I gained insights into leadership early in life by observing my father’s path in the U.S. Air Force (USAF). Beginning as an Airman Basic, he swiftly rose through the ranks thanks to his skill in electronics, ultimately being chosen for Officers Training School. His outstanding leadership abilities resulted in several “below the zone” (BTZ) promotions, highlighting his remarkable service. Sadly, his potential as a leader in the USAF was tragically interrupted by a C-130 crash.

A crucial turning point in my grasp of leadership happened at 11 years old when I broke my elbow in Japan. The surgeons fixed it, but it was my father who truly mended me, showcasing resilience and leadership. During a visit to his workplace, I witnessed the raw machinery that kept airplanes aloft, understanding the loyalty his men had for him. My father’s knack for remembering each airman’s name and his encouragement for questions instilled in me the values of respect and curiosity.

This mindset became essential during my rehabilitation, as I diligently worked to restore the use of my right arm without the support of American physical therapists in Japan in 1968. This experience, paired with the principles articulated in Theodore Roosevelt’s “Man in the Arena” speech, reinforced my belief that leadership springs from action and presence, not critique from the sidelines.

Currently, I apply these teachings to offer honest assessments of healthcare and defense leadership. Our healthcare system frequently retreats into bureaucratic stagnation, neglecting those it is meant to serve, while world leaders teeter on the edge of war. Having been “in the arena,” I confront these cold and hesitant strategies, unwavering in my dedication to “do no harm” and uphold constitutional principles. These deeds, not mere words, characterize authentic leadership.