. There's a couple other books that come to mind. I'm reading a baseball coaching book, because I coach my baseball, it’s a basketball book by Coach K from Duke, as I go back to North Carolina, but it's a book, how to coach kids, right, Leadership on the Court, and it's fun to just think about training and coaching kids and how to keep them inspired.

Yeah, if I had to go back, I would say it's worth it. Every second, work hard at the Academy, right? The doors that it opens, that's where my mind went when you asked the question, like, younger me at the Academy. Be good to Alicia, my wife, right? Be good, because she's going to be with you for a long time. So be good to her, as well as foster your, foster your friendships. They're going to mean a lot to you in the future, right? The relationships you build on that hill are going to come back in ways you have no idea years to come. So take time and prioritize the people that you meet.

Col. Joe Bledsoe 41:46

Col. Joe Bledsoe 41:49

Col. Naviere Walkewicz 41:50

Absolutely, until next time, we'll see you on Long Blue Leadership.

The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation

A devastating injury nearly ended her dreams of becoming a pilot.

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DR. MACAULAY'S TOP 10 LEADERSHIP TAKEAWAYS

1. Choose your hard: You don’t escape difficulty in life or leadership, you intentionally pick the hard path that aligns with who you want to become.

2. Let vision — not other people’s verdicts — define you by holding a clear internal picture of your future that outvotes external “no’s.”

3. Train your mind to eliminate the noise — unhelpful thoughts, doubts and narratives — to stay focused on what truly serves your goals.

4. Aim to harmonize your roles (leader, parent, partner, professional) across seasons of life rather than chasing a perfect work-life balance.

5. Be the calm in the storm by regulating your own stress response so your presence stabilizes your team instead of amplifying chaos.

6. Stop glorifying exhaustion and competitive stress and instead model healthy, high performance built on sleep, focus and quality over quantity.

7. Use simple daily mental skills — like mindfulness reps, the waterfall technique and a mindful minute at transitions — to protect clarity and compassion.

8. Replace “How are you doing?” with “What’s going well for you today?” to surface real insight, build hope and better detect those sliding toward hopelessness.

9. Practice present, personalized recognition, because small, intentional gestures of appreciation can forge lifelong trust and loyalty.

10. When you hit a crucible moment and feel unsure you’re ready, choose to commit and let the challenge grow you rather than hesitate.

CHAPTERS

00:00:00 – Introduction, Jannell’s Academy injury, broken femur, and redefining “no” as possibility

ABOUT DR. MACAULAY

BIO

Lt. Col. (Ret.) Jannell MacAulay, Ph.D. ’98, is a combat veteran who served 20 years in the U.S. Air Force, as a pilot, commander, special operations consultant, international diplomat and professionalism instructor. With her innovative leadership style, she was the first leader to introduce mindfulness as a proactive performance strategy within the United States military. Throughout her career she gained experience leading and building teams, designing and implementing complex organizational change, and creating innovative solutions to optimize the human weapon system when operating in rugged and high-stress environments. With over 3,000 flying hours in the C-21, C-130 and KC-10, and extensive education in performance and wellness, she specializes in high-performance under stress with a holistic approach. Dr. MacAulay currently serves as a leadership and human performance consultant for the Department of War, government sector and corporate America. She is the co-founder of Warrior’s Edge, a high-performance mindset training program she developed with Pete Carroll of the Seattle Seahawks and high-performance sports psychologist, Dr. Michael Gervais. Dr. MacAulay is a graduate of the U.S. Air Force Academy, has a master’s degree in kinesiology from Pennsylvania State University, and a Ph.D. with work in the field of strategic health and human performance. She is a certified wellness educator, yoga instructor and holds a certificate in plant-based nutrition. Dr. MacAulay is a TEDx speaker, military spouse and mother of two.

CONNECT WITH JANNELL

LINKEDIN  |  WEBSITE

CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM

Send your feedback or nominate a guest: [email protected]

<--->

Ryan Hall | Director:  [email protected] 

Bryan Grossman | Copy Editor:  [email protected]

Wyatt Hornsby | Executive Producer:  [email protected]

ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS

AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP

FULL TRANSCRIPT

Guest, Lt. Col. (Ret.) Jannell MacAulay, Ph.D. ’98  |  Host, Lt. Col. (Ret.) Naviere Walkewicz ’99 

Lt. Col. Naviere Walkewicz 0:00

Lt. Col. Jannell MacAulay 0:19

Lt. Col. Naviere Walkewicz 0:24

Lt. Col. Naviere Walkewicz 1:35

Col. Jannell MacAulay 1:36

Lt. Col. Naviere Walkewicz 1:55

Col. Jannell MacAulay 1:56

Col. Naviere Walkewicz 3:36

Col. Jannell MacAulay 3:38

Col. Jannell MacAulay 5:33

Col. Naviere Walkewicz 7:27

Col. Jannell MacAulay 7:54

Col. Naviere Walkewicz 9:34

Choose your hard.

Col. Jannell MacAulay 9:35

Col. Naviere Walkewicz 11:03

Col. Jannell MacAulay 11:23

Col. Naviere Walkewicz 21:37

Col. Naviere Walkewicz 21:45

Col. Naviere Walkewicz 27:47

Oh, the organizational climate service.

Col. Jannell MacAulay 27:49

Col. Naviere Walkewicz 31:02

Col. Jannell MacAulay 31:03

Col. Jannell MacAuley 31:48

Col. Naviere Walkewicz 34:06

Col. Jannell MacAulay 34:06

Col. Jannell MacAulay 34:22

Col. Naviere Walkewicz 37:15

Col. Jannell MacAulay 37:16

Col. Naviere Walkewicz 37:23

Col. Jannell MacAulay 37:24

Col. Naviere Walkewicz 39:25

Col. Jannell MacAulay 39:46

Col. Naviere Walkewicz 40:04

Col. Jannell MacAulay 40:04

Col. Jannell MacAulay 40:23

Col. Jannell MacAulay 40:25

Col. Naviere Walkewicz 45:31

Col. Jannell MacAulay 45:48

Col. Naviere Walkewicz 45:51

Col. Jannell MacAulay 45:56

Col. Naviere Walkewicz 47:36

Col. Jannell MacAulay 47:37

Col. Naviere Walkewicz 49:57

Col. Naviere Walkewicz 50:36

Col. Jannell MacAulay 50:38

KEYWORDS

Resilience, vision-driven leadership, overcoming adversity, growth mindset, mental toughness, choose your hard, purpose-driven service, values-based decision-making, leading through crisis, ethical responsibility, courage under pressure, human-centered leadership, empathy, compassion in command, modeling behavior, calm in the storm, stress management, burnout prevention, psychological safety, trust-building, recognition and appreciation, mindful leadership, presence, attention control, eliminating noise, focus and performance, harmonizing work and family, identity beyond the job, servant leadership, influence within your three-foot circle, creating opportunity, challenging the status quo, innovative problem-solving, perseverance, hope and optimism, leading by example, empowering others, developing mental skills, embracing discomfort, saying yes to challenge, long-term impact of leadership, legacy and storytelling.