Lisa Nichols
Chromosomes. Little strands of nucleic acids and proteins are the fundamental genetic instructions that tell us who we are at birth. Most people are born with forty six chromosomes, but each year in the United States, about six thousand people are born with an extra chromosome, making them a person with Down syndrome. If you've ever encountered someone with Down syndrome, you know that they are some of the kindest, most joyful people you will ever meet. They truly have something extra. My name is Lisa Nichols, and for thirty years, I have been both the CEO of Technology Partners and the mother to Ali. Ali has something extra in every sense of the word. I have been blessed to be by her side as she impacts everyone she meets. Through these two roles as CEO and mother to Ally, I have witnessed countless life lessons that have fundamentally changed the way I look at the world. While you may not have an extra chromosome, every leader has something extra that defines who you are. Join me as I explore the something extra in leaders from all walks of life and discover how that difference in each of them has made a difference in their companies, their families, their communities, and in themselves. If you like this episode today, please go to Apple Podcasts or wherever you listen and leave us a five star rating. Lisa Nichols
Before we get started, I'm excited to share that my book Something Extra is now available. It is rooted in the remarkable spirit of our daughter, Ally, and the heartfelt conversations we've had on the podcast. You'll find wisdom and practical tools to ignite the leader within you and uncover your own something extra. Visit something extra book dot com or find it at Amazon or in all major bookstores to order your copy today. I am honored to have Greg Boss Wildridge on the show today. Greg is a retired US naval officer and the three time flight leader of the Blue Angels. Well, Greg Boss Wildridge, welcome to the something extra podcast. I am so delighted to have you on the show today. Greg Wooldridge
Really glad to be here, Lisa. This is a treat. You Lisa Nichols
It's a treat for me too. I always typically go back and tell my listeners how I meet people, and this was just a really cool one. One day, I'm on LinkedIn, and I see stuff about you. And I'm like, I'm just gonna reach out to him and see if he'll be on the podcast, because I told you I've heard John Foley speak before at a CIO summit, and I'm just so fascinated by we'll talk about it. But by the Blue Angels and, aviation and that, and I thought, you know, I I wonder if he would come on the podcast, and you responded right back to me. So thank you so much. Then we got on a phone, Greg. How many people did we know? Greg Wooldridge
Yeah. We both have dear friends. The the same dear friends. I think we all have dear friends, but the same dear friends. Wonderful. Lisa Nichols
I know. So who knew? You know? So I'm just there's gonna be so much, here that I wanna talk about today, but I just wanna read something real quickly before we jump into things because I think this will set us up. Captain Greg Wooldridge served in the United States Navy for twenty seven years. During the final decade of his career, he proudly served on three occasions as the flight leader and commanding officer of the Navy Flight Demonstration Squadron, the Blue Angels. In addition to leading the team for hundreds of air shows in the United States, Wooldridge took the team to various locations in Europe, including Moscow, Bucharest, and Plautov, Bulgaria. Greg, I this is so, so interesting to me, but you grew up not too far from me. Now you live in Oregon now, but you grew up in Springfield, Illinois. Greg Wooldridge
That's my high school graduation. It was Springfield High School. And then I commuted well, I didn't commute first year. I lived on campus forty miles down to the southwest at Blackburn. I graduated from Blackburn University down the between Springfield and Saint Louis. So I've I've got my roots here in the Midwest, and that's where I I claim home. Even though after college, it was, you know, off and running in the in the navy around the world and all over the states. So Lisa Nichols
Right. Right. Right. Right. Well, that's that's good. That's and sometimes you get back here because you do have good friends here, and, we just happen to share some of those friends. But what I wanna ask you about is well, I've got lots of things to ask you about, but what were some of those values Lisa Nichols
Greg, that were instilled in you in an early age that you've carried forward with you in your naval career? Greg Wooldridge
Well, I think I learned that performance creates growth. Right? And how well you do at things. I my dad was raised in an orphanage all the way through high school. I mean, he never just never never lived in a family, lived in an orphanage. He he learned some incredible values, truth being foremost in his mind. And the belt came out every once in a while if there was a little a little fib or something. You know? Lisa Nichols
Little bit of white lie? Greg Wooldridge
Yeah. Yeah. So I learned about truth. I learned about trust. And, those things from my from my dad were were great. And then I, I was, you know, kind of a slacker academically. I mean, I think I had it in me. I just was lazy, you know, all the way up to college. Went to a college there in Central Illinois, Blackburn, where they had a work study program. So to live on campus, you had to do a job. I actually took care of the heating and air conditioning, for the campus, and and I learned from that that, you know, learn about responsibility and how you live up to the response the the, expectations, and that creates in you accountability and responsibility. I know a lot of those standard words that are thrown around, but but you learn how you learn them and how you live with them and how you let them bring you growth. And that's that's, I think, where I I got a lot of the things that I can count as blessings in my life. Lisa Nichols
Right. Well, yeah, I knew that you were in charge of firing up the boiler. Greg Wooldridge
Yeah. I wasn't gonna say boilers because that that makes me look like well, even they were coal fired furnaces that were left over. I won't say that I was that old, but they were left over from, you know, earlier years. And I would get up at four in the morning and go, fire up the the big furnaces with the and get the what they call clinkers, the burned up coal. Reach like, we got a few scars, burn scars, get the old coal, and then fill the hopper that feeds the the furnace with the fresh coal. Anyway, I learned a lot about living up to expectations. Lisa Nichols
Yeah. Yeah. And if you had not have done that, you know, then people would have been cold. Greg Wooldridge
That's what I mean. Exactly. Lisa Nichols
Yeah. Well, let me ask you this. Did you always know that you wanted to fly? I mean, did you dream of flying as a little boy? Greg Wooldridge
I hate to burst bubbles with that, but the the the when I I grew up in my my younger years in Cincinnati, and one of the things I used to do, I'd back in the day, I'd catch a bus from out in Westwood down to downtown Cincinnati. I was probably ten or eleven back when kids could travel. I mean, they were pretty much safer, you know. And I would go to the crew tower, which was the tallest building in Cincinnati, and you could go up on the on the top, and I would sneak up my little balsa wood airplanes, put them together up there, and fly them off the top of the you know? Lisa Nichols
Oh, I love that. Greg Wooldridge
They weren't drones. They didn't have that getting up, but they Right. But, so that was my my experience with flying and making models and things like that, plastic models. I can't remember the name of the Revel Revel Revel, I think, made a lot of those models.Lisa Nichols
Revel. Mhmm. Mhmm. Greg Wooldridge
And and then at at a very young age, and then after that, it was like, well, what am I gonna do in life? I thought about forestry and, you know, I love the outdoors and, I never really got refocused on aviation. So here's how I got to it. I, I got into college. While I was in college, I I did a a college kid dump thing, and I I had a child and got married. So now in those days, coming out of college, I needed to be able to find work immediately, right, and learn a skill. And I I got a basic, bachelor of arts degree with an economics major. That was about as as, specific as you could get, economics, you know, macro, micro, whatever. Right. That that wasn't a real, a real big honor to carry out. But in those days, when you finished your college where you had a deferral from the draft, it was time to serve. I thought, okay. I don't have a problem with that. I'll I'd love to serve my country. And the way I found to get to that got me to aviation was I needed to learn a skill. Now I've got a college degree. I'll go into one of the services and learn how to fly. So when I get out, I can get an airline job. Yeah. So that was my motivation to get into flying. You know? No no no scars in the eyes. No looking up saying that's what I wanna do. You know? So graduated from college finally and was off to the navy to do the most demanding flying in the world off of aircraft carriers. So that's how I Lisa Nichols
Yes. Yes. Yes. Yes. Yes. Well, several things that you just said, what you did in college, but, listen, you had the blessing of a baby. Right? Yeah. It could have been so much it could have been something different. Right, Greg? But, you know, that's Greg Wooldridge
Find them. That's fine. I say young man. You know? Fine man. Lisa Nichols
Yes. Yes. Yes. Yes. Okay. So I know I think this is true. Correct me if I'm wrong. Some things that are red. I think your call sign was rug dance. Greg Wooldridge
Well, I didn't like it, so it stuck like a rug. Lisa Nichols
You didn't like it.Greg Wooldridge
If you get labeled with something, either by the way you look or your actions or part of your something that sounded like your name, you know, that could be laid into your name, like like a good friend of okay. Yeah. Rugged down. So I'll tell you what that means in a second, but a good friend of mine Yes. About I'll give you a couple examples. He was his name was Scott Swift. He became the four star admiral in charge of the whole Pacific white, warfare groups, you know, Navy, army, everybody. So Scott Swift, his call sign was not so. Not so. Greg Wooldridge
Not so Swift. And so here's his four star admiral, and I still call him not so, you know, not so swift. And then another fellow named Jim Ward, his call sign was Psycho Psycho Ward. And then then you had kid you know, young men that had different appearances in the, you know, you you need to listen. My my call sign, rug dance, came from being called on the carpet too much, being screwed up, you know, and and pressing the envelope, maybe exceed going outside the envelope of legality. And that Mhmm. In front of the the boss's desk, the CEO's the commanding officer's desk, and a cart usually a cart they always you call it the carpet and and shuffling my feet, and that was called a rug dance. Lisa Nichols
The rug dance? Greg Wooldridge
Yeah. So I was I glad I got to the blues where they took away your fleet call sign and called you boss. Lisa Nichols
Boss. Yes. So I know that that was your call sign when you got there. You know, when I was reading I because I read some things, Greg, about you pushing the envelope, and I was thinking, maverick. You're like a Tom Cruise Maverick pushing the envelope. Greg Wooldridge
Yeah. A little bit of that, you might say. But, always considering the impact on others. That's, that's one thing that has formed me a little bit that that Greg Wooldridge
Accountability to other people. Lisa Nichols
Yes. For sure. Well, let's get into it. So the selection process, I know, is very, very rigorous. What do you remember about the day that you found out you were chosen? Wasn't there a number or something that you were supposed to call into? Greg Wooldridge
Oh, that was, that was Amanda. That's the story of Amanda. Lisa Nichols
That's Amanda. Yeah. Greg Wooldridge
And and and the team did that with the junior officers. They would tease them, make you feel like you didn't get selected. Then they'd say, well, you know, then they on a conference call on a phone, they'd say, welcome to the team, and they'd do, you know, see your call sign, whatever. For me, for the boss job, it was a different selection process. We interviewed with, some ex Blue Angel bosses, some flag officers, admirals, navy captains, some senior officers, and they and they interviewed you and interviewed the finalist for the boss job. And there were about six of us, It was Christie, and they, they let me know after all the interviews were over, and they they deliberated for a couple of hours. And then they came and said, we've selected you. You're the guy for the job, and I really didn't think that would happen. One of the reasons why I think I was so comfortable in that environment was because when I got there, I saw the competition for the the new boss position, which included the commanding officer of Top Gun, another guy that had been doing aerial demonstrations on the East Coast, very handsome blonde hair, you know, flowing blonde hair. He just looked like the picture perfect person for the job. So I was very relaxed, and I just said, I'm just gonna tell them what it is, you know, like it is. That's I'm gonna get myself, and if I get it, I'm not gonna get it. They're not gonna pick me. And then, and then Wow. But that's all Well, that's question one. Lisa Nichols
That's probably one of the reasons they did pick you. It's because that you were humble and you were Wow. You weren't arrogant and all of that. Right? Greg Wooldridge
One of the guys on the board, Chris Kanzi, I'll never forget the the man. He was a Hungarian refugee, but a navy captain. He had seen the bad times in Hungary, but he's he said to me, one of the reasons you got selected is because we saw you go over to the communications center to find out about how you were troops. Because I was commanding a squadron, you know, on a ship in Japan, And they say, we saw you go over there to check on your troops and see how they were doing in the promotion boards and then the selection boards and advancement boards, and they said, amongst themselves, they said, no. There's a guy that cares about his people. And that was a big a big factor. Lisa Nichols
I love that. I love that. Thank you for sharing that with me. Well, this is probably I'm I'm just gonna repeat this, but you're the only person in history to lead the Blue Angels three times. That's incredible. So I'm sure that is one of the reasons that they picked you, you know, is because they knew that you really cared about your people. Are there other things you think, Greg, that they kept coming back to you and picking you for that? Greg Wooldridge
Some of it, frankly, Lisa, was timing and availability. And, of course, I was willing to come back. I there were cup the first time I got a callback, I didn't particularly like the reason that they had set that boss, the guy that relieved me, they set him aside. So that was a bit of a rub for me, but I had only been gone for six months. So coming back was fairly e I wouldn't say easy, but, you know, workable. And then the second time I got called back, I had flown for two and a half years, and the team had a confidence issue, a morale issue in leadership. And so that was that was a bit of a challenge, and I was getting ready to retire. But the but I was the guy that that needed they needed to get there. Right? And somebody that Yeah. Step into a troubled environment and bring things right again. Lisa Nichols
Okay. Well, good. I'm glad you shared that with me. So tell me how what did you do when you came in? I mean, because that relates to business. Right? There are so many organizations that have a troubled environment. So what were some of those first things you did, Greg, when you came into the the squadron after you that that second time? Greg Wooldridge
I think to elicit trust and, self confidence in each member. There were about a hundred and fifty people in the squadron, and I talked to each person personally about how we were gonna get this done because there was a lot of doubt. The skill level was still there, extremely high, but the doubt, the lack of confidence in what the leaders were you know, leadership was doing. So I shared with them that I'm gonna I'm gonna give you a hundred and fifty percent, and I just ask that you give me your best. And I hope we can get this done. We're gonna go out and we're gonna knock it out of the park again. Right? And, I'm just here for you. So you let me know what what's on your mind and and where we where you think we can go from here. And, I just ask for your best performance, and and, I'm here for you. Greg Wooldridge
And in a in a major corporation of thousands, you're gonna have to get to the lowest possible level that you can, you know, do time wise and and talk with folks and let them know who you are, Project that which which well, what I hope is real humility, you know, but b have confidence, but also allow yourself to show vulnerability because there's more strength in being vulnerable and being able to share that, you know, okay. I screwed that up. You know? Greg Wooldridge
How do you fix it? So, anyway, that and that's a long, long answer. Sorry. Lisa Nichols
That's that's really that's really good. Well, Greg, I mean, with the Blue Angels. And this still I told you this blows me away, and I know that you get even lower than that by the end, but flying that eighteen inches apart, I mean, that just blows me away. There's a tremendous amount of trust there between the pilots. Right? And you said at the end, the goal is to get down to twelve inches apart. Not all the squadrons make it to that. But what do you think? I mean, we're talking to execute. There's got to be so much precision and trust. I mean, what what's the hardest thing about leading a team that has to be that precise? I mean, there's really no room for for mistakes. Greg Wooldridge
Yeah. Yeah. Well, the hardest hardest thing is is made is quite frankly made simple by the way we operate it. And that was when we got done flying, we would sit around the table, and that sounds informal, but it's it's structured, a long table, and, you you know, we were on the road thirty five weeks out of the year, so the environment itself changed a little bit. But the our crew of how we got into this debrief, and we talked about what had happened, that's how we generated incredible trust because it started with me, the person that was in charge, the CEO, you know, I would or the project manager, whatever it was that you were debriefing. In our case, it was a practice or an airshow, and practices were the same as airshows as far as their intensity of of debrief. And so I'd get in there and talk about what I had done and what I could have done better and what my mistakes were. We call them safeties. And everything that you could think of that you'd done wrong, you put it out there and say, look. This is what I I did wrong. And that was what I call strength and vulnerability. And the reason was that you'd say you'd fix it and and then it would go to the next person and we built that into the culture, that accountability that Mhmm. Able to say exactly what you did wrong and give assurances that I recognize it and I'm not gonna let it happen again. If you couldn't figure it out, then you we went into this mentoring mode, which was not caustic. It was not critical. It was not sharp. It was, you know, with love because we loved what we did. We loved our team, and and we fired it up and got ready. So at the end of the debrief, now you had things that you had complimented each other on, you know, the praise that comes from doing well and that was great. But you'd also discovered and and that enabled you to do better the next time in in great performance. But we also discovered what had challenged us and how we were gonna keep working to fix that. You know, as Vince Lombardi once said, Vince Lombardi, the a lot of the young folks don't know the the greatest of all time coach of the Green Bay Packers, in paraphrase, he would say, we're gonna go out today, and we're gonna seek perfection. We are gonna work to get perfection, but we'll never get there. But along the way, we are gonna experience excellence. And that's what we were shooting for in the blues. And that's what made made us different, that that being vulnerable, allowing to be vulnerable, expectations of that, revealing everything you would you could that you had done wrong. And if you had if you couldn't rip remember it, somebody would help you along the way in a in a very positive way. So that strength and vulnerability, that was what really unusual. And nobody had to hold back because it was the culture of being, you know, responsible and accountable, and that was okay. That was encouraged. Lisa Nichols
I love it. I love it. Oh, there's so much goodness in that because being able to take the feedback without the feedback, how can you ever how can you improve? Right? You can improve. And so I even, when I speak to younger people, I'm like, be be open to feedback. Ask for feedback. Lisa Nichols
Ask for feedback. See, what could I do better? You observed me in that meeting. What could I do better? I think that's so important. You know, one other thing I'm just thinking about, Greg, is when I heard John Foley speak, you guys had a a line that you would say. Glad to be here. Greg Wooldridge
Glad to be here. Lisa Nichols
Glad to be here. And I, you know, I was thinking about it this morning. I was thinking, what a positive that's a positive, demeanor to have too. Right? And just being grateful that we're here. And, you know, what did that like, even saying that line, I mean, what what kind of, I don't know. What kind of emotions did that build in the team? Greg Wooldridge
It it was an expression that allowed you to to level out. Let's say you'd had a terrible day flying. You were out of position. You couldn't make your maneuvers work. You talk about it, express it. There was no fear. So fear is dissolved in that in that in that debrief environment. Now you're you're on edge and you're not fearful, but you're aware in flight with these challenges. But once you get in a debrief, there's no fear of being open. So you can say everything that you had done, you can express that in a in a fear free environment. The end of whatever you did, if you had a terrible day, you you could say glad to be here because I I'm feeling the trust that we have amongst each other. And when I talk about the culture of the Blue Angels, I talk about the, the two factors that built the culture. And one was trust. And because the trust was so strong, you were glad to be there. The trust And the gratitude work together. So being, trustworthy you know, talk about a leader, you have to be trustworthy. Right? And that involves a lot of things. Some words that I I usually talk about. But, you've got that trust built in, and so that builds that glad to be here. And the glad to be here helps from us remind each other, you know, I've even got a sticker of that on the back of my cell phone, my iPhone, that, you know what? Despite how hard it is, despite the day you you may have had, you're allowed to talk about that. And that, you know, that Right. Let you relax and become grad grateful. You know? The gratefulness of that. I'm glad to be here to reset. Lisa Nichols
Yeah. So good. So good. Well, Greg, I've got lots more questions. But we need to take a quick break, and we'll be right back with Greg Wooldridge on the Something Extra podcast. AD
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Welcome back, everyone, to the Something Extra podcast with Greg Boss Wooldridge. We've been having a lot of fun talking about Blue Angels and all kinds of other things. But, you know, Greg, you you have said a team's mission was bigger than just airshows. Right. How did you keep that bigger why in front of your squadron? Greg Wooldridge
Yeah. Yeah. It was about, building relationships with with people. Alright? The people that got to see you, the people that heard about you. You're ambassadors of goodwill, and you're out working with the public all the time. I'll digress for just a second. That is part of the reason why we didn't pick replacement pilots. And we got to pick our own, which is pretty cool. But we didn't pick them based on military records and flying performance. It was about personality because that's where we needed that humility. The ability to connect, be accountable, and be humble at the same time. Be confident, but be humble humble. So we got to interact with a whole bunch of cool people. One of the things, I think you'll enjoy is that appreciate is that we worked with Make A Wish. And we would ask, especially in the major markets that we went to, we'd ask for the local chapter to bring the kids out. And and the kids would be so wonderful to be with. And we'd we'd have them come out on a Thursday when we first arrive when there's no crowds, and we'd actually bring them out to the flight line. I actually took some of my makeup which gets and put them in the jet, put them in my seat in my cockpit, which doesn't happen very often, and, give them a special very special experience because they deserve it. And Mhmm. It's part of you know, I I found out in the Bay Area from the chair chairlady there that it's not about granting a wish because something bad was going to happen. It was about granting a wish for life, you know, to have an experience that would bring people to a a higher appreciation for living and want and share share something with them. Many times, the Make A Wish kids, unfortunately, it's a blessing if they recover. One of the essential parts of that was to know that there's people out there, the Make A Wish kids, challenged kids like Ally and, you know, we have it easy compared to all of them.Greg Wooldridge
They're the rock stars. They're the they're the superheroes out there. It's just us flying around in the blue jets with great support and everything, but the kids that, woke up in the morning that maybe didn't know what was gonna happen that day. Right? That's those it was great for keeping us humble. Lisa Nichols
Yes. It's so beautiful. So beautiful. Well, let's talk a little bit about leadership and high performance teams. So what do you think I mean, we've already talked about some of these things and you'll I mean, I definitely think humility is humility is the first chapter in my book, by the way, Greg, because it's Yeah. So important. But what do you think separates a good leader from a great one?What are some of those characteristics? Greg Wooldridge
How many books have been written on leadership? Right? How many times the word's been repeated? I would say, for me, to build a trust environment is crucial, and you do it through your your personal integrity. I I use four c's with trust. One is competence, that you're competent in what you're doing. You don't have you don't have to be the greatest that ever lived or, you know, you don't have to, be on that pinnacle, but you should be competent, and that starts building trust. And then it is about your character. And and character's terribly important, wonderfully important. Greg Wooldridge
Neither and part of that is being truthful. Truth is a big part of character. And the the fourth c that I like to talk about is commitment. Commitment to let's make let's make our mission happen and do it in the best possible way. And then you gotta trust going back and forth with your teammates. And the fourth one is consistency. A good leader has to be consistent. And and once you if you ever break that, be ready. Be ready for some doubts to arise and your effectiveness to to to shrink a little bit. Mhmm. Consistency. Now I you know, all of that also leads to that when I talk about allowing you to be vulnerable. So you've earned the trust, and now you can be vulnerable and and be unafraid. You know? We I've dealt with some corporations where that environment didn't exist, and there were people that would never say anything, first of all, because they were fearful. So the fear has gotta be erased. They were fearful. And and and, others, there's cultural issues where, you know, because of who they were, they weren't supposed to say anything. But the fear is a big thing. And we drove we drove that out, and that's what a leader will do. He'll make sure that there's no fear because you're not gonna get to the right answers about things and move forward positively without being able to hear from everyone. I I I see companies where they have in their midst silent geniuses, people that make the difference in that organization, but there's they're fearful. They're afraid to say anything or they don't have the opportunity. The structure, the culture doesn't encourage that, these are the mistakes I made, and I think we can all get better. I took I took that debrief to FedEx when I was flying with them, and we experienced some growth there with using that that way of talking about things without being afraid.Lisa Nichols
Yeah. So talk about that. You spent, what, sixteen, almost six fifteen, sixteen years at FedEx? Greg Wooldridge
No. About active years, about thirteen. And then I had Greg Wooldridge
Then I had a a an event where I had a a wonderful second chance, and I lived through, cardiac arrest. And then I I had to go had kinda quit flying after that. But I survived something that's about an eighty percent chance, sudden cardiac death. Those are the things you're calling. So I just second chance was there. But I did get to wonderfully after retiring from that navy, I got to fly with FedEx. Lisa Nichols
Yes. Yep. Which is another iconic Oh, it's Iconic company. Greg Wooldridge
God bless Fred Smith. You you just recently passed. What a what a Yes. What an incredible man. Did some great things and created a wonderful company, and they were great to work for. Greg Wooldridge
We had a great safety record there after I got, you know, in their past, wonderful safety record. Then they started having things happen, when the gear collapsed or something, you know, where the airplane would be damaged. And they said, well, why is this happening? And I said, well, I they they asked us. I was in a very minor leadership or manage managerial position as a as a instructor. And and I and I thought about it. Why is this happening? There's nothing common in what's happening here. You know, the one was landing, one's a takeoff, one's something in flight. You know, they're not the same type I looked at it, and I went home, thought about it. I said, you know, one thing we never do, we never talk about the flight we just got off of. Primarily, I think, because a lot of it was overnight freight, overnight mail and and mission where you would get into some place like Orlando at four or five in the morning just, you know and and now you were working in the nighttime and sleeping in the daytime. The only thing you you wanted to talk about was get to the hotel and not even tell if I just get there and and pull the blinds shut, pretend like it's nighttime, and try to get some sleep. Greg Wooldridge
And I remember laying my head down on the pillow a couple times going, now there's something odd about that flight, and there was something cool about that flight, you know, or there's something good about it. I'd like to talk about that, but there was really no no procedure, no vehicle to do that. So I went back and I said, look, folks. If we could only debrief what had happened. I said, Blue Angels, our debriefs are about an hour to an hour and a half long. Immediately, they go, oh, yeah. That can't happen. I said, no. But here's what we can do. You know? We don't need to do that. We can spend thirty seconds, two minutes, whatever it takes to flesh out the good things on the flight and the not so good things on the flight. We can grow and get better because we can diminish the things that are not good.Greg Wooldridge
And embellish and bring into light the things that we did well. And and the captain of the ship, the captain of the pilot would say, alright. And and and before you left the cockpit, we put it on the checklist, and the FAA approved it. You'd say, okay. Let's talk about let's debrief. And then the captain would say, and so I thought it was a pretty good flight. I missed a turn on the taxiway or, you know, I was a little off on altitude here, but I can fix those things. So Yeah. He gets out in the air, you know. And then then the first officer and back in way back, they had a second officer, an engineer. Everybody had a chance to talk and discuss what had happened on that flight and how we could grow from it. And there was no fear. There was a full accountability and, again, that that vulnerability. So that's how they're glad to be here debrief. Got into Greg Wooldridge
Take it after take it from the Blue Angels. Lisa Nichols
Yeah. Take it from the Blue Angels. Well, I'll never forget, Greg having a Top Gun instructor on the podcast early on. Cujo, Teschner is his name, Robert Teschner. And he he discussed the whole thing about plan, execute, debrief. Plan, execute, debrief. And, so I just think taking that into your into your business, I think, is really, really important. After a sales call Right. After you've delivered a system, whatever the case may be, really taking a look and taking the time because otherwise, you know, you may repeat the same mistake over and over and over, and that's insanity. Right? Greg Wooldridge
That's right. It doesn't that's what they say. And then you don't get better if you hit. Lisa Nichols
That's right. Greg Wooldridge
The things are hitting. Greg Wooldridge
You're not getting Lisa Nichols
Yeah. Well, let's go back. Let's go back, because you you talked about your cardiac event, and I I knew about that. But, you know, you also you didn't you have an inverted spin? Lisa Nichols
When you were flying, that almost was not a good outcome? Greg Wooldridge
It was a it the the way I got into that inverted spin, according to the flight manuals, was a guarantor that you weren't gonna recover. You know? That meant either Yeah. Jumping out, which means ejecting. Greg Wooldridge
You say you're gonna have to jump now, which meant eject. Use your parachute. Greg Wooldridge
Yeah. I got the airplane in through my aggressiveness and my my rug dance behavior. I got outside the envelope of the airplane. I was dogfighting with another guy. We both got our nose pitched straight up, and I watched him fall off. And I and that's when you in the normal dogfighting world, you'd be able to roll in behind. And when you get behind somebody, you have a tentative you have a Sure. Weapon solution. Right? So you win that fight. So, I got up there. We got really high in this a these a fours, and I watched him roll off. I said, I got him now. And I tried to I tried to move the controls. The airplane wouldn't do anything. I thought, oh, no. In the in the in the flight manual, it said, don't ever get the nose of the airplane straight up or or even beyond straight up a hundred degrees nose up, and you're at zero air speed because you'll get into an inverted spin. So with the tail flying back and you you're on your back and you're going around in in circles, out circles, but on a rotation. And it said in the flight manual, there is no known recovery. So in most most, places where you get into an environment in the in an airplane that is unfamiliar or is, not where you wanna be, there is a recovery process. Right? And it Mhmm. Put the controls into the spin or wave the spin, the router do all these things, you know, no known recovery for an inverted spin. So we start to slide, and I had a two seater in the kinda my back seat, which starts tail sliding back and then then got into that emergency. You know, we watched the altitude decrease further and further. Now when you're in a spin, you don't have airflow across the flight control, so you don't have airflow across the canopy. And there's a different sound, right, when you just quietly turn and like that, And, watch the air the altitude drop and drop and drop. We got to the altitude where we should have rejected and didn't. That was my call. My with concurrence with the fell on the back seat. And then we got to the altitude where it would have been futile to eject. We're too low. Mhmm. Finally, at less than five thousand feet, way less than that off the water. Finally, I could hear the wind coming by the canopy. So that meant there's probably wind over the flight control. So I started try and I was able to roll the airplane right right side up and fly it away, scooped out, I think, around maybe five hundred feet off the water. And then, and started heading back to land. And one of the one of the funny things, now that's funny, was that as I added power to fly so fly back toward the coast of California, I looked up at the instruments, and there was zero oil pressure, which means the engine's gonna rub itself to death, you know, without oil.
Greg Wooldridge
And then it'll wear itself in. And, I told the guy, hey. Good news, bad news. We are heading back. Bad news is there's no oil in the engine. And and what had happened was because of that upside down flight, the oil had gone back into the tank. It would cavitate it away from the engine. It was still there
Greg Wooldridge
While for it to get pumped back into the system, and it finally came back. I know. I'm like, well, we did it, but we're we're still gonna have to go through my mind maybe.
Lisa Nichols
Yeah. So did you? Did you have to go swimming?
Greg Wooldridge
We made it back.
Lisa Nichols
You made it. Wow. Oh my goodness.
Greg Wooldridge
Things like that. Second chances have been on on my on my, life.
Lisa Nichols
Radar Yeah. On your life. Yeah. Well, did it inform faith at all?
Greg Wooldridge
It did. Absolutely.
Lisa Nichols
What did it do with your faith?
Greg Wooldridge
Well, see, that's another thing, Lisa. I I had a belief, but I didn't have a, what we call a relationship with the Lord. Right? And so I thought, well, I lucked out there. I lucked out here. I lucked out with the hard thing. But after the cardiac arrest is when I really started wondering, you know, about what happens and what what happens when you pass, and where does all this energy go? You know? Our energy, you almost can't see it in our thoughts. You know? Our thoughts are out there. Where does it go? What happens? Where do we where do we wind? You know? Where do we wind up?
Lisa Nichols
Right. Right. So you started asking the questions. I
Greg Wooldridge
started asking the question. It took me a long time to find out. Too long. But once I found out, that's when I realized those things that I called luck were were really blessings. And,
Lisa Nichols
Were God's hand on you?
Greg Wooldridge
Yes. Absolutely.
Lisa Nichols
He was he was sparing you. But wow. Well, let me ask you a question. Since that realization, how do you think you've been transformed? What what kind of transformations happened?
Greg Wooldridge
One thing that's happened I don't know. There's been tons of things. But one of the things that I noticed every day, and it's being judgmental. You know? I I fight that all the time, you know, because I know we're all created in the image of god. Right? And you can't judge people because you don't know what their life is like.
Greg Wooldridge
The, the things that they they're facing. Right? And Mhmm. You make a judgment and all of a sudden, most of the time, you realize, well, that was not right.
Lisa Nichols
Completely wrong. Right.
Greg Wooldridge
And and the and our our lord teaches us that, you know, judge not, lest ye be judged, right? I'm not worried about it. And then just loving everybody, you know, and, filing it. Our society, our culture is so so downtrodden now that it's, more of us could say, you know, approach life and people with love and let that play out, right? And it and it brings out the best in others. A lot of times you see somebody that's really downtrodden and frowning and and unhappy, even people you meet in a store that are clerks or whatever, and you just say, hey. How's it going? You know? You look you look kinda beat up. Are you doing okay? You know? And smile. You don't have to be quite that personal unless you feel like it's the time, right?
Lisa Nichols
Right. Right. But that smile, that just that kind gesture, that kind, reach out. I mean, Greg, it can change the trajectory of someone's life. You know? It can change their day for sure. Right?
Greg Wooldridge
One of the things I do, Lisa, when I talk about, what builds a team, a lot of it has to do with respect. So you you approach people with respect. You know, like, tell the little story of walking through an airport and seeing, you know, we're just passing face to face with people and, you know, I gotta get to the gate, you know, and I'm I'm not real happy about flying and blah blah blah blah blah. And you and you and but you I take a look around and I notice how clean and beautiful the place is. Right? And I I'll look look to see who's involved with that. I may see some somebody cleaning the walls or sweeping the floor or pushing the carts. You know? And if if it's a clean and wonderful environment, which we don't take notice of often enough, Excuse me. I'll I'll say to him, hey. This place is beautiful. Great job. Thank you.
Greg Wooldridge
And that that little bit of interaction, that little bit of respect, boy, it took it takes you three or four seconds to do it. But what do you think? How do you think they this call it a menial job, call the people invisible because they are invisible to most of us. And and what that does, oh my goodness. Can you imagine? Well, maybe I maybe my job is doesn't stink as better than I think it does. Right? Right. I'm appreciated. I there's an appreciation and respect. So that's another thing that,
Lisa Nichols
I love that. Very practical thing that we can do, but it's opening our eyes to see those. Right? It's opening our eyes, getting outside of ourself.
Greg Wooldridge
If more people could do that too. The whole world would change.
Lisa Nichols
Oh, no doubt. No doubt about it. Well, I wanna talk about this real fast because I really want our listeners to go and do this. So you were part of you were co producer for the Blue Angels documentary that came out in twenty twenty four. I told you that our family sat down and watched it, and it is so so good, Greg. But why, you know, why do you think telling that story is so important? You know? Because, I mean, it's special.
Greg Wooldridge
Yeah. About five years well, twenty nineteen, before the pandemic, I had the idea to make another documentary about something that was good and true and all American, right, and showed American exceptionalism. And and I thought there's nothing finer than the Blue Angels in what we do and what we demonstrate. So I called Rob Stone, a good friend of mine, who had made a award winning documentary on the blues before on about my team that went to Russia. And I said, Rob, it's time time to do it again. And we and we we got through it. We got through the pandemic where we lost support, but then gained it through, Glenn Powell and JJ Abrams and some of those folks. And and we got the movie out, May of last year. But it was so important for me to me to to get that done because it really it shows how you can go beyond your even your own self imposed limitations to to do extraordinary things. And once you get to be doing once you have the chance to do them, you don't even look at them look at them as extraordinary anymore. You look as though at those things as a way of life, and you're able to share with others. And and I think it was important to to see that on screen. You know, I I wanted to make sure it was G rated so kids could grow from it and learn from it. But adults love it too. So, yeah, I it was just important to me. And and the beautiful thing was, Brian Kesselring was the boss on that team that you saw in the movie. He was in his third year because of the hold holdover from the non basically, non airshow year of the pandemic, and he was terrific. So between a wonderful production team and a wonderful Blue Angel team, I kinda kinda built those bonds and that trust back to the the good t word, the trust. Mhmm. We got it done. It was just important to do it.
Lisa Nichols
So good. I encourage our listeners to go watch it. It's in IMAXs. But you can also see it on Prime. Amazon Prime, right?
Greg Wooldridge
The only place you can see it in IMAX now is is in museums because in January this year, IMAX made a forty minute version instead of a feature length like it's on Prime, but it's in IMAX the way it was filmed. And I've been promoting it. I went to Kennedy Space Center and the the Air and Space Museum with showings of the movie. So it's a great way. But that's just just to tell you that IMAX is is a wonderful way, but a prime on a big screen with a lot of good sound is is pretty cool.
Lisa Nichols
So good. Alright. One other thing I wanna talk about. I've got so many other things, but I know we're running short on time here. You actually ran for governor. You ran for the governor of Oregon.
Greg Wooldridge
Yeah. I did.
Lisa Nichols
2018. Yeah. You ran in the primary for governor. You didn't win. But, Greg, what did you learn?
Greg Wooldridge
Oh, I learned that, there are so many people that need to be represented in an area, in a state, in a country that don't get a voice. And even as a candidate, I was able to bring their ability to voice their concerns and and weave the way they felt into what I would do going forward where I elected and and being able to share that in the competition, in the election process, to share those thoughts and and the needs and wants of people other than the the the vast majority here in Oregon and represent folks the right way. So I learned that, you know, and you learn the the mechanics of of a race. And, of course, we all know what kinda know what those are, but they're tough. Yeah. It's a tough world running for office. It really is. But I enjoyed it. Yeah. I wanted to change the dialogue, and I wanted to go back to something I learned on the blues that, just quickly about policy. People come in and say let's drain the swamp. Well, my my idea was it's not a swamp. It's that that area in government is filled with really good people. They just need to be led. You know? No clear expectations. Clearly know what was expected of them, and they will do great. And and then, again, like we talked about leadership, earning trust and, being humble with them, being vulnerable. And that's what I that's what I learned and tried to carry forward. Unfortunately, I didn't win.
Lisa Nichols
Yes. Oh, but you know what? I bet you you changed some minds. And even, like like you said, like, getting voices that were not typically heard. Yes. I think that's so yeah. Don't discount what you were able to do, Greg, in that. Well, this is called something extra. What do you believe is the something extra that every leader needs?
Greg Wooldridge
Well, I I'll go back to, trust, first of all. But you need to be confident and at the same time, be humble. Allow yourself to be vulnerable. There there you know, there's so many words that go on to leadership, but you have to weave them together and, and know what intensity each of those things, how it appears and how it's brought to the surface in your leadership style. And and as a leader, don't try to be somebody you're not. You know, I always love love leaders that could tell a good joke. Well, I can't tell a joke worth beans, you know. So that wasn't gonna go in my leadership toolbox, right?
Lisa Nichols
So I just Be your authentic self.
Greg Wooldridge
Beautiful. That's it. Yeah. And then and then earn the trust.
Lisa Nichols
Yeah. That's so good. Well, when are you coming to Saint Louis? You need to come to Saint Louis.
Greg Wooldridge
I come I come every summer to work with the Red Tail Cadets, which is a great program. An an offspring of the, Tuskegee Airmen because they were the red tails. Right? They they had their own Yes. That was the first African American black squadron in World War two, and they did great. And they gave underprivileged youngsters a chance to do some pretty spectacular things. And now that's what they they do that in Saint Louis. Brent Brent and Mann, you know him. He he brought me into that. And so I come back every summer to talk to those high school kids that are learning how to fly. That's great program. Great. Yeah. So I'll be back.
Lisa Nichols
I mean, it'll You gotta let us know. You gotta let us know, Greg. Yeah. Well, this has been such a pleasure for me. Thank you so much for making the time. I'm so excited, truly about just continuing our relationship because I think we're gonna do some other things together.
Greg Wooldridge
Thank you, Lisa. And congratulations on your book.
Greg Wooldridge
It's a lot of work. So I'm anxious to read it.
Lisa Nichols
somethingextrabook.com.
Greg Wooldridge
Oh, and then it's gonna be great. I haven't read I haven't gotten it yet, so I well, I'm looking forward to it. Congrats. Yes. Thank you.
Lisa Nichols
Well, have a great rest of the day.
Greg Wooldridge
Thank you. You too. Take care. Glad to be here.
Announcer
Thank you for listening to today's show. Something extra with Lisa Nichols is a Technology Partners production. Copyright Technology Partners Inc two thousand and nineteen. For show notes or to reach Lisa, visit tpi dot co slash podcast. Don't forget to leave a review on Apple Podcasts, Google Play, or wherever you listen.