Season 4

As a U.S. Air Force Academy cadet, now-Capt. Garrett “Kap” Kauppila ’19 experienced a life-changing moment involving his older brother. SUMMARY
That trial taught him success doesn’t involve rank — it’s about being present, showing gratitude and supporting others. Hear his powerful story on Long Blue Leadership. Listen today and be a better leader tomorrow!
 
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"KAP'S" LEADERSHIP TAKEAWAYS
Never take moments with loved ones for granted - cherish every interaction.
Treat everyone with equal respect, regardless of rank or position.
Find your authentic leadership style - don't try to imitate others.
Root yourself in gratitude to increase your overall happiness.
Fill your own "glass" first before trying to pour into others - self-care is crucial.
Wake up early and accomplish tasks to get ahead of your day.
Pursue what truly matters to you, not what others expect.
Be willing to invest in yourself and sometimes work for free to prove your value.
Ask "why" to understand the root cause of people's challenges and needs.
Leadership is about showing genuine care, being consistent, and helping others increase their opportunities.
 
CHAPTERS
00:00: A Life-Changing Moment
01:04: Lessons from Adversity
08:30: The Importance of Gratitude
11:07: Finding Purpose in Leadership
11:28: The Journey to Teaching
17:57: Building Authentic Relationships
24:50: The Power of Self-Discovery
33:47: Investing in Yourself
 
 
ABOUT CAPTAIN KAUPPILA
BIO
Capt. Garrett “Kap” Kauppila ’19 is a graduate of the United States Air Force Academy, where he distinguished himself both academically and athletically. A native of Rocklin, California, he played defensive back for the Falcons and maintained strong academic performance throughout his time at the Academy. After graduation, Capt. Kauppila has served in the Air Force in various capacities, including as an instructor. His leadership approach is informed by both the discipline of his military career and his commitment to continual self‑improvement.
One of the pivotal moments in Capt. Kauppila’s life was when his older brother, Kyle, suffered a near‑fatal motorcycle accident leading to a stroke. During that time, Garrett balanced intense emotional and physical challenges—on top of his duties and studies—taking time off, helping with his brother’s care, and eventually returning to finish strong at the Academy with a 3.85 GPA. This period deeply shaped his philosophy of leadership: the idea of the “glacier theory,” which emphasizes looking beneath the surface to understand people’s motivations and struggles, and recognizing that many uphill battles are won by small, consistent adjustments. 
 
 
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TRANSCRIPT
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Guest, Capt. Garrett "Cap" Kaupilla ’19  |  Host, Lt. Col. Naviere Walkewicz ’99
 
Naviere WalkewiczAs a cadet, Kap had just began his first season as a defensive starter for Air Force football when his world was turned upside down by a crucible moment.
 
Capt. Garrett KauppilaSept. 17, 2017, will forever stay with my family. I ended up getting a call that my brother, that he's not breathing, and it appears that he's no longer with us. I had about 45 minutes to an hour window where I thought that was completely the case. Again, the last I heard he was evacced on a helicopter. He got in a motorcycle crash and didn't know the extent of the details. Was in the Sierra foothills in northern California, and that's all I knew. That changed the trajectory of our entire lives.
Naviere WalkewiczMy guest today is Capt. Garrett “Kap” Kauppila, United States Air Force Academy Class of 2019 — a man whose leadership journey was shaped in a way few of us can imagine. Kap learned about the fragility of life, the danger of taking even a single conversation for granted, and the importance of showing up with passion and gratitude every day. That perspective now defines Kap as a leader and as a mentor to our cadets at the Air Force Academy. In this episode, he shares the lessons learned in the hardest of circumstances, the power of authenticity, the discipline of not taking life's moments for granted, and the conviction that true leadership begins with respect for others, no matter their title nor rank. So stay with us, because Kap's story is more than a testimony of persistence and staying power. It's a call to live and lead with purpose. Kap, welcome to Long Blue Leadership.
Capt. Garrett KauppilaThank you very much.
 
Naviere WalkewiczWe're so excited to have you. We want to go right to the moment your brother was in a motorcycle crash. Tell us about it.
Capt. Garrett KauppilaYeah. So, Sept. 17, 2017, I ended up getting a call that my brother was dead. That was the simple phone call — that he's not breathing and it appears that he's no longer with us. I had about 45 minutes to an hour window where I thought that was completely the case. Pretty surreal moment. You know, I can't say that I remember every detail of that feeling, but time had passed. I was trying to call people and figure out who could be there, who could be around. My uncle was the first one to arrive at the hospital. And again, the last I heard he was lifeline evacced in a helicopter. He got in a motorcycle crash. They didn't know the extent of the details. He was in the Sierra foothills in northern California, and that's all I knew. Lifeline evacced, unconscious, not breathing. He ended up surviving. He woke up in the hospital. My uncle was there. I end up getting a phone call, and I got the chance to speak to my brother on the phone, and I talked to him, and at first, I mean, I'm just in panic, you know? “Oh my God, he's calling. He's actually alive. Oh my gosh.” I got to get on the phone with him, and he seemed normal, beyond normal. And I had this realization that results matter less than expectations sometimes. If I expected that he was alive, I don't, they would have the same relief. But because I had the thought that he wasn't, that feeling will live within me forever. So, you know, I get the chance, we’re talking on the phone. He's actually telling me about my game, and he was so excited to watch him play. Ask him about his day and his accident, what happened. He had no idea, right? When traumatic things happen in your life, sometimes it creates just a blackout. Even before, he didn't remember, you know, sometime before the accident happened. So he couldn't tell you what happened, how it happened, any of those details. But we went back and forth, kind of talking and exchanging a couple laughs, in fact. And I actually got a phone call then from Coach Calhoun who was kind enough to reach out to me just to tell me that, “Hey, you know, Kap, if there's anything we can do, I know there's a lot going on.” When he called me on the phone, it's not typical for a player to just get a rogue phone call from the head coach. So in that moment, I'm on the phone  with my brother, we're laughing, we're enjoying time. It feels normal for all intents and purposes. I think I took it for granted. I think you go from this feeling that he is not with me to he is completely normal, and that dichotomy, that strong polarization of feeling that I had led to, I guess, complacency. I took him for granted in that moment, I perceived, and, you know, if I could have gone back, I never would have answered the phone call. I appreciate and love Coach Calhoun for calling me, but I just would have soaked in that moment with him. And I didn't even think twice, like, “Oh yeah, Kyle, Kyle, I'll call you right back.” I called my brother's name. “I'll call you right back.” He's “OK, no worries. Just call me back. Cool.” Hung up, you know, answer the phone with Coach Calhoun. He was so lovely, just supportive, just saying, “Hey, we're all here for you. Anything you need, just let us know. You, your family. Anything.” You know, wonderful. I go to call my brother back. OK. “Hey. You know, he's asleep.” “OK, no worries.” You know, it's been a long day. He's exhausted. Little did I know that that was the last conversation that I would have with him for a year. He had a stroke. He then was induced into a coma. My brother was in a coma, for, if I remember, right — I don't remember if it was a day, two days, it was a couple of days, and that was the last I spoke to him. And then it was, is he gonna survive? And I just hung up the phone. I did not say “I love you,” which is something I always think that I say to my loved ones, and I didn't say it in that moment, and I'll forever regret that, because I never knew if I'd say it again. And so that was very, very difficult. I was here at the Air Force Academy now, and I was, you know, I guess I was ecstatic after my first start, preparing for my second. And then life came at me quickly. It was, “What am I… I need to go home. I need to be gone.” Process the paperwork for administrative turn back, you know, thankful for people in my life that helped support me in that, namely, Col. Harding, Coach Calhoun, were pivotal. Also Col. Pendry was pivotal in that process for me. But we processed that paperwork and then I called my parents. I'm like, “Hey, I’m coming home. That’s what we're doing?” My parents said, “He can't do anything here. He's…” for lack of better word, I hate this term, but he was vegetative. There was no movement, no speaking, there was nothing. So there was nothing I could necessarily do to support them in that exact moment. So my parents were like, “Hey, continue your dreams. That's what he’d want for you right now.” So that's what I did. And I spent the next couple of days still trying to exist and be normal. You know, it was actually near prog, you know, tests are ramping up. I'm pulling all-nighters. I can't sleep. I don't know how he's doing. We end up playing a game the next Saturday against San Diego State, who's actually ranked No. 22 in the country at the time. And it was at home. I dedicated that game, you know, I remember posting something on my Instagram saying, “This game is for my brother, with my brothers.” And so it was kind of that moment I realized that it's OK to play for the name on the front of the jersey and the name on the back of the jersey — both matter. And I'm really thankful we have our names on the back of jersey, because at the end of the day, that's part of the reason we do what we do. It's part of what keeps us motivated. And in that game, things are going up and down. The game was crazy. It was a monsoon. We had a two-hour delay. My parents are watching from the hospital bed, in fact, and I end up blocking a punt in the fourth quarter. And on that play, I snapped my collar bone clean in half and I thought, “OK, maybe I'm just being weak. Let me keep going. I'll keep playing. Try to tough it out.” I kind of play the next series. In fact, I do something that harms our team. I'm not fully there. I'm in a lot of pain. I can't really tackle the right way. Ended up coming to the sideline and I remember telling the coaches that are the medical trainers, I was like, “Hey, I snapped my collarbone.” But he was, “OK, don't be dramatic.” He knows what that looks like when people traditionally do that. He felt under my shoulder pad and was like, “Oh my God!” We're talking nearly compound, like the corner of my bone is up in my trap situation. That moment, life was like, “All right, time to go home.” You know, call it what you want. Call it bigger purpose, whatever that may look like. It was time for me to go home. It was a difficult time. It was a very, very difficult time. And I couldn't be more thankful to have had the opportunity to go home and handle what I needed to handle. Sometimes nothing makes sense until the bones are right. Not to make that pun, right — the bones are right. My collarbone had everything to do with the core of my family. There's no way I could have succeeded in my life as a cadet… when the big things are wrong, none of the little stuff is gonna matter. So had that opportunity. You know, I became my brother’s, his word, not mine — he called me his parrot because I knew him so well that I knew what he was thinking and feeling. He didn’t speak, my brother, when he got out of the coma. They didn't know if he would speak again. He didn't speak, in fact, until the next the next spring, so not quite a year, but it still wasn't conversational at that point in time. So I was his parrot, as he would say. Yeah, not his parent. My older brother would never let me claim that title. But yeah, I was his words. People would look at him and ask him a question, and he would look at me and give me a demeanor, and I was like, “You know, here's what's going on, here's what he's feeling, thinking, etc.” He doesn't have memory of those about three months of his life, which is pretty surreal to think. So that was a moment that turned my world upside down.
 
Naviere WalkewiczYes. I mean, literally, I just, I'm thinking through all of that you shared. It was a series of things that happened. I mean, my goodness, I guess the first question that comes to my mind as I was listening to you and soaking in that story is, how did you change in that moment? Because you went on a phone call, from being on a high to a low, complacent to like — what literally changed in you because of this?
Capt. Garrett KauppilaYeah, the moment that I realized that could be the last conversation I ever had with my brother, I didn't say I love you — that made me never take another moment for granted. And it's the littlest things in life that it's so easy to take for granted. And that's a cliche statement, but genuinely, I don't take for granted the ability to use my right hand. I don't take for granted ability to write my name. My brother can't use his right hand, right? He's my older brother. He turns 30 here in a couple weeks. Actually, he's still working on reading and writing. Those are things we take for granted every single day that I no longer do, and I hate that it came at his expense. I don't believe everything in the world has to happen for a reason. I don't think that he had to go through this at his expense for me to learn these lessons, but I know that I can find a reason for why everything happened, right? I can take a positive away from things about our relationship, about our family, but I don't believe it had to happen at his expense. It happened to happen at his expense. So with that, we have to take in our sphere of influence what is now in my control, something I talk to cadets about all the time. There's a lot of things happening in life. There's a lot of things happening around you that aren't necessarily what you wanted. They're not in your control either. But the reality is, where are you at now? Where are your two feet? And how can you come to play? What can you do with your present resources, your tools, your current situation? And so in those moments, I went home, and my mom would always tell me the Air Force Academy impacted me. I didn't realize it, but in her eyes, my ability to come home and step into the figure that I became for my family in that role, while I didn't feel like it was in shambles, unfortunately, after my brother’s accident, a couple weeks later, my grandfather passed to a heart attack. It was just like one thing after the next, between his accident, my injury, and then my grandfather passing. My dad was with his father, now I was with my brother. My mom is trying to provide for our family and still make sure our house doesn't get foreclosed, while also trying to support all of us. And so she's always appreciative of my presence and being able to do that. I'm always thankful that the Air Force Academy supported me in being able to do that, because those moments, I will say, stay with me for the rest of my life, and I never would have been the man that I am if I hadn't had those experiences with him. He then proceeded to live with me for three years in Los Angeles. My brother and I are very, very close. So, again, it happened at his expense and I'll never be grateful for the fact that it took that experience for me to learn these things. So I asked for everybody to hear that story, or hear others like it, and try not to take the loved ones, the people in their life for granted, no matter how big or how small the moment they feel. But also take for granted the ability to do the littlethings you do in your life.
 
Naviere WalkewiczTalk me through — how did you end up at the Air Force Academy now as one of the management instructors?
 
Capt. Garrett KauppilaYeah, so the GSP slot was with the intention of — the department releases you from your assignment. You do grad school, and I would do one operational assignment, intervening tour, as they like to call it, and then come back to the Academy to teach.
 
Naviere WalkewiczTalk about when you knew that this was your passion — teaching.
 
Capt. Garrett KauppilaYeah, that started long before. It didn't happen when I was here. I had a teacher that greatly influenced me. His name was Mark Hardy. He was my AP microeconomics teacher in high school. As a 17-year-old, I had never had someone that influenced me so much in terms of, just like the charisma that he had, the consistency, the man that he is every single day. It inspired me to want to be the same for other people's lives. And I think it's easy to not appreciate that, the weight that someone can have, especially as a teacher, right at the high school level, how many lives it's actually impacted. And he had like 240 students that year. He's been there for decades, right?
 
Naviere WalkewiczAnd he still made that influence on you, where you felt a connection.
 
Capt. Garrett KauppilaYeah, 100%. And I remember, every single day I came into the classroom, he had music on. He would shake your hand and he knew all of our names. He’d have us all switch seats. Ask my students — to this day, that is still what I do. And every single time there’s test, I play The Final Countdown. That came from Mr. Hardy. So, that's my thing. I make them all move seats, know each other, know each other's names. I know all their names on Day 1 when they show up. It really freaks them out at first, but I think it's something special. It says you care. I know in life, people do not care about what you know unless they know how much you care. Another cliche, but my way of doing that is by the first day of class, I shake all their hands and say hello to them by name. They're like, “Have we met?” I'm like, “No, we have, not, but now we have.” And I think that they'll remember my name too, right? And so oftentimes, when you're the teacher, it's easy for them to remember you. It's not as easy for you to remember them. So you make that initiative, you show that that's your intention on Day 1, and it resonates with them. To me, that's a style of leadership. I think it establishes — I look power structures, and there's kind of a couple core power structures. There's five main ones. There's legitimate power. There's like, reward-based power, coercive power, there's expert power, and then there's reverent power. So then the ones I really focus on, I fixate on and I think about all the time, is this idea of expert leadership and reverent power. And this idea is that if you're an expert, people listen to you because you're knowledgeable. That's worth something, to have you on the team, right? You're the expert of a topic. What's even more powerful than that is if someone follows you, believes in your message for the sole purpose that they admire you. There's something about you that exhibits, you know — they see themselves in you. They want to be like you.
 
Naviere Walkewicz Like you did for your AP economics teacher.
 
Capt. Garrett KauppilaAbsolutely. Mark Hardy, he had reverent power to me. He was someone that I looked up to, and now I hope I exhibit some of his traits of caring about people first. If you can show people you really care — you're gonna make mistakes — but if you stay consistent in your path, you have a motivation, you have a North Star that you're going towards and you do so with conviction, early on, you're gonna threaten people. Early on, you're gonna get haters. But as time goes on, as people are looking for that guiding North Star, if you're unwavering in who you are, I do believe people would want to join that train. If your tracks stay true, people eventually look and say, “You know, you get what you expect. What he says is what he does. And I believe it.” And eventually, that's the path that I want to lead others down. And so I think if your morality is guided the right direction, along the way, people are gonna hop off board, but you're gonna get a lot more people joining. And so that reverent power, that true leadership that says if we took the uniform off, this person would have respected you the exact same, that is what I put weight on. It's not a matter of rank. In fact, generally speaking, what is a captain at the Air Force Academy? There's not a lot of legitimate power, right, if we're being frank. So we're not at a normal base around the main squadron where that may be a significant leadership role. So I think that what it comes down to is treat everyone the way you want to be treated. Respect all, fear none.
 
Naviere WalkewiczWait, say that again.
 
Capt. Garrett KauppilaRespect all, fear none. And the idea is that I genuinely don't believe I treat a four-degree different than I would treat my boss, who’s an O-6. They walk by my office, it's, “Yes ma’am, how can I help?” “Yes sir, how can I help?” You know, “What's going on?” It's absolute respect, but it's not… You know, you're not treating people as though they're different than, less than, etc. They're all the same. If you treat everyone — you have a standard to hold everyone… You know, hold yourself to the level of responsibility that you treat everyone with respect but not fear. I remember sitting down — we actually, you and I… You did the run back from...
 
Naviere WalkewiczOh, march back?
 
Capt. Garrett KauppilaI did the march back. You did the run back with Arden. And I wasn't willing to run at that moment, but I remember we got back and got to go to Mitchell Hall with the basics, and they asked me for a piece of advice. And it sounds too light hearted, but it's just true. You know, the basics, they're being led by our rising two-degrees. Do the rising two-degrees actually believe that they are in a place where they should have that much power over people? They kind of laugh about it. They know, “Whoa, this is weird that I have so much control over human beings.” Here comes the two-degree, which was me, right? I was the 19-year-old. And there I am leading a flight and basic training. It's almost comical to them that they have the ability to do that. So what I told the basics is, I was like, “Hey, guys, just so you know, guys, gals, right? Respect them. Be respectful. Never waver on that, but you don’t need to fear them. They too struggle with things. They too have pain, have life happen to them.” And by the way, same with me, I'm a captain. What does that mean? I promoted twice. Woohoo. I promoted twice and didn’t get in trouble. I mean, I'm not that different from them, right? They're all gonna graduate from here too. They're gonna end up in the same shoes as I am. So, no, anyway, my perspective is just that I'm a captain. Whoopty doo. I too have things I'm struggling with in my life, that I'm I'm working on every single day, trying to be a better version of myself. So I ask for their respect, but hopefully don’t have to ask for it, because I'm already showing them that, reciprocating that. And so I think it becomes a natural state of your existence in the rooms that you're in.
 
Naviere WalkewiczSo I have to ask, have you had a cadet that you've seen or has come to you and basically views you as having that reverent power? Have you had a cadet share a story, or have you actually witnessed someone kind of taking on things that have come from you?
Capt. Garrett KauppilaIt's a great question. I've had a had an interaction yesterday that meant a lot to me. Incredible, incredible person, leader. And we were talking about, you know, she was preparing for GSP interviews. She's a stellar student. She's a great military leader.
 
Naviere WalkewiczAnd what does GSP stand for?
 
Capt. Garrett KauppilaGraduate School Program. We’re very creative, as you know, at the Air Force Academy. Graduate School Program, but for the Management Department, which is the same slot that I earned in December of 2019. And so she came in to talk about it, and they're going to teach the department something about leadership, right, about their experience that they're having, and how they would use that experience to reflect on their cadets as if they want to be an instructor. At the end of the day, it's a grad school slot, but we're hiring someone to be our colleagues, right? Work with us to inspire the next generation of cadets. And we sat there and we talked about this idea of how much she cares, and she talked about a story. She was the squadron commander in basic, right? Which is not the flight, but like the whole, the five flights. So she was leading the squadron, and this year — I think it was the first time they actually were six weeks in that role. It wasn't three weeks and then transition. They wanted to create some cohesion.
 
Naviere WalkewiczOK, so putting a lot of effort and the focus on the sponsor, or excuse me, squadron.
 
Capt. Garrett KauppilaSo the squadron commander and the director of operations stayed for all six weeks of basic. So she was the person for those five flights of basics. That was their leader for the whole six weeks. And she's not a large presence; she's not an intimidating person. But she's a caring, charismatic leader, and because of that, when she says something, people listen and it carries weight. And she told me she came to me because she felt as though I exhibited those same things that she feels within herself. It's funny because sometimes presence, like someone has a larger presence or a smaller presence by stature, they utilize that to try and create coercive power, legitimate power. I try to drop the sword and shield as soon as I meet anybody, right? Try to make it as calm, as comfortable as you can. And so when we were talking about that more, she told me a story that she was actually on the obstacle course trying to do everything with her basics. That's the type of leader she is. She tore her ACL and her basics watched her fall off the equipment in pain and struggle. I was like, “Gosh, were you not thankful that you are a kind, charismatic, caring leader — that’s your leadership style?” Because they reciprocated that immediately. Could you imagine if she was just demeaning, demoralizing.
 
Naviere WalkewiczRight. They’d be like, “Ha ha. She got what…”
 
Capt. Garrett KauppilaThat's how it would feel. It would absolutely feel that way, if that was the way that she led. And she remembers going back, she said she went back to the lightning shelter and sat there with other basics that were broken, and sat down and said, “How are you guys feeling?” They felt out of place. They felt bad. They weren't able to contribute and support their classmates and whatever. She goes, “I get it. I really get it.” You know, it's so easy for us to think we know someone's story, to call someone an F-18 pilot. I don't know if that term existed, right? That idea that you are skipping out of things. Do you really know? Do you really know what's going on? You probably don't. I know I was fresh out of knee surgery, actually, when I showed up to basic training. I  had gotten knee surgery my senior year of high school and it’s probably the reason I ended up here. You know, end up, you know, some other things fell by the wayside, and I came to the Air Force Academy. You know, people can say anything they want, but I don't want to connect them to my office to work with me. They say, “Hey, Capt. Kap. Can we do this, this, this, or can we change this class and change this major?” So I can. And sometimes I just want to say, “No, you can't do that.” But instead, I don't, I don't say that. I say, “Why? Why do you want that?” And what I learned by asking why, and asking why again, is there is a root cause of these things. And when we address the root cause, because you actually care enough to ask them, we can actually fix the problem, and we don't need to do any of those things. And so you get to the root of what something, what someone really has going on in their lives, and it's just proven to be so worth it for me. Every single time I get the chance to do it, I've learned that if I can pour a little bit into someone's glass — OK, first of all, don't pour from empty glass if you're empty within yourself, right? Like I was when I left to go home and be with my family — I didn't have energy for everybody else in that moment, trying to pour from empty glass is — that's not a sustainable effort. Fill your glass, make sure your people, your family and yourself are squared away and good to go. At that point when you have an abundance of water in that glass, pour from it, it's the most rewarding thing in the entire world. And I realized this. And you know, I think everything in my life getting up to that point created this, whether it was the highs of life, the opportunities presented to me through the Air Force Academy, through travel, through football, whatever that may have looked like, but then the lows of life that rooted me in gratitude, what I realized is happiness, and this is my little theory, that happiness is a box. I consider it a box of happiness. The amount of happiness you actually feel in your life is the area of that box. So, many people are predicated, they're so focused on raising the ceiling of the box. Raise the top. The problem is, if your gratitude dissipates along the way, the area never increases. So what happens is, oftentimes, people create more opportunities for themselves in their life and they take for granted all the places they've been and all the places they were. And so because of that, the gratitude dissipates as your opportunities increase, you never become happier. And they wonder why it's not so happy at the top and cheery…  Because they weren't rooted in gratitude. If they never leave the ground and they keep the base of their box, in fact, they continue to drive that base of the box down into the ground while they create more opportunities, you will have more height to your box. What about the width
 
Naviere WalkewiczI was gonna say, what about your gratitude being wider?
 
Capt. Garrett KauppilaNow I’ve got a long, skinny box, right? That’s not a lot of area. This is the people you get to share with, the friends and the family, the people you get to support and give back to. Right? You create opportunity. You root yourself in gratitude so you understand the people to your left and right. And now I believe it's your job to share it with them, expose them to it, so they can increase their opportunities. So they never leave their feet on the ground and they keep their gratitude. My job, I believe in — I'm a utilitarian, right? It's a philosophy concept. Increasing the ultimate world happiness — if there was some world happiness meter, an arbitrary meter in the world, if my actions are going to raise it, I want to do that. If they're going to diminish it, I'm not going to do that. So if it benefits me and hurts five others, I'm not going to do it. But if it benefits five others and it may take time out of my day, that sounds like a win, right? So I realized in every moment I'm with a cadet at a highly adaptable state of their mind — high brain plasticity. They're thinking, they're growing. They don't know quite yet who they are. They haven't lived on their own, haven't cooked their own meals, right? I was the same. I was no different. There was a moment that you realize how precious this moment in time is, they are. And I'm teaching firsties right now. They are about to go create everything that they are. But, I mean, you've met people you haven't seen five years, 10 years, 20 years since graduation. You're such a different person, right? At that time, when the leave the Academy, they really find themselves. So I don't take for granted conversations that I have, the moments I share with them in the classroom. I tell them my gratitude every day: “Thank you for letting me do what I love.” I say that to them almost every single day: “Thanks for allowing me to be here.” They're like, “I have to be here,” but that's not the demeanor that I dress it with, right? So root myself in gratitude and I just pour into them as much as I physically can. Maybe it’s selfish of me. In fact, maybe I do it for myself. Think about it this way. I realize that pouring into people actually makes me happy. It really does. So maybe I pour into some people because it makes me happier. What if everyone was that selfish? If they actually knew what makes them happy? How many people go create massive success in their life, but they don't ever give back? And they find out, later on, they create these companies, they see all these things, and then they come back and go, “I really want to give back to my Air Force Academy. I really want to come back and teach in the classroom.” Heck, I remember sitting the NextGen Advisory meeting, you and I were in there with individuals highly successful, far more successful than I, and many of them were saying, “All I want to do is come back to the Academy and teach.” Gosh, what a moment for me to realize and to be introspective on the fact that I can't take this for granted. They can do all these things of all this success. People are oftentimes trying to chase someone on a ladder and try to be like them and have their success. And really, they're just trying to do what I do every day, and they want to do it for free. I get paid to do this job. What a blessing that is. And so those are the moments that help you to sink your — or dig your heels in and say, “I'm here.” Gosh, imagine me as a two-degree. You told me you're gonna get the Air Force Academy teaching the exact subject you want to teach, finance and investments. I bet that's a dream come true. Well, I can't be here now and forget about that, because then I'm gonna miss this moment. I'm gonna move on and wish I had it back. Don't put yourself in that position.
Naviere WalkewiczYou said something really interesting. It was about — I think it was something to the effect of you can't have something extrinsic, like chasing some kind of like opportunity and make you happy, right? It won't fulfill in like an intrinsic unhappiness or a hole or something. So how do you — how does that translate, I think, as you're helping to lead others and help others to think that way, as they progress? I know you talked about being rooted in gratitude, but is there more to it than the gratitude piece, right? Like, how do you also make sure that you're thinking about the intrinsic pieces?
Capt. Garrett KauppilaYeah, so I think that I have a great opportunity while I'm here. I get the opportunities to work with and see a lot of our recruits coming into the campus, and I get to speak with them and families. Get to see the excitement they have to eventually, one day, hopefully, arrive at the Air Force Academy. I get to work with a lot of cadets every single day, thankful to do it, and I get to see a lot of cadets. Sometimes that attitude changes. The gratitude they once felt, they become skeptical, it becomes challenging. They can't see the forest above the trees. They're caught up in that moment. But I also work with a lot of grads. I'm thankful to work with the Bolt Brotherhood and thankful to work with the NextGen Advisory Council, and have a lot of touch points to our grads. And I've never yet met a grad that is not grateful that they had gone through the Air Force Academy, that they graduated from the Air Force Academy. I've never met one that regretted that experience. I know a lot of recruits that are excited as hell to be here. I know a lot of cadets that are questioning their decisions at times. I know a lot of grads that would do anything to ensure that their loved ones or other people know about the Air Force Academy and what it did for them in their lives. And so what I asked of them is just to reflect back and remember themselves and how excited they were to have the opportunity to earn that appointment to be one of the, you know, 10, perhaps, you know, applications that had the opportunity to say that they were accepted and that they were gonna attend the Air Force Academy. Remember that pride they felt when they got their congressional nomination right? Imagine the feeling that parents feel when they drop them off at IDay, right? All of those feelings, they're real. You can't let them dissipate so quickly.
Naviere WalkewiczWell, I mean, Kap, this has been amazing. There's a couple more questions I want to ask you. The first one is, because you're so passionate, and obviously you take care of yourself, how do you how do you feel your glass every day so that you can pour into others? What does that look like?
 
Capt. Garrett KauppilaYeah, for me, I have to stay busy. And that's the part of me that, you know, when I was younger, I was smaller, I think that's never changed. I have to remain busy. I tell people all the time, if they apply — because we've all had that experience of leaving the Air Force Academy and realizing, “Wait the people at the Air Force Academy are really fantastic. There are such high-quality people, intellectually, emotionally. In all ways. You go into society, it can be a little sobering, a little like, “ Whoa. We are not the Air Force Academy anymore. These people don't operate on the same frequency." That's not within our service, that's just in life, that's going around day to day. So I tell cadets all the time, “You have proven yourself that you can do this. You can commit to your goals. You can complete these long hours, these long days. Life will only get easier in terms of your time commitments.” Now, kids and things like that could change that, but at the end of the day, they prove themselves they can do it. I challenge them to continue on that trajectory when they graduate — not to let off the gas and continue to find things that actually make them passionate. OK, it's so easy for me to wake up every day with this passion, with this desire to do what I do because I love what I do. It doesn't feel like work. So biggest things for me in order to stay ahead, whether that be health, whether that be my sleep, whether that be my accomplishments, whatever it may look like — your leadership ability — I have to wake up and accomplish something. Wake up in your day and accomplish a task. I like waking up before everyone else. I did start doing that as a cadet; I'd finish ball practice and realize I have no mental capacity. I cannot do homework. It is 8 p.m. and I'm exhausted. So what did I do when I was exhausted? I went to bed. I put on my eye mask, my earplugs and slept like little baby angels, right? My hands crossed over my chest, right? And people always make fun of me. “Why are you always in bed at 8 p.m.” “Well, why are you always in bed when it’s 4 a.m.?” What I realized was there's a time of day that no one can schedule anything on my schedule. No one's scheduling anything from 4 to 7. Just the reality. So if you wake up early in the morning and you accomplish tasks, now, I’m not getting up at 4 in the morning, usually it's about 5, but I accomplish tasks early in my day. I get ahead of my day, and I prioritize fitness, I prioritize my health, I prioritize my sleep. We can't possibly learn, lead, network, meet people, accomplish. I mean, we're gonna get injured. We're not helping ourselves.
 
Naviere WalkewiczFor less money, though, we can do an eye mask, because I also sleep with an eye mask. It's a game changer.
Capt. Garrett KauppilaRead reviews on Amazon. Like is this easy stuff, right? I love classical conditioning, the idea that earplugs, eye mask mean sleep; earplugs, eye mask means sleep. Eventually you put in your ear plugs, your eye mask, whatever does your body do? It goes to sleep. Your brain turns off and stops thinking, because that's your routine. So I go to bed early, I wake up early, and I love to accomplish tasks early on in my day. By the time I arrive in the classroom, we're a couple hours in, right? The brain is operating. We're fully awake. We're ready to go. So I challenge people, if they want to achieve more in their life, they need to learn how to achieve more in a day, and once you learn how to achieve more in a day, learn how to achieve more in a week. And now can you make it sustainable. Some people have — they're 75 hard. They can do these things for a period of time. Their new year's resolutions — we love the gym in January, the first week of January. March…
 
Naviere WalkewiczEveryone gets the gym back.
 
Capt. Garrett KauppilaYeah. And then all of a sudden, the gym is empty by February, right? You know how that goes. So it's like, do you actually mean this, or do you think that you want to do it? So I think if you can accomplish — learn how to accomplish more in one day, do it again the next day, and then repeat it the next day. But in order to do that, you have to be pursuing something that is yours. It can't because my family wants me to. It'll never be sustainable. It can't because someone else thinks it. It can't because I saw it on the internet. It has to be because Naviere Walkewicz wants to do this right. She wants to do this for her life. And so Kap wants to be this person. I want to strive for more and be the best version of myself. My mom tucked me into bed every single night when I was a little kid, you know — 4-year-old, 5-year-old — and she always said, “Hey, Garrett, the only thing you can do is be the best person you can be.” That's all you can do. That's your sphere of influence. So I try my best to be the best person I can be every day. That way I can be consistent, and people can always look to me and know what you see is what you get. You know that if I hop on the call, if I show up in the classroom, you know exactly what you're gonna get from me. I'm not gonna waver on that, and I think that's worth a lot so that someone can look to you and be admired by you, and hopefully you can exhibit reverent power.Naviere WalkewiczWell, I would ask you, what would you recommend to others and what they can do to be better leaders every day? But it sounds like you might give them the same example you just gave, because you're gonna practice what you preach. Is there anything else you might offer then for our — I mean, you do this with the cadets regularly, but just for anyone listening as they're trying to develop themselves as a leader or be a better, more reverent leader. What else might you offer that they can do each day themselves just to turn that dial a little bit?Capt. Garrett KauppilaFind who you really are. You can read all the books. You can read all the headlines. You can hear from me right now. You can hear from everyone else in this podcast. But if it's not you, it won't be true. You won't be able to make it sustainable. It won't be consistent. You will not be able to replicate those actions. OK, I love football so I love football analogies. You can be Nick Saban and Bill Belichick and have success by not being a player's coach or being a little rough around the edges. Or you can be Sean McVeigh and Dabo Swinney, who, if you don't know any of those people, they are younger in personality and in age. They have handshakes with their players, that's who they are trying to be. Don’t try to be the other one, though. If Nick Saban tried to be cool with his players and have handshakes, now you’re fake. Now you’re just fake. Either one can prove to be successful, but you need to find who you are. And so if you don't know who you are, stop telling other people who they are, right? You have time to go. Your glass isn't full yet. Stop pouring it out. Right? Fill this thing at the top. Doesn't mean be selfish. It's the most selfless thing you could ever do is to pour into yourself, fill your glass so you have an abundance to give to others. If you give yourself a full glass and learn how to make it, you know, replenishing — this is some… we're talking like Red Robin fries here, like truly bottomless glass that we can pour from…
 
Naviere WalkewiczDo you eat Red Robin fries?
 
Capt. Garrett KauppilaI actually have not. But I'm not opposed to eating unhealthy in there, right? It's all aboutcalorie deficits. I just gotta work out more, I guess. But anyway, so my point is, if you don't know who you are, go find that first. That's the most important thing.
Naviere WalkewiczHow do they start? What's the first step in that? Because you just said you can read all the books, but if you're not this person, that's not you. How do you find out who you are?
 
Capt. Garrett KauppilaYou find out who you are by finding out what you actually care about. Learn what you really care about. Think about the times you're at peace. Think about the moment, if you could do anything in the world, money didn't matter, what would you be doing? OK, it sounds really cliche. The reason I teach finance, I teach investments, is to provide I believe that finance is a tool to allow you to be happy. I would never subsidize happiness for money. I believe that you have your finances together and they're squared away, and you are investing properly, doing all those things to take care of you, your life, your family, your stability. You can be present where your feet are, and you can make decisions based off what you really want to do. If you find what it is that you are passionate about, we'll find a way to monetize it later. I truly believe that. I think that we have a role for everyone in this life. Whatever it is that you really care about, find a way to be the best at it. Stop being complacent with being, you know, average. I don't care what it is, I don't care what your job is. Be the best at it, and you will find a way to monetize it. This is a silly story, but I learned so much from it. There was an individual who reached out. He's a content creator, does videography. I actually don't remember the gentleman's name, but he was reaching out every single day to Tyreek Hill. He wanted to video — now, Tyreek Hill is not someone we’ll resemble for leadership qualities. That is not what I'm saying in this conversation. However, he was reaching out to Tyreek Hill because he's his biggest fan and he wanted to film videos, take videos of Tyreek Hill to create cool content videos, hype videos, etc. One day, Tyreek Hill’s manager saw the message and told him, he said, “I'll come out for free. I will come out for free and do this for you.” What I learned in my life, throughout my time so far, and I have so much more to learn as I go forward, is if you're willing to invest yourself for free, the person that does more than they're paid for will soon be paid for more than they do. If you are willing to put yourself out there and prove to others that they need you, once they realize they want you, now you can charge them for it. So, what he did is say, “I'll come out for free on my dime.” Nothing to it. “Well, OK, sure. This guy wants him out for free and work with me and create videos for me. It sounds fantastic.” Well, then he does such a good job, he's like, “I want to hire you.” Oh, well, now it's gonna cost you, right? That individual ended up being contacted by the NFL because Tyreek Hill took his phone out of his hand, did it back up with him, created one of the coolest videos ever seen on, you know, terms of a game day touchdown celebration. That individual has now gone on to make tons and tons of money. He runs a company. Only happened like two years ago. The point in that story is he offered himself for free to show off his talents, but first you have to invest in yourself. You have to get great at something. Get great at something. Figure out what it is you really want to do and offer yourself for free. And once people realize that they want you, now you can charge them for it. Charlie Jackson, football coach, Air Force Academy grad, Class of 2000. He told me stories in Los Angeles Air Force Base. He was at Los Angeles Air Force Base. His dream was to coach in the NFL. He wanted to coach at the highest levels. And you can go coach a high school, get paid a little bit of money, and then spend decades to work your way up. Now that wasn't what Coach Jackson wanted to do. So he offered to be a free intern at UCLA. “I'm gonna work for free.” And he happened to just sit next to a couple of unpaid interns, one named Kyle Shanahan, head coach of the 49ers. The other is the current GM for the Washington Commanders. Those were the three unpaid interns in UCLA’s office. Well, he offered himself for free. He tried to show him that they needed him. Once they realized they wanted him, now, they needed to hire him. He ended up on a quick path coaching at the Atlanta Falcons. He's now coached many other places here. He's now come back to Air Force. How do they always come back to Air Force? It's because they love it here. Something about this place is special. The same reason you're back here, same reason I am too. So I really, I really challenge everyone to find what is their truly love and find a way to be the best at that. Whatever it may be, there's a way to monetize it.Naviere WalkewiczThis is amazing. Was there anything that we didn't touch on today that you want to share with our listeners?
 
Capt. Garrett KauppilaThank you. I appreciate it.
 
Naviere WalkewiczThank you. Thank you.
 
Naviere WalkewiczAs we wrap up today's conversation, I keep coming back to Kap's reminder, don't take for granted the things that matter most. That lesson first struck him in the hardest way when he thought he lost his brother, and it's become the driving force behind how he lives and leads today. Kat also shared another truth worth carrying with us be the best version of yourself, not someone else's version of you. That conviction shows up in how he teaches cadets, how he respects others, regardless of rank, and how he purchase every day with passion and gratitude. So here's the takeaway, Leadership isn't about chasing titles or timelines. It's about showing up authentically, valuing every moment and lifting up the people around you. The question we can all ask ourselves today is, what or who am I taking for granted, and how can I choose to lead with more gratitude and authenticity, starting right now. Thank you for joining us for this edition of lovely leadership. If Cap's story resonated with you please share it with someone who might need it and don't forget to subscribe, you'll find longer leadership on all your favorite podcast platforms we don't want you to miss what's ahead this season. I'm Naviere Walkewicz, Class of ’99.
 
KEYWORDS
Leadership, gratitude, authenticity, adversity, Air Force Academy, personal growth, mentorship, self-discovery, resilience, life lessons.
 
 
 
The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation
 
 
 

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

In this episode of Long Blue Leadership, Dr. John Torres shares his inspiring journey from being the first in his family to attend college to becoming NBC's senior medical correspondent.
SUMMARY
Dr. Torres discusses the challenges he faced at the Air Force Academy, the pivotal moments that shaped his leadership skills, and the influence of his family values. He reflects on his unconventional experiences, including survival training and falconry, and how these experiences prepared him for a successful career in medicine and media. His story is a testament to resilience, curiosity, and the importance of mentorship in leadership. In this conversation, he shares his journey from dealing with hantavirus outbreaks in New Mexico to becoming a prominent medical correspondent during the pandemic. Dr. Torres discuss the challenges of communicating complex medical information to the public, the importance of empathy when delivering bad news, and the role of family support in his career. Finally, he emphasizes the need for continuous improvement in leadership and the value of instilling positive values in the next generation.
 
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DR. TORRES' TOP 10 LEADERSHIP TAKEAWAYS
 - Lead with empathy: Understand where people are coming from, recognizing that anger often stems from fear and underlying concerns. - Communicate clearly: Break down complex information into understandable terms, whether speaking to patients, soldiers, or the public. - Be willing to admit mistakes: True leadership means having the courage to acknowledge when you're wrong and take responsibility. - Develop a "no excuse" mentality: Take ownership of situations, even when they're not entirely your fault. - Build trust through peer-to-peer interactions: Treat people as equals rather than using an authoritarian approach. - Continuously learn and adapt: Stay current in your field and be open to new experiences and perspectives. - Support your team's individual growth: Encourage people to pursue their passions and provide guidance without pressure. - Match your emotional delivery to your message: Ensure your communication is authentic and appropriate to the content. - Lead by example: Demonstrate the values and work ethic you expect from others through your own actions. - Focus on purpose over position: Leadership is about making a positive impact and helping others grow, not about title or status.
 
CHAPTERS
00:00 Introduction to Dr. John Torres02:01 Overcoming Challenges at the Academy05:03 Discovering Leadership Through Survival Training08:33 Influence of Family Values on Leadership10:42 Unconventional Experiences at the Academy13:41 Transitioning from Pilot to Medical Doctor20:06 Lessons Learned as a Flight Doc23:58 Becoming an NBC Correspondent24:37 Hantavirus and Early Medical Experiences26:00 Transitioning to Media: From ER to TV27:23 The Pandemic: A Super Bowl for Medicine29:05 Communicating Medical Information Effectively32:29 Delivering Bad News with Compassion34:41 Teaching NATO Special Forces Medics37:02 Family Support and Legacy39:58 Instilling Values in the Next Generation41:56 Continuous Improvement as a Leader45:52 Final Thoughts and Future Aspirations
 
ABOUT DR. TORRES
BIO
Dr. John Torres ’82 is currently Senior Medical Correspondent for NBC News and a graduate of the United States Air Force Academy. With a career spanning more than 30 years in emergency medicine, military service, and national media, Dr. Torres brings a rare blend of clinical expertise, crisis leadership, and public communication to every role he takes on. Before joining NBC, he served in the Air Force, deploying to combat zones and responding to humanitarian crises around the globe.
After retiring from the military, Dr. Torres transitioned to civilian emergency medicine and later began sharing trusted medical insights with millions of viewers through his work in broadcast journalism. On camera and off, he is known for making complex medical issues accessible and relevant, especially during moments of national concern like the COVID-19 pandemic.
A seasoned leader shaped by experience in the field, the ER, and the newsroom, Dr. Torres exemplifies the values of service, clarity under pressure, and lifelong learning—principles he credits in large part to his upbringing in rural New Mexico, foundational Academy education and military experiences.
 
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TRANSCRIPT
SPEAKERS:  Guest, Dr. John Torres ’82 | Host, Lt. Col. (Ret.) Naviere Walkewicz ’99
 
Naviere Walkewicz  00:11
Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of ’99. In this edition of Long Blue Leadership, we're joined by someone whose journey is as inspiring as it is unconventional — Dr. John Torres, USAFA Class of ’82. You might know him as NBC’s senior medical correspondent, but long before he was delivering public health insights to millions of viewers on national television, he started military life as a young cadet at our Air Force Academy, navigating his own path of purpose and transformation. Dr. Torres story begins with life in a tight-knit Latino family with roots in northern New Mexico extending back to the 1500s, where he became the first in his family to go to college. He entered the Academy from a high school where gangs and drugs were common, but it was a structure at USAFA and one pivotal summer of survival training that lit a fire in him as a pilot. Dr. Torres discovered a calling beyond the cockpit, thanks in part to a chance conversation on a three-hour flight, leading him to medicine, where he would serve as a flight doc for more than two decades. Dr. Torres’ leadership story extends beyond the emergency room, whether mentoring NATO's special forces medics, stepping in front of a camera to deliver critical public health guidance, or reflecting on 43 years of marriage, he is fueled by his relentless curiosity about all things possible. I'm honored to welcome Dr. John Torres to Long Blue Leadership. His is a path that reminds us that leadership is a series of grounded values and bold steps. Dr. Torres, welcome to Long Blue Leadership.
 
Dr. John Torres 
Thanks for having me here.
 
Naviere Walkewicz 
Absolutely. We're really excited to jump in. And I want to go back to something we talked about. You were the first in your family to go to college. However, there was a period of time where you might have left the Academy. Can we jump right in there.
 
Dr. John Torres  02:01
It's actually pretty interesting, because intuitively, it doesn't make sense for anybody that went through it, but it was my first year as a doolie year, as anybody who's gone through the doolie year, it's a tough year to go through, especially— you come out of high school. I remember I had hair down to my shoulders, and you come in here, they shave it off right away, and your parents leave, and you're sad, and everybody's sitting there going through the same stuff, but at same time, you know, it's just a tough thing to go through. And so I went through that. I went through basic training, and I was kind of like, “I don't know if this is really where I want to be.” I started the Academy. I went to school, like you mentioned, a high school— it wasn't one of the best high schools in the country by any stretch of imagination. So when I came here, it was kind of an eye-opener, because I had— I was here with people who had gone to very good high schools, and so I was a step behind academically, so I had to catch up as well through that. And so that made it a little bit tougher. So not just physically, not just mentally, academically, everything was kind of, you know, just tough that year and something as a 18-year-old, you're not used to a 19-year-old. And so I started looking at other schools, thinking I want to leave. And I talked to my dad, and he was an amazing person. He's always been one of my heroes in my life. And my dad, surprisingly, didn't say anything. He didn't say, like, “You need to stay there.” You know, he was an Air Force— he retired Air Force, and you know, he really was proud that I was here, but at the same time, thankfully, he just said, “You know, you need to do what you need to do, and I'll back you regardless. I think you should stay there back regardless. But do me a favor, go through survival training. Go through SERE, because that will always stick with you for the rest of your life, whether you stay in the at the Academy or not.” And I felt like I owed him at least. I'm like, “Let me go through SERE.” Well, I went through SERE. I was the sixth, the second iteration of summer, and—
 
Naviere Walkewicz  03:39
And just a reminder, SERE is survival, evasion, resistance and escape.
 
Dr. John Torres  03:42
So I was the second iteration during the summer. You know, you have three weeks, three weeks, three weeks. It was the second three weeks. And so I went through SERE, and it's not fun, it's certainly not. And I grew up in the outdoors. My dad was a big hunter. We used to go hunting together, a lot of camping, you know. So I was used to outdoor things, but SERE is just a little bit different from that. Surprising though, I really enjoyed it.
 
Naviere Walkewicz 
You enjoyed SERE?
 
Dr. John Torres 
I enjoyed SERE, which is kind of bizarre. And when I went through it gave me that sense of accomplishment, that I had really done something. And I looked back and I said, “You know, I am in a lot different place than I would be even in this year I've been here — a little over a year. I think I'm gonna stay.” And so I ended up staying here at the Academy, and that just kind of set the trend for the rest of my life.
 
Naviere Walkewicz  04:27
I can't imagine anyone saying that they wanted to stay because of SERE, because of survival training versus, you know —that is unique in itself.
 
Dr. John Torres  04:35
It was just one of those things when you got through— and the Academy did this time and time again. And this led into other things in my life, where you push hard through these adverse situations, and it gives you that sense of accomplishment. “I can do these things.” And it taught me that I could pretty much do anything in life I want, and I did a lot of things that, like you mentioned, are a little less than traditional, and were not always easy on myself or the family, but with the backing of, in this case, of my parents, throughout the life of my family, you can do anything.
 
Naviere Walkewicz  05:03
Well, we're going to dig into that, but I want to ask you, was there a moment during survival training that you learned something about yourself? Because obviously it made you want to stay at the Academy and continue that journey. But was there anything you learned?
 
Dr. John Torres  05:14
You know, what I did learn— because you don't learn this in high school. You know, there were a few things. I was in different clubs and stuff, because even though the school I went to wasn't the best, we still had the different clubs and Honor Society and those kind of things. But I wasn't really a leader in any of those. I was just a participant in all those. Well, when I went through survival training, I found out that I was actually a leader in a lot of things. It just popped up. And, you know, I guess I could use the words “natural leader.” And part of it was, if you remember, during survival training, one of the things we had to do is, we had a rabbit, you end up having to kill the rabbit to eat the rabbit, to show you that you need to survive on these things, and it's OK to kill these animals to eat if you're trying to survive. Again, I grew up hunting, and so I'm used to hunting animals and cleaning the animals and butchering them down and those things. And so when we had the rabbit, I was with other people, and nobody wanted to do anything with a rabbit. And we even gave it a name,
 
Naviere Walkewicz 
What was the name?!
 
Dr. John Torres 
I can't remember— Oh, no, the name was Stu, for obvious reasons. Rabbit stew. So people were petting the rabbit, and then when it came time, they're like, “OK, now somebody needs to kill a rabbit.” They're all sitting there. So I said, “OK, fine, I'll do it, you know, give it to me.” I did that. And then, “OK, now somebody needs to skin the rabbit,” and they're all looking— I'm like, “Give it to me.”So I ended up gutting, skinning, killing the whole rabbit and all those things. And then when we did the hiking part of survival training, the evasion part, it was the same thing where I ended up leading the group we were with through a lot of the situations we were in, and so it just showed me that I had that leadership potential that I didn't know was there. And that was one of the things, I think, that clicked during that survival training.
 
Naviere Walkewicz  06:49
That's amazing. And you'd mentioned that your dad also served in the military. So talk a little bit about how he was a hero for you, I guess, in your journey as well.
 
Dr. John Torres  06:58
So he came— like you mentioned, I was the first one to go to any kind of college or university. He actually dropped out of high school when he was 15 because his mother had died earlier. His father died at that point. He had eight siblings, and he was trying to raise all this… no, I'm sorry, he had 10 siblings or 11 children. He was trying to raise all the children, so he became essentially their surrogate father. And the best way he could do that, that he thought, was to go into the military and then send a lot of his money back to help out the family. Very, very poor childhood. Very, very poor family. And so he was doing that and then he had us as a family. And so he was taking care of two families, working extra jobs, doing all these things. And yet he was super dedicated as far as the military went. And if you look — I ended up getting his military records to look at him a few years ago. And, you know, two Bronze Stars, recommendations everywhere. Everybody loved him. He took care of an orphanage when we were in Greece, and that's where I was born, when he was stationed there. And there's letters from the orphanage thanking him for taking care of them. I mean, this man did amazing amounts of things, and he did that. He grew up in a very adverse situation, a very harsh situation, and he overcame that. Never was bitter about anything. Always was looking at other things he could do, and always really encouraging. And us, his children, “You can do anything you want to do. You can be anybody you want to be. You just have to really put your put your nose to the grindstone and really do it.” And he was adamant about that, as far as, “You're not just— can you do anything you want to do, but you have to earn that ability to do what you want to do. You have to figure out a way to do that.”
 
Naviere Walkewicz  08:33
Wow. So his value is really aligned with the Air Force Academy and kind of the values that we are brought up through. Talk about your time at the Academy, because I like it. You use the word “unconventional.” Let's talk about a little bit of unconventionality at the Air Force Academy.
 
Dr. John Torres  08:48
So I went to the Air Force Academy. I was in 27th Squadron my first, my doolie year, and ended up going to 39th, the Jedi Knights the other years. And bizarrely— so, my roommates of the my doolie year ended up, one of them ended up being my roommate all four years, which is really unique. That doesn't happen. We ended up staying together, best friends. This guy is fantastic. And so, you know, we helped each other get through the whole thing, and you sit there the whole time, especially your doolie year, learning certain things about yourself. And one of the things that I learned, and I talked about here at the Academy a few months ago, is what I call the “no excuse” saying. And it's tough, because when you're growing up as a teenager, you're always like, you know, giving excuses for everything. You know, “Why'd this happen?” “Well, my sister did it and I didn't.” It wasn’t my fault.” And if you remember, at the Air Force Academy, anytime they would ask you a question, you know, “Why did this happen? Why did you do this? Why was that wrong?” Your only answer could be, “No excuse, sir” or “no excuse, ma'am.” You couldn't give an excuse. And at the time, I was like, “That's dumb, because I didn't even do it. My roommate did it. So I should tell them, my roommate did it,” and all that stuff. And then over time, I realized, especially when I became an upperclassman. But what that is doing is that is instilling in you the fact that, “Hey, I have to take responsibility for this. It might have been my roommate that did it, but I'm part of this room too. I'm part of this team. I need to take responsibility.” And so that just started the whole program of going through then when I was a freshman, you do intramurals and you look at other things you can do. I went and looked at Honor Society, and I did that for a little bit, and that wasn't really my cup of tea. Wasn't really something I wanted to do. And then I ended up— somebody told me about being a falconer, and I never really heard about the falcons. And so I went down there,
 
Naviere Walkewicz 
And you knew not to hunt this one.
 
Dr. John Torres 
I knew not to hunt. Exactly. So I went down there and I started working with them, and just fell in love with it. So I became a falconer while I was here as well.
 
Naviere Walkewicz 
It's really competitive.
 
Dr. John Torres 
That is very competitive, yeah, I forgot; I think there were 20 or 30 of us that started out, and they picked four of us. Yeah. And so in the first year, you're just taking care of the chickens they eat. You're cleaning up falcon poop. I mean, you're just doing the things that nobody wants to do. And every now and then you get to hold a falcon and learn about them, and then they pick the ones who are going to stay. And then you start working with falcons for the next few years. Fantastic. And that helped throughout my life as well.
 
Naviere Walkewicz  11:02
How would you say that that's helped throughout your life? I mean, what a unique experience. Would you say that that's guided you to kind of try new things, or has it guided you in other ways?
 
Dr. John Torres  11:11
Well, both. One, to try new things. Because, again, this falls into that thought of, “If I really want to do this, I can do it again.” There were so many people competing for it, that you just really have to make that extra effort. You really have to be consistent with what you're doing. You really have to commit and so I did all those things. Obviously, they saw that I was somebody who would do that, and they picked me. But the other thing it did, and like you mentioned, I've been a huge communicator the last 10, 15 years on TV, upwards of 10 million, 15 million people watching me, and it's a public health message I'm getting out there. So I have to be very accurate in what I say. I have to be very— you also have to be slightly entertaining, because people won't listen to you if you're dull, right? So you have to be a little bit entertaining, but you have to get the information across in a very timely fashion, and that's what falconeering taught me at the Academy. Because being a falconer, when you talk to people, you have to be able to elaborate on the falcon. And I distinctly remember this: Col. Schott, he was our AOC, and this is back in the ’80s. He— ’70s and ’80s. He— one time I was with the peregrine falcon that we had, which is an endangered species. And we had one of them, and the government let us have that one just to take care of it and raise it. And I was at a game with a peregrine falcon, and somebody came up to me, and I was a third-year, somebody came up to me and they said, “What kind of Falcon is that? And I said, “Well, it's a peregrine falcon.” They're like— we kind of stared at each other, like, oh, it was a family with kids. And they're like, “Oh, thanks.” And then they turned and walked away. And Col. Schott was with me. He came over, he's like, “You completely missed the boat.” I'm like, “What are you talking about?” He said, “You need to use that as an opening because they need to understand these falcons are endangered and all that stuff.” He said, “So let me show you how to do this and try it yourself.” And so what he eventually taught me is to use that as opening lines, but then to go ahead and get into, essentially, my spiel of things that are important for them to understand. And so somebody came up and said, “What kind of falcon is that?” You know, “This is a peregrine falcon, here's something you might not know. This is the fastest animal on Earth. They can dive at 180 miles an hour. But they're also an endangered species, so something we really need to take care of, you know, blah, blah, blah.” And just keep that dialog going as long as you can or as long as you need to, and not just answering the question with a simple answer. And so when I got into television, and especially since I give across medical information — which can be confusing and can be, even in some places, controversial — you learn, I learned from there how to adjust the answer to the question, but also getting in the information I think needed to be got in.
 
Naviere Walkewicz  13:41
Well, I certainly hope that the peregrine falcon details were not in Contrails. I didn't remember that. I learned something.
 
Dr. John Torres  13:48
Yeah, it's very fast. They're amazing.
 
Naviere Walkewicz  13:50
That's incredible. And that's— what a neat story to how that's actually led into the way you communicate. But let's talk about a day in the life now. So you're an NBC correspondent, you're a medical doctor. What's a day in the life like?
 
Dr. John Torres  14:01
So it changes depending on the situation. So if we go back a couple years during the pandemic, that was kind of, as somebody put it, that was kind of my Super Bowl of the pandemic. Because I was on every day. I think in the three years of the pandemic, I had a total of five days off because it was just a Monday-through-Monday-through-Monday kind of thing where you're just constantly on. My claim to fame is one day I was on 27 times, to the point where my producer, thankfully for my wife, she was there helping. She was part camera person, part, you know, helping me out with other things. And my producer would call my wife and say, “Get him a peanut butter sandwich. He looks like he's hungry.” You know, we have a minute and a half between hits. And so, you know, the pandemic, if you remember, things were happening fast and furious, and so I was always having to keep on top of the information, get that information out as accurately as possible. So that was the pandemic. Well, now it's gotten more relaxed, and so now the main thing I do is get on air. I have a studio in my house here in Colorado, and I'll get on air probably five or six times a week and talk about various medical things that are happening. Like, you know, recently with former president, Biden, and his prostate cancer. You know, get on and discuss why the PSA test might not have caught it. What does that mean? What does that mean for— and then I use that like I talked about with the falcon. I use that to give other people— “Well, here's what men need to understand, and the women in their lives need to understand about signs they could look at that might preclude them to going to, you know, might urge them to go to the doctor,” right? And so you learn these things as you go along. And right now, that's what I'm doing. I'm mainly focusing on whatever the news of the day is, and going ahead and getting on air and describing what that means for people, but describing kind of both sides of the story, because we found out during the pandemic that people want to hear both sides. They don't want to just hear me as a doctor telling them what to do. They want to hear the pros and cons to certain things, and then help them make a decision.
 
Naviere Walkewicz  15:55
Well, it's interesting how you became a doctor, because I mentioned in the opening that you were a pilot. So maybe we can visit that correlation, how that happened. Because, you know, you are unconventional. How did this come about?
 
Dr. John Torres  16:07
So I went to the Air Force Academy. And actually, it's interesting, when I went to the Academy, I wanted to be an architect, as bizarre as that can be. And mainly because when I was in high school, I had taken a drafting course, and I was like, “This is really fun. I really enjoy this kind of stuff.” And so when I got here, I'm like, “I want to be an architect.” And they're like— this is how little I knew about the Academy. They're like, we don't have—
 
Naviere Walkewicz  16:28
I was gonna say—
 
Dr. John Torres  16:30
We don't have architects here. So I was like, “OK, let me see what else I can do.” And then it was one of those things, “Well, everybody's gonna be a pilot, so I might as well be a pilot.” But I got my degree in engineering mechanics, and so I thought, “That's as close as I can get, and I'll go ahead and do the pilot thing.” So I did the pilot thing. I was flying C-130s at the time, and one of my fellow pilots, we were on the plane together. We're heading to the plane. He's got his helmet bag, and inside, I look at his helmet bag, and he's got a chemistry book in there. I'm like, “Dude, what are you doing with chemistry book?” He's like, “Oh, I'm studying for the MCATs.” And I'm like— this is how little I knew. I'm like, “What are the MCATs?” He goes, “It's the Medical College Admission Test.” I'm like, “What does that mean?” He goes, “I want to go to medical school and be a doctor.” I'm like, “What? You can do that?” He's like, “Oh, yeah, I'm just studying for it. I'll take the MCATs in another year or two.” And so we had a three-hour flight, and I just picked his brain about it and said, “Why are you doing this?” And then afterwards, over the next couple days, I'm like, “I'm as smart as this guy. I could go to medical school.” And so I started looking into it too. And then I made the huge step, which was talking to my wife about it. Because she was like, you know, “Are you going to go in the airlines? What are you going to do?” And she was 100% not even questioning. “If that's what you want to do, let's do it.” I said, “It's not going to be easy.” And you find out in med school that — for anybody out there who might think about going to med school or your kids are — it has to be a calling, because it's not easy. And my friends are all flying for the airlines, are making good money. They're having great vacations, raising family. I'm raising a family, but we're living in a, you know, 500-square-foot apartment. There's four of us, and barely living off loans. And so it's definitely a calling and I think the Academy helped me with that as well, of going again, that, “If I really want it, I really have to earn it.” But it's that three-hour flight with that fellow copilot that started the process.
 
Naviere Walkewicz  18:22
I'm curious. You said it really needs to be a calling. What was it about it to you? You hadn't thought about it before that flight.
 
Dr. John Torres  18:27
So the only thing— going back in my life, when I was in high school, again, this is at the high school you were talking about, I had a biology teacher that came up to me one day, and he said, “You're pretty smart. You should think about becoming a doctor.” And he's the only person ever to have told me that, and I had no idea what that really meant. And I was like, “Yeah, whatever.” When I graduated from medical school, I actually invited him to my graduation, and he came, and I honored him with the graduation. And so it was really neat, because he was the first one — a guy named Mr. Grabard — he was the first one to do that, to say anything to me, the first one to mention it. And so when I was— after the flight, I was talking to my wife, and it started going, “Wait, I remember him saying this. So he must have seen something in me. Maybe…” You know, I wasn't the best academic person at the Air Force Academy, but you know, then you come to find out that, hey, not being, you know, being kind of middle of the road at the Air Force Academy puts you at a pretty high status across the country compared to other colleges, and then when I went to apply for the Academy, I was surprised, and this is the first time I'd seen anything outside of the military that I was surprised at how well received having gone through the Academy was both the fact that academically, I'd gotten through it, but also the fact that they knew that that meant that, yes— because I would get through medical school, I would get through residency, and I'd be able to do what it takes to be a doctor. Because the last thing they want to do is bring somebody on board who, two years later, is going to quit, because that's a spot that somebody else could have taken.
 
Naviere Walkewicz  19:52
Right. Well, gosh, I mean being a flight doc, I mean you had some high-pressure moments. I can't even imagine some of the things you’ve experienced and seen. But, maybe talk about what you've learned about yourself in that period, or, you know, maybe the leadership journey in that space.
 
Dr. John Torres  20:07
Being a flight doc was fantastic, especially the fact that I had been a pilot before. And so, for those pilots that are out there, we used to always have a saying as a pilot, that when you go to the flight doc, the best you can do is break even, meaning the best you can do is come out the same way you went in. Otherwise, they're going to find something, and you're going to be grounded, and all these other things. And so I remember that, and when I was a flight doc, that pilots coming in, they tend to be a bit nervous, and they tend to be a bit skeptical, and they tend to hold back information, because, you know, they want to make sure they break even, they want to make sure they go back to flying. And so I would always talk to them about, “Hey, I was in your shoes. I fully understand. So let's talk about these things that we can talk about and freely. And if there's things you're holding back, as long as it's not endangering you, or you're flying, you know, I understand.” You know, at the same time, the hardest thing was to deliver news to a pilot that like, “Hey, we're going to have to, you know, ground you for a while, and this might be permanent because of some medical condition that came up. I fully understand, because I was in the same boat. But look also, at the same time, you can do other things in your life. You know, you don't necessarily—“ You know, like most pilots being, not being a pilot isn't the end of things, right? Even though you think it might be. And so it gave me that ability to discuss that as well.
 
Naviere Walkewicz  21:18
So would you say at that juncture— you're obviously a leader. Would you say that there's some of them are almost peers, or you're always kind of in a in a supervisor kind of role in that?
 
Dr. John Torres  21:29
As a flight doc— so I think you're in a peer position, and you should treat it as a peer position. Because if you treat it as a leadership supervisory position, then you're coming down. And it's the same thing now with medicine in 2025 versus medicine in 1960 or ’70. In 1960 or ’70, the doc was the authority figure. It was very uncommon for anybody to talk back to a doctor and say, “I don't agree with that.” What we've learned over the years that people want a discussion, they want a dialog. They want to make their own medical decisions which they should make. And it's the same thing here with being a flight doctor. Last thing I want to be is the authority figure that says, “Here's what you're going to do.” I want to be the figure that sits there with him as a peer and say, “Here's what medicine is saying. If we go down this avenue, this will happen. If we go down Avenue B, this will happen. If we go down Avenue C, this will happen. Which avenue do you think we should go down? You know, based on you and your life and your and where you are right now.” Because everybody's an individual; you don't know where they are in their life, and you want to make sure that you don't assume where they are in their life.
 
Naviere Walkewicz  22:27
Did you come into the role with that mentality and that way of communicating and working with them? Or was that something that you learned over time? Did you see that from another leader?
 
Dr. John Torres  22:37
No, I think it was a combination of the two. I think part of it was growing up, and again, with my father, always encouraging me to do things, and always encouraging me to make sure that— “There can be things that are going to be hard, but you can get through that, and you can earn that. And don't ever let anybody tell you you're not good enough, because you are, and you need to show them that. But you're also on— you're also taking on a bit of a different step than other people, because there are some racial components to things. And being Latino, you know, you tend— oftentimes you're a step back, and so you want to make sure that you're putting the best step forward.” And so going through life kind of learning that, but also watching leaders and how they did things, both when I was here at the Academy and when I was in the Air Force, and even through medical school, the doctors that were good and talk to people appropriately, the leaders that were good, and they had the men and women following them because they wanted to follow them, versus following them because they had to follow them. And, as you know, there's a huge difference there. And I tried to model myself after the ones who had people that followed them because they wanted to follow — they respected them. They earned that respect. They earned that that loyalty. And to me, that was always an important thing. And so when I transitioned over to medicine, especially being a flight doc, I wanted them to do the things that medically were important for them because they wanted to, because they trusted me, and they understood that I was looking out for them, and not just their career or not just their flying, but looking out for them and their families and their health in particular.
 
Naviere Walkewicz  23:58
Wow, you certainly led with compassion. So how did you get into becoming an NBC correspondent? Because, I mean, again, I'm just  trying to follow this road, and I have to, like, hop onto another track.
 
Dr. John Torres  24:08
Yeah, it's a very, very bizarre road. So when I was in the emergency room, I was working down in Pueblo, an emergency room there. This is in 2000 or 2001 and we had a hantavirus outbreak. And for those who don't know what Hantavirus is, it's a mouse-borne virus. The time when it was first discovered in the ’90s, had a 70% mortality rate. Now it's down to about 40%, so still pretty deadly. And so for those that recently remember the news, Gene Hackman’s wife, she ended up dying from hantavirus in Santa Fe, New Mexico. So it's very common. It's not common, but it happens in New Mexico. When I went to med school and residency, that's when they discovered the first cases. And at the time, we had no idea what it was. So, you know, being a resident, being a student, you're involved in a lot that's going on, especially being a resident. Ended up taking care of a lot of hantavirus patients. Well, when I was in Pueblo, again, 2000, 2001, we had hantavirus outbreaks, and you would get five a season, eight a season kind of thing. And we had a cluster of five, which obviously made the news. And so they kept coming to the emergency room, talking to us, and they wanted to talk to a doctor, and I was on shift, and all the other doctors, number one didn't want to be on camera. Number two didn't know anything about hantavirus, so they kept putting me in front of the camera. And again, doing the full circle. I would think back to my falconer days of like, “OK, how do I get this conversation across eloquently with good information and not just the answer, a yes or no answer?” And so I channeled that, and after about the fifth time, I said, “You know, I'm really busy here in ER, don't you have your own doctor that you can use?” And they’re like, “No, do you want to do it?” And I'm like, “OK, I'll try.” I was absolutely horrible.
 
Naviere Walkewicz 
Oh my gosh. I can’t imagine you being horrible.
 
Dr. John Torres
Unbelievably horrible. I would stumble, I would stop, I would freeze up at the camera. And then you learn over time that, hey, you know what they say: Just pretend like you're talking to a person. Don't pretend like you're talking to a camera. Pretend like you're talking to a person, and my thing is always, always, I would always sit there going, “OK, if I had somebody in my room, in the clinic room, and I was talking to him as a patient, how would I talk to them?” And so that's what I do on TV. I just talk like that. And so that started very sporadically, a station here in Colorado, and then it moved to a station in Denver, and then NBC saw me in 2015 they said, “Hey, why don't you come over here and try out, you know, just give us an audition.” So I went over there, did an audition. They're like, “We want you.” And I was like, “I don't know what that means.” And so it was full time. And then obviously, 2020, the pandemic broke out. And then that was super-full time.
 
Naviere Walkewicz  26:38
So going back to an earlier comment, you said it was like the Super Bowl for you at that that time during the pandemic. So oftentimes, and you know, in sports, the Super Bowl is like the highest and you strive to get back there. So what does that look like for you now? I mean, I don't think we want to go back to the pandemic. So what would the Super Bowl look like for you?
 
Dr. John Torres  26:57
Would never strive to go back there, but it was a Super Bowl, and the fact that it was it one, it brought a lot of attention to medical issues and medical concerns. Because up until then, we were kind of like a peripheral service for the media. If there was a big medical story, they would hit it every now and then, you know, this was happening every now and then, and I would go weeks without being on TV because not much was happening. Well, what happened is then— and again I'm using the Super Bowl analogy as more of the attention that it got; medicine became the focus. And so for two years of the three years, medicine was a sole focus. And we were, you know, the tip of the spear for media every day. Something medicine came out every day and every— the way it works, especially at the national channels, is they have different— they have, like, a biz, tech unit, a climate unit, a health unit, all these different units. And every unit would want some information about what the what medicine meant, like tech would want to know, “OK, what's happening with the vaccine, because it could affect the prices of the stock?” You know? The climate would want to know, is climate affecting the way that's spreading?” You know? And what does that mean? And so we were feeding in all this information and going on air and talking about it. And so after the pandemic, medicine still stayed in the frontier, in the forefront here. And so now it's one of those things, when you look at it, it's probably one of the— at least the top three, if not top two, of you know, they always want to know something about medicine, about health, and because people are very interested in their health. But it did switch things a little bit, because again, before it was more an authoritarian, “Here's what you need to know afterwards, during and afterwards.” It became more of a conversation of, “Here's the information — pros and cons — you're going to need to make a a decision. But the decision is based on information, accurate information, and for you, it might be different than it would be for me.
 
Naviere Walkewicz  28:43
So I'm thinking about you delivering this information to millions of viewers. I mean, just the thought of being the voice of information, and you know, the pressure — you're really focused on accuracy, but also helping them understand it, because medical terms can be very confusing. What is that like for you? Is that challenging? Or do you just kind of think about it as a one-person conversation?
 
Dr. John Torres  29:06
It's interesting, because you always go back in life to things that were turning moments in life. And like I mentioned, the turning moment was the copilot I was with, you know, being a falconer with that peregrine falcon. You know, these different ones that the high school biology teacher that was like, “You should be a doctor.” All these different things. Well, the turning point here is, essentially, you know, how do you end up looking at these things, and how do you end up talking about these things? And when I was in medical school or residency, I can't remember which I had an attending physician one time that would basically every four or five days during our— you do rounds. And so in the morning, you go in there and you do rounds, and you present to the attending— so you're just either the student or the resident, and you have this, you know, well-seasoned attending doctor who's been there on whatever round it is, and you tell them about the patient, the condition, here's the test you ran, here's the test you want to run, and here's what you think that we should be doing over the next 24 hours. And they critique you on it. And we can get back to this because it was interesting, because people were like, “You can tell you went to an Academy because of the way you handle this.” But one attending I had in particular used to say, “Today, pretend like I'm your 85-year-old grandfather. So explain to me like I'm 85 years old.” And you'd say something like— you know, like in medicine, if somebody has a fever, we said they're febrile. And we go, you know, “This patient is febrile, huh? Oh, I'm sorry, they have a fever.” “Oh, OK, you know, yeah, we're going to do this.” And so we'd have to— so I learned to explain to people on terms that they would understand, and not using medical terms, because it's its own dialog. It's its own language, yes. And so he was fantastic, because again, every time you used anything medical, he would just, “What? Huh? I don't understand.” And so you'd have to bring it to a level that they understood, meaning you had to talk to them, unlike physicians talk to each other. And so I channel that on air of like, “Let me explain to you…” And I try very hard not to use statistics or medical terms that somebody might not understand. Or if I do, I try to explain them as best as possible.
 
Naviere Walkewicz  30:59
What an incredible lesson. I mean, that's fantastic. I think listeners, in general, it can be across any kind of, you know, function or specialty, really, just think about how someone needs to receive the information, understand.
 
Dr. John Torres  31:13
Interesting side note is, when I was going through— so when you're going through rounds every night, oftentimes you get a physician who isn't the nicest person on Earth, and they'll yell at you, or they're yelling at you for right reasons, you did something wrong, and yell at you, and you do it right. Awesome. And there's usually four other either students or residents, on rounds with you, and they would yell at all of us. And one day, my fellow residents, or students, I can't remember where we were, they said— you know, I think it was med students. They're sitting there going, “You know, it's really interesting.” They said, “When the attending yells at us, you're the only one— it doesn't seem like it affects you at all. Everybody else is sitting there quaking in their boots, and you don't seem to— it doesn't seem to bother you.” And I said, “OK, here's the deal.” I said, “I went to the Air Force Academy.” I said, “I was yelled at by the best.” And so after a year, you know, a good, almost full year of getting yelled at, you get kind of used to it. And so this is nothing.
 
Naviere Walkewicz  32:06
That’s fantastic, that would indicate— that's great. Wow. So that's a really unique story. And how you share information, I'm really curious. How have you dealt with having to give sometimes negative or bad news, and still— you talk about being energetic and sharing information, but if it's not good news.
 
Dr. John Torres  32:29
So one of the things I learned a long time ago is you have to match how you're feeling to how you're looking. And so if I'm talking about a subject that's the death rate from breast cancer, I have to make— so one time somebody told me that they were… This is early on; this is back when I first started, you know, 15 years ago. They said, “You were talking about death rates from breast cancer, and you were smiling, and it was kind of creepy.” And so I learned at that point, I'm like, “You know that's true, because this is an audio-visual thing, and so the audio and the visual have to match.” And not that you're being fake, not just you're being incorrect, but just that you're being honest with yourself, and how do you feel inside? And so I try to get that emotion behind what I'm talking about as well, and make sure that if I'm talking about something that is not happy, that I'm not smiling and joking around. Definitely never try to be clownish. I might joke around a little bit, and I like, I love dad jokes, and so I'll joke around. I'll tell dad jokes. I'll tell those kinds of things. We do a program for kids, and I'll be with kids. I'm always joking around and keeping things as lighthearted— especially during the pandemic, because they were scared about a lot of things and trying to bring it to a level where, you know, like, the big question, you know, they said old people are gonna die. “Is my grandma and grandpa gonna die?” I'm like, “That does not mean your grandma and grandpa are gonna die. That just means that, typically, older people are the ones that are more likely to have issues from this.” So you just want to be careful around them, you know, that kind of thing. So you learn how to do that. And I also learned from medicine when I was doing the emergency room — because oftentimes you had to deliver bad news to patients’ families, you know, that the patient had passed away — and so I was always, at least in my mind, very cognizant of the fact that when I went in there, they're looking at everything. They're looking at me, they're listening to me. And this is going to be something that's going to be imprinted in their mind for the rest of their life. I want to make sure that I handle it emotionally correctly.
 
Naviere Walkewicz  34:26
Wow, the gravity of that for sure, you know. So talking about what you've had to do as an NBC correspondent, and then also we talked about, you're doing some training right now as well.
 
Dr. John Torres  34:37
I am. It's the other facet of my life I’m doing as well.
 
Naviere Walkewicz  34:40
And so the like a diamond, we just turn it, and let's talk about this side now.
 
Dr. John Torres  34:44
Now, my wife calls me the chameleon. “You're going out there, you're doing this.” So I teach NATO special forces medics and supporters of the medics. And so we go out there and we teach a lot of different classes. One of the biggest ones I teach right now is what we call an instructor development course, where I teach TCCC, which is tactical combat casualty care, how to survive on the battlefield. But I also teach them how to teach other people. So train the trainer method, but it's a trainer method for special forces, which is a bit unique. And the way they train people, in the way they get trained, because their hierarchy is a bit different, and the way you approach things are a bit different, and the things they care about, and more particularly things they don't care about, vastly different, because these are the ones that— these are folks, especially in NATO, and we're talking across all the countries of NATO that are out there — you know that nobody really knows about — are doing things that nobody really knows about, that are very dangerous, right? And so the these guys are very serious about what they do and how they do it, and they just want to know the information they need. They don't want to know the information they don't need, and they want to know how to use that to keep themselves and their fellow soldiers alive.
 
Naviere Walkewicz  35:52
Dare I ask how that came about?
 
Dr. John Torres  35:54
Oh, that came about, actually, at an Academy football game. So I was at an Academy football game — this is years ago — and I met this fellow doc, a friend of mine, and we were talking, and he said, “You know, I'm starting up this program teaching NATO special forces medics. I think you’d be a great teacher, especially being an ER doc. Do you want to do that?” And I was like, “Well, let's talk more about it.” And so we talked more and went out there, and we started this program back in 2010, 2011, and then just work this program through. And now we have a variety of courses we teach. I go out probably four or five times a year and teach different courses. And these guys, again, are phenomenal, because we teach medical planning, we teach tactical combat casualty care and how to instruct tactical combat casualty care. And the guys we're teaching are just amazing.
 
Naviere Walkewicz  36:42
So yeah, one of the things you said earlier, I think it was during your 27 appearances in one day, your wife was bringing you peanut butter sandwiches. I would love to talk about the role of your family in all of these different experiences you've had in leadership and your impact. What's that been like for them?
 
Dr. John Torres  37:02
You know, one, it's been great, because they love the ride. They love going along. My wife's always like, “I'm just curious what's gonna happen next,” because I always take her everywhere with me. We always go together, and she's, you know, obviously, very, very integral part of my life. We got married right at the Academy, right after graduation. I met her at the Academy, and she went to the University of Colorado, and we met actually, in Monument when I was a junior, when I was a second-year. And then we got married after graduation, been married ever since. She went through all the pilot training with me, all the different assignments, you know, some good, some not as good as, you know, in the military, the deployments and everything. And then when I sat down and said, “You know, I'm thinking of going to med school.” She was like, 100% behind us. “Do it. Do what we need to do.” And it was huge sacrifice on her part. We opened up a couple clinics, and she was the business manager behind those, which is phenomenal. And the kids were behind us. They worked in there, and they did stuff. And the kids have never really been complaining about it. They've always looked forward to it. And now I see them as adults going through a variety of things themselves, where they keep looking for different adventures, basically. And I think that's part of, the way they grew up. And so now they're looking at it going, “Hey, I could do this.” And the mindset I always try to put in them and my wife and I together is, “If you want to do something, do it.” You know, the last thing you want to do is be 80 years old and going, “I wish I'd really done that one thing.” And so just do it. Life is short. Just make sure you do it. But could not have done it without the family. And can't overstate that. They are definitely the driving factor behind all this. And then when I went from medicine to NBC again, sat down with them and going, “They want me,” and my wife is actually the one like, “You're doing this.” And I'm like, “Well, I don't know if…” “No, you're doing this. You've been you've been talking about this for a while. You're gonna go.” And so, yeah, the rest is history.
 
Naviere Walkewicz  38:46
Wow. Well, we've seen the values passed on. Well, 300 years of your family, right? Extended family, through your dad into you. What would you say that the legacy, or maybe the traits beyond adventure have you shared with your children and that you're seeing through them now?
 
Dr. John Torres  39:04
You know, I think the biggest things are the one we just talked about. If you think you want to do something, you really want to do it, then go ahead and do it. Both my children are physicians now, and so they both— it was interesting, because neither one of them wanted to be physicians. And I think they didn't want to be physicians because they didn't want to be like dad, right? They wanted to do their own thing. And then partway through college, they both came to me individually and said, “You know, I think I want to do this.” I'm like, “Hey, if you do, like I mentioned, you really got to want to do— you really want to have to want to do this. You can't do it just on a whim, because it's going to take a lot of effort and a lot of work.” And they've seen that, but they're all happy where they are right now, which is great. The other thing I think I instilled in them is to, you know, essentially just be a good person. Be kind to other people. Always think about other people and where they are in life, and always realize that, one, as a physician, but also as just a person, especially as a father or husband or wife, that if somebody is coming at you angrily, or somebody is coming at you awkwardly, you think about where they might be right now. And my wife has a great quote I always attribute to her, because she used to always tell our staff this when we were had had a couple clinics, is people would come in, patients would come in angry and shouting and screaming. She was an elementary school counselor, and so one of the big things she learned, that she always instilled in us and me and the children is the outward expression of fear is anger. And so they're angry probably because they're afraid of something. And it could be they're afraid of the medical condition they have. The medical condition you might be telling them they have. The finances they have in their life, if it's not medicine, if you just meet somebody that you know, outside, you know, there's something in their life that's driving that fear, which is driving that anger, and so basically, give them a break. You know, it's easy to take a step back. And the other thing I've always tried to instill in them is, you know, two things. One is always, just take a breath. Don't knee-jerk react. Always just take a breath and take a step back and think about the things you're going to do. And the other one is realizing that tomorrow's another day, and tomorrow you can really think about what happened today and put it in a different perspective.
 
Naviere Walkewicz  41:11
That's fantastic advice. And I'm going to take that quote. I think that's wonderful. I really like your wife.
 
Dr. John Torres  41:16
Oh, she's fantastic.
 
Naviere Walkewicz  41:17
Yes. So one of the things we like to ask our guests is basically how you get better each day to be a better leader. So what are some of the things you're doing on a daily basis to be better?
 
Dr. John Torres  41:26
So one thing for medicine in particular, the one thing I do is, as you saw when I came in here, I'm on the phone. I'm looking because there's some committee meetings right now, medical committee meetings that might be important, might not, but I always keep on trying to keep in touch, or keep in touch with the latest news and the latest developments, especially at the higher levels of what's going on in the country, in research in the scientific field, because I want to make sure I get that information across as best as possible. And then just on a daily basis, just kind of look at where I am and what I've done, what I've talked to other people about, and where I want to go from here. And it's, you know— one of the big questions I get from people all the time is, “When are you going to retire?” And I'm 65 right now, and my answer to them is that, you know, I never want to be and, you know, some people can do this, and fantastic for them, they can do this, but I never want to be the person that's on my deck, in their chair, just staring out at the landscape and just sitting there going, “This is life.” For some people, fantastic. For me, I always want to be essentially paying it forward, giving it back, and talking to other people and trying to give them some information I might know, or at least help them get the information that I think they should know or might need to know.
 
Naviere Walkewicz  42:42
That’s fantastic advice. What might you share then that others can do as they're trying to aspire to become better leaders? What's something that they can do to get there?
 
Dr. John Torres  42:51
So a couple things. One is look at the leaders you have right now and see which ones you like and which ones you don't really want to model yourself after, because oftentimes it's pretty obvious. And the ones you like, just start looking at that and experimenting with a little bit and saying, “OK, in this case, you know this happened, let me tweak my answer a little bit. Let me tweak my approach a little bit.” And then one of the things that always— the other thing I always instill in my children is, and I got this from my father too, and my mother was— I call it the “Does this make sense?” rule. And so when things are happening, especially if you get some information that you're going to pass on to your subordinates, or you're going to pass on, in my case, patients or the public— always look, always take a step back, take that breath and go, “Does this make sense?” You know, does it make sense? For lack of anything else to say, you know, back when there were the theories about chips in the vaccines, you know, it doesn't make sense that they would put chips into vaccines. From an overall perspective, probably not. And so start looking at things like that and just taking a step back and saying, “You know what I'm about to do? Does that make sense, the information I got? Does that make sense on a basic level?” And if it I think it doesn't make sense, dig into it a little bit more, because it might but it might not, right? But at the same time, it gives you that step to go forward with it. And then, as a leader, always be willing to say, “I was wrong.” That's one of the toughest things. As a doctor on TV, I've had to do it a couple times. Always be willing to go, “Yeah, I was wrong. What I told you, what I said, was not accurate.” Or, you know, “I shouldn't have yelled at you guys yesterday for whatever I yelled at you for. That was incorrect; that was inappropriate.” But if the decision you made was wrong, if the information you got was wrong, just being able to say that and basically step up and go, “This one's on me.”
 
Naviere Walkewicz  44:44
Was that something you saw in someone, or you just learned that things went a little bit better when you kind of accepted that?
 
Dr. John Torres  44:50
So it was a combination of both. And this goes back to medical school too. The doctors that you really aspired to be like were the ones that were willing to sit there and go, “You know, I was wrong about what I thought you have. And here's what we're going to do now. Here's what I think.” And you sit there really going, “Wow, this is a tough thing to say,” especially as a doctor, because you're supposed to be this figure, like, you know, everything. And then I extended that into both television and my military issues as well, of going, you know, you see those leaders that are willing to go, “Hey, you know, I was wrong about the decision. Let's move on and do something correctly now.”
 
Naviere Walkewicz  45:24
That's fantastic advice. Well, we're going to get to your final thoughts here shortly, but before we do, I want to invite you to watch Long Blue Leadership on Tuesdays every month in both video and audio, and it's available on all your favorite podcast platforms. Be sure to watch, listen and subscribe to all episodes of Long Blue Leadership at longblueleadership.org. So Dr. Torres, we've had an amazing time together, but I want to get some final thoughts from you. What might you want to share with our listeners that we didn't cover today?
 
Dr. John Torres  45:51
You know, I think the big thing is kind of summarizing what we did cover is that essentially, if you want to do something, then do it. The Academy— oftentimes, while you're at the Academy, you often question why you're there. After the Academy, you sometimes question, “Why did I go through that? All my friends went through fun stuff, and I didn't.” You know, that kind of thing. But I think you need to realize that that gives you that leg up in life. It gives you a different approach, a different thing you've done in life that other people don't do, and it gives you that confidence of like, “I can do these things. I can do anything I want to do, because look what I went through already.” You know, these other people that I'm a bit jealous of because they went to a regular university and they had a blast for four years and all that fun — they didn't have to go through these strenuous things I went through. They didn't have to jump through these hoops I went through. They didn't have to accomplish these things I accomplished. And so, you know, not that I'm a better person than them, but I've already proven that I can do these things and I can do the things I want to do. And I think that's probably the biggest thing. And then when you're out there and you're leading other people — because at some point in life, you will lead other people — remember the leaders that you really looked at and you really appreciate it, and use them as mentors, even if they're not here for how they dealt with things. And then just experiment around, experiment around a little bit, and if you have to pull back and say, “That's probably not the route to go,” then go somewhere else.
 
Naviere Walkewicz  47:11
Wonderful. Well, I'm not going to ask you when you're going to retire, but I'll ask you: What's next for you?
 
Dr. John Torres  47:16
So next for me is essentially just keeping up with this, you know, the NATO special forces training. We're actually accelerating that a little bit. TV, continuing to do that as well, and then hopefully read more books and just enjoy life a little bit more. Which, number one, I enjoy it phenomenally, but just take a little bit of a breather.
 
Naviere Walkewicz  47:35
Wonderful. Well, we appreciate you so much. Thank you for being on Long Blue Leadership. I'm Naviere Walkewicz, thanks for joining us and until next time.
 
Thank you for joining us for this edition of Long Blue Leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Send your thoughts, comments and guest ideas to us at socialmedia@usafa.org, and listen to past episodes at longblueleadership.org.
 
 
KEYWORDS
Leadership, Air Force Academy, Dr. John Torres, survival training, medical correspondent, family values, unconventional journey, overcoming challenges, mentorship, public health, Hantavirus, medical communication, pandemic, media, family legacy, leadership, teaching, NATO, bad news delivery, continuous improvement
 
 
 
The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation