 All right, so we covered a lot of stuff today. Very strategic view. I really enjoy this type of conversation in these briefings. I've sat through tons of these briefings, and every time I listen to them, the speakers teach me something. I learned something new. I learned another way to deliver a message to try to connect to our airmen and to help them understand where we're at. So I'm just going to hit a couple of topics, and then I'll pass it over to the other two mentors and they'll kind of do some wrap-ups and some other stuff today. You know, being the USAFE Africa guy, you know, I got to talk about Russia. You know, it's China, China, China. Secretary said at AFA, he had three priorities. It was China, China, and China. And I think a bunch of us airmen from USAFE were always like, hey, what about Russia? And you know, what's going on in Ukraine right now? What's the, there's conflict going to happen and if Russia's going to invade Ukraine, what's the first thing we're going to see? Does anyone know? Cyber tax. What's been happening all day in Ukraine? Denial service, cyber tax. So next will be the false flag, and then, you know, that'll be their precursor for an invasion and then we'll have an invasion after that. So, you know, Russia's near term. That's now. That's, this week is, you know, them invading Ukraine. That doesn't mean we're going to be drawn into a war with Russia. That's not what we want, right? And like this, the chief of staff said, you know, you're going to dance with the one you brought. You know, we already have, if we go to war with Russia right now, we're fighting with what we have. You know, we're not going to go get wedge tails and buy in GAD and B-21s. We're going to war with what we have right now. So that ship sailed. We're talking about the pacing threat, which is China, and then making sure if we have whatever we need to take care of China in 2030, or you pick the year, then we'll have enough. We'll be good to take care of Russia, because China's the pacing threat. So just some perspective on, from U-Com, from USAFE, and we'll see how it plays out this week. And, you know, the president already said, we're not sending U.S. forces into Ukraine. Definitely won't send them to Russia. We're not sending U.S. forces into Ukraine. Doing so would be world war. So we're moving forces out there to bolster NATO to make sure that whatever happens stays in Ukraine. So just some essay on that. We're talking about ACE, you know, I think USAFE was ready to declare IOC on ACE at the end of last year in December. PACAF, same way, but we didn't do it because of messaging. Right, we were worried about being escalatory with Russia particularly. And so, although I feel that we're IOC and ACE, and I'm sure Dave Wolf from PACAF will say the same thing. Yeah, he gives me a thumbs up, you know, so we feel the same way. And we were gonna do a joint message between USAFE and PACAF, talking about, hey, we're IOC and ACE, and all sort of stuff. But again, we have to, a lot of this stuff, like you believe it or not, decisions like that go all the way to the White House. Or not necessarily the White House, but at least to National Security Council, and they're worried about messaging, right? So, I think we're doing good on ACE, you know, I think we're on a good trajectory with that. And part of that's the MCA piece, and I'd say MCA is not for everybody. You know, there's some airmen, I think we just need them to do their job. You know, we have airmen that just struggle just to do their regular J-O-B, right? I don't need you to learn how to do other people's job, I just need you to do your job. Right? And there's other airmen that are like pipe hitters, and I'm like, hey, you know, I think you can take a little bit more. So I just say, MCA is not for everybody, right? And I think a lot of times we try to talk about, oh, I'm multi-cable airman, I'm doing some, hey, some people, again, I need you to do your job, right? And the last thing I'd say, push the button, right? And push that trust button. We talked about trust a lot today, but I'd ask you to think about, you know, when these tough decisions are made by our senior leaders in the Air Force, a lot of times they have, you know, a lot more information, they're getting briefings and things that we're not seeing, and they're making hard decisions, right? Decisions, I'm glad I don't have to make. And luckily I don't get paid to make those decisions, right, because like my paycheck's small and there's this big, you know? So I'd say we have to really trust our leadership. You know, in General Brown, Secretary of the Air Force, these people are making these big decisions for our force in 2030, 2035. We're going to go, you know, I'd ask when people like, you know, because we see it from our foxhole, like, oh, I can't believe you're ready to attend, you know, whatever platform's going to do this job. And, you know, that's very tactical look, right? A single-role aircraft, you know, and just think about money, and we don't have so much money, right? We only have so much peanut butter to spread, you know, and so we have to figure out we're going to do that. So they're making hard decisions, right? So I'd ask when they make a decision that maybe is not very popular or a decision you don't like, just push that trust button, trust in our leadership, trust they're making the decisions that's best for the Air Force. Not your base, not your tribe, not your favorite platform. They're making decisions that's best for the Air Force and our sons and daughters that maybe one day will serve. All right, that's all I got, and I'll pass it over to BK. Thank you. Hello, hello, can you hear me? Okay, all right, real quick, I think Chief Headin' kind of really did a good job of talking about today and what you need to be thinking about going forward. Before I came here on Monday, I went to Army Airfield to see the IRF go out. So mobility warriors, we're getting the 82nd Airborne out there, the Poland, but I mean, we know why they're headed out there. You gotta keep in mind that any O-Pen we have about majority of the assets are gonna come from CONUS. So that means we're gonna fight to get to the fight. And that's gonna require us all. So that's just something to think about. I'm not gonna really give you anything new, but just to kind of maybe think through some of the information that was pushed to you as expectations from different levels, the Chief of Staff of the Air Force. He had an expectation that you be experts, candid, get after the right answers and care for airmen. That's pretty easy stuff. He said he's talked to a lot of airmen, and he wants you to know their expectation is that you need to know them, care for them and support them. That's easy stuff. The Chief of Staff of the Air Force laid a couple nuggets on you. She'd like to talk about your balance, your pillars, be able to shift those emotional gears, go to money meetings, don't avoid them, mentor all, but sponsor few. We talked a little bit about strategic competition, that paradoxical trinity of policy, people and chance, but that's kind of military. Strategy ends ways means and really know your purpose. The Chief's Group, read a handbook. All right, A5 Futures. Big picture there is for you, be that change agent and really instill that competitive mindset and get off TikTok. For half A3, really discuss the really A4 gen model for the most part and then really ace and how to facilitate aces through multi-capable airmen as Chief hadn't kind of talked about. We'll grab multi-capable airmen and we'll just have capable airmen and that's gonna be okay. A8, Chief Ross hates libraries, so you can put that on social media. Big picture of those. We're gonna fund stuff that scares China and deters Russia and really the end of his message was take care of yourself, take care of others and accept help and I think that was a pretty good message and then we just had the Undersecretary really talk about the seven operational imperatives of our SEC AF. They weren't in priority but I think number seven we all can kind of see ourselves in, right? And that's making that transition from where we are today to fighting wars and that's something that we really have to think about. Last thing I would just end with is, hey, you guys gonna work in a Delta. Your organization is trying to go somewhere wherever you work at and that's kind of based off of where DOD is going and then the Air Force and every echelon down. Figure out what that Delta is. For your level is it training, is it organizational structures, communication issues, if that's what it is get after it and then from a higher level maybe working after policy and guidance and then you're gonna work with a boss who you may not align with, you gotta find alignment. As long as what they're doing is not illegal or moral and it's just not the way you would do it, fight hard to just find that alignment and then that's where you're gonna go forward. If there's really a difference of opinion bottom line they know the opinion, you own the difference, you gotta figure it out and that's where you're gonna move forward as a command team. That's all I got. I love you. That's all I figured. We're gonna have a drink tonight but I'm gonna pass it to my big man. Hey, he did an amazing job and kind of touched on a little bit of the things I wanted to kind of close out with today. Hey, just an analogy as we talked about the Force Gen and the CSAF talked about the four bends. I just wanted to say, hey, this is an investment this week into you, right? And there's a return that we expect from you. So as you look at the Force Gen generation we look at the bends, right? And you return to your AOR, right? And your center of influence where you'll lead. I just ask you to think of four general areas of concentration. Number one is how do you onboard your folks onto your organization? That needs to be a priority for you to focus on because we talked about the things about first impressions and we talked about building trust it starts right there, right? What is your first impression to that new airman that arrives on your installation, right? That second bend I will tell you is in Garrison what is your development plan of execution for your folks underneath your AOR, right? When we look at OT&E and enlist the force development action plans and pacing challenge and operational imperatives for China and Russia and money and foundational documents you need to have a plan on how your folks are gonna stay in tune and in step with the enlisted force in the direction that SEMSF wants to take us in. The third bend I will tell you is about your deployments. We talked about what it means to be deployed ACE and MCA and the other piece I like what Ross talked about was, hey, that reintegration piece when we return from deployment how are we connecting with our folks when they go downrange and when they come back and then family matters? How are we connected to that family? I'll tell you, when I was a command chief back at Scott Air Force Base I used to tell my teammates and say, hey, when someone arrives on this installation they're on the installation for about probably 10 months, maybe to a year and then they get an assignment to deploy, right? They gotta deploy, right? That's when we reach out to the family and try to make connective tissues we're already behind the curve, it's already too late. That family has been on the base for almost a year and now we're finally trying to reach out to them and trying to partner with them and say, hey, you know what? While your family members downrange we're gonna take care of you when we haven't created that relationship with them from the very beginning, so make that a focus. The other piece is how do you off-board? How do you off-board? When I found my failure that I did as a supervisor and the leader I had a lot of outstanding airmen that worked for me and when they PCS, you know what we did? We did the recognition, we did the party and then we sent them on their way. Never did I reach out to the gaining unit and say, hey, let me talk to you about the superstar you got coming to your organization. Let me tell you about some of the qualities that they have and let me tell you about some things we talked about further developing them. So guess what? My last exec when she left and she went to the Pentagon I reached out to that leadership team and we had those discussions. I sent that feedback, I sent her last EPR and I got with that leadership team and we talked about the further development of that airman and I'm saying, hey, I'm handing you an outstanding airman. My expectation is that you continue to help them grow and mature in the United States Air Force. The second thing I want to talk to you about and again, staying in that forbidden area. Hey, when I first became a command chief I came to a conference kind of similar like this it was for all command chiefs and they talked about time management and I had a lot of briefings on time management but it was never presented in this way of being deliberate. How do you deliberately deal with time management? And it talked about two, 10, five, seven. And a lot of you might have heard this already but I'm gonna walk through it and I'm gonna talk to you about it as it relates to the forbidden, right? They talked about being prepared and a 24 hour a day how do you be deliberate about what you do in that day? The two hours is about you taking care of yourself. I don't care if it's reading, meditating, exercising, praying, having a coffee, watching the news, whatever you do, how do you get yourself mentally, physically and emotionally ready to take on the day's deeds, right? That's that two hour piece. The 10 is about to work. Now that I'm ready and I've got myself emotionally, physically and emotionally ready I gotta go and put in the hours, right? And I'll be honest, for me when I look and did my assessment for myself I said, you know what? I'm probably around the 12, 12 to 14 hour, right? Work day and we will be and you will be when you get into your seat, right? But it's focus and being deliberate about what you're doing with your time. The third piece, like the five hours was about that family time being committed to your family. And I like the way he, in that one bend he had it was about, let me find it on my chart here. It's about being, I can't read my own writing. Okay, so it's about being ready to commit. Being ready to commit, right? Being ready to commit. When I leave the office, right? At any moment I could be called back. That's why you're where the uniform is 24 seven. But when I'm home, I'm with my wife and I'm giving that time to her. I dedicate that time to her, right? That two, 10, that five piece. How are you going to commit to your family knowing that you are still on call at any moment's notice? But you can still commit to your loved one that's with you, right? And then the last piece, right? That reset piece, right? Is laying your butt down and getting some proper rest, right? The fool in me used to walk around and be proud to say, hey, you know what? I get four hours of sleep and I'm back up and I'm ready to get after it again, right? Now, you know, a little bit aged, I realized that I need about, probably about seven, eight hours of sleep. So I focus on that, on getting that seven to eight hours of sleep so that I can start that next day all over again with that two hours of being focused on myself and getting my exercise and stuff in. Hey, last thing I will tell you this, right? Came up as an electrician and this is important to your folks that you'll be leading. Hey, when we wanted to connect a power source to the end user, we used a conduit. And a conduit enabled us to safely get that power from one source to the end user so they could use it and make it relevant, right? I tell you, be a conduit for your airman that you're charged to lead. You have the responsibility to get that information translated from the source to the end user that young airman that just arrived on your installation and needs to be brought in to the team to understand where the organization is going and then number one, how important they are to the organization, right? So be a conduit for your folks. And that is all I got. We're gonna have some fun tonight. Are we gonna make announcements about this evening? All right, thank you. Appreciate it, congratulations. Hey, I know I'm the only thing standing between you and the social hour. So we'll make this pretty quick. So you do have the social. You have two options to get there. There will be buses that pull up in front of lodging and that's where the reception is and they'll take you over to the club. The club is a pretty short distance from here so I'm pretty sure anybody not have a smartphone with a map app. All right, if you type in the Maxwell Club, not Maxwell Club, type in the Maxwell Club to your app, it'll show you how to walk there. It's a 10 minute walk from the SOS storms. Pretty easy to get there. You just basically go to Air Command and Staff College, walk across the Chapel Park and lot and you'll see the club right there. Any questions on where that is? All right, another thing about the social. Please go. One of the things that we teach at the Chief Leadership Academy is leveraging networks and relationships to take care of airmen and to get the mission done. So you have a great opportunity tonight with 389 of your fellow newest Chief Mass Star and so the Air Force.