Joe Byerly

Waiting for Favorable Conditions

By Joe Byerly

They checked the news first thing in the morning. Then again at lunch. Then one more time before bed. They waited for life to return to something that felt recognizable. It was hard to believe that leaders could be so casually selfish—treating the lives of entire groups of people as raw material for an ideology. Gradually, the work in front of them began to feel smaller. Easier to postpone. And more often than not, they caught themselves wondering why what they were doing mattered, when the world seemed to be falling apart. 

Those were the stressors that wouldn’t go away, and the question they carried with them, as they stepped into an almost 700-year-old church on a Sunday morning in October 1939 to hear a forty-year-old Oxford professor named C.S. Lewis address the students sitting shoulder to shoulder in the wooden pews.

Over the course of his sermon, he spoke to them about war, uncertainty, fear, and the temptation to put their lives on hold until the world made sense again. He spoke about the danger of postponing meaningful work while waiting for better days. 

“If we let ourselves, we shall always be waiting for some distraction or other to end before we can really get down to our work,” Lewis told them. “The only people who achieve much are those who want knowledge so badly that they seek it while the conditions are still unfavorable. Favorable conditions never come.”

He was right. Favorable conditions never come.

Ep 172: How Work Stress Hijacks Your Life with Dr. Guy Winch

Dr. Guy Winch, bestselling author and psychologist, joins Joe to discuss his newest book, Mind Over Grind to explore how job stress quietly spills beyond the office—and into our evenings, our sleep, and our relationships.

What starts as a difficult meeting or looming deadline doesn’t end at 1700. It follows us home. From the “Sunday Scaries” to 2AM rumination loops, Guy explains how modern work keeps us stuck in fight-or-flight—and why we’re often blind to the ways we sabotage our future selves in the process.

Joe reflects on his time in command and the culture of constant availability in the military, while Guy highlights research showing that leaders have far more power to reduce stress than they realize. Sometimes it’s not about solving the problem—just showing that you care.

They also spend time on practical tools: reframing procrastination, managing rumination, cultivating a better relationship with your “future self,” and creating intentional rituals that signal the workday is over.

Watch the full interview on YouTube!

Joe and Guy also discuss:

  • Why the dread of Monday is often worse than Monday itself
  • How procrastination is really about avoiding feelings—not tasks
  • The danger of treating your future self like a stranger
  • How to stop replaying failures at 2AM
  • The “Memoir Test” for putting problems in perspective
  • Why naming your emotions reduces their intensity
  • How journaling helps you spot recurring “icebergs” in your life
  • Why Instagram reels don’t actually relax you
  • The science behind clothing, rituals, and mental transitions

Whether you’re in the military, the corporate world, or building something of your own, this episode is a reminder that stress doesn’t stay at work—and that managing your inner world is part of leading well.

Ep 171: Bring Your Own Pencil: The Leadership Lesson of Coach Bill Walsh with Griffin Brand and Dan Casey

Griffin Brand and Dan Casey, co-authors of Bring Your Own Pencil: Bill Walsh’s Playbook for Winning at Anything, join Joe to explore preparation, leadership, and what separates sustained excellence from short-term success.

It’s Super Bowl weekend, so football is part of the lens—but it doesn’t stay there. The discussion moves from Bill Walsh and the San Francisco 49ers to Dyson vacuums, Raising Cane’s chicken fingers, JSOC, and even 50 Cent. Different worlds, same underlying question: why do some people and organizations endure while others flame out?

At the center is a simple idea: success is a lagging indicator. Drawing on Walsh’s leadership philosophy, Griffin and Dan explain why outcomes take care of themselves when leaders focus on standards, habits, and ownership of preparation—long before performance is visible.

From there, the episode broadens into leadership more generally: perseverance, the myth of overnight success, and how constraints can sharpen thinking instead of limiting it. A key theme is the idea of a permanent base camp—maintaining standards that keep teams within striking distance of excellence without burning them out.

They also spend time on legacy. Not wins or titles, but people. The episode reinforces a simple measure of leadership: how many people succeed because you took the time to invest in them.

Watch the full interview on YouTube!

Joe, Griffin, and Dan also discuss:

  •  What “bring your own pencil” really means for leaders
  •  Alive time vs. dead time 
  •  How the path to the top is rarely a straight line
  •  How to sustain excellence without burning people or culture
  •  Why inputs matter more than outcomes
  •  How culture becomes real when it carries itself forward
  •  What legacy looks like when leaders step back
  •  Why the best leaders make their ceiling someone else’s floor

Whether you’re watching the Super Bowl or leading a team far from the spotlight, this episode is a reminder that the work that matters most usually happens long before anyone is watching.

My Daily Circle of Reading

By Joe Byerly

Each morning, the Russian writer Leo Tolstoy got up and read his notebook of personally-curated passages from his favorite books (he later published this as A Calendar of Wisdom). 

In his diary, he wrote, “I felt that I had been elevated to great spiritual and moral heights by communication with the best and wisest people whose books I read and whose thoughts I selected for my Circle of Reading… What can be more precious than to communicate every day with the wisest men of the world?”

Lately, I’ve started a similar practice. Next to my chair is a stack of books that contain short daily passages that I can read in maybe 2-5 minutes and jump start reflection.

The books and authors I’ve chosen for my Daily Circle of Reading focus on subjects that interest me, or on areas of my life where I know I still have work to do.

For those of you who struggle to find time to read and feel like time isn’t on your side—because you’re too busy, too distracted, or too mentally taxed to take on another book—this practice may be worth considering: create your own daily circle of reading.

To My Fellow “Subjects of Investigations”

By Danita Darby

In 2019, I hit a professional and personal breaking point. I was investigated as a “toxic”, or counterproductive, leader. I attempted suicide that year too. I survived both—and what followed was a long, humbling healing process. That’s why I wrote to you then (First Article, Second Article).

Today, I want to share what it felt like to be on the receiving end of an investigation—and what I’ve learned since about how leaders can better support those going through it.

I feel a responsibility to support others who find themselves in that same position. Having lived through both an investigation and a separation board, I carry two perspectives: the experience of the subject, and the responsibility of the leader.

To those under investigation:

  1. You still matter. This is true no matter what you did nor what others accuse you of.
  2. The first statement is not easy to manifest and believe when you are branded a “subject”. You need to have people in your life that will remind you of your worth (because it’s easy to forget).
  3. The hard part is letting them. If you give those people permission to stay close, they can help steady you and pull you back up. Your leaders can—and should—be among them.

Ep 170- Making the Call: Military Intelligence, Judgment, and Command with Lieutenant General Tony Hale

Lieutenant General Tony Hale, the Army G-2, joins Joe for a conversation on military intelligence, judgment, and decision-making in modern war. Drawing on nearly four decades of service, Hale reflects on the evolution of the intelligence profession—from red pens and acetate maps to AI-enabled platforms—and why human judgment still matters most.

Hale shares his path into military intelligence, challenges common misconceptions about the field, and explains why intelligence is foundational to maneuver, lethality, and command. From battalion S2 shops to JSOC, Afghanistan, and the Army’s highest intelligence roles, he offers a clear view of how intelligence professionals shape outcomes across every echelon.

They discuss the responsibility of “putting your rank on the table,” developing junior analysts, and creating environments where ideas matter more than hierarchy. The conversation also explores self-development, operating amid disinformation, balancing OSINT with historical context, and how AI can enhance—but never replace— disciplined thinking.

In this episode, LTG Hale and Joe explore:

  • Why “lethality starts with intelligence”
  • The role of intelligence in enabling decision dominance
  • Making analytical calls under uncertainty
  • Developing confident, capable intelligence professionals
  • The limits of AI and the enduring value of human judgment
  • Preparing for future conflict while mastering the fundamentals

Whether you’re an intelligence professional, commander, or leader navigating uncertainty, this conversation is a reminder that seeing clearly—and thinking well—remains the decisive advantage.

Ep 169- Open Doors & Hidden Worlds: The Power of Curiosity with Brad Meltzer

On the release of his latest thriller, The Viper: A Zig and Nola Novel, Brad Meltzer joins Joe for an in-depth conversation on writing, curiosity, service, and the often-hidden moments that shape a life. From bestselling thrillers to children’s books, Meltzer reflects on how stories—both real and imagined—help us make sense of who we are, what we’ve lived through, and the paths we choose moving forward.

Drawing on his own unlikely origin story, Meltzer shares how a single teacher’s encouragement set him on the path to becoming a writer, why falling in love with the process matters more than chasing outcomes, and how curiosity has been the throughline of his career. They explore how paying attention—to people, details, and quiet acts of kindness—can open doors we didn’t even know existed.

The conversation also dives into Meltzer’s deep connection to the military community, from his work with the USO to the research behind his Zig and Nola thriller series set at Dover Air Force Base. Together, Joe and Brad discuss service, sacrifice, grief, and why storytelling can help destigmatize mental health struggles—especially for those transitioning out of uniform.

In this episode, Brad Meltzer and Joe also explore:

  • How one teacher’s belief can change the trajectory of a life
  • Why curiosity is a more powerful tool than talent
  • Falling in love with the process—not the outcome—of creative work
  • What writing thrillers has taught Meltzer about human nature
  • Why Dover Air Force Base became the heart of his Zig and Nola series
  • How small acts of kindness ripple outward in unexpected ways
  • The challenge of transitioning from a life of constant motion to stillness
  • Why seeking help is a sign of strength, not weakness
  • How reading builds empathy, critical thinking, and resilience
  • Why transformation is the hardest, and most important, kind of change

Whether you’re a writer, a leader, a veteran, or someone navigating a transition, this conversation is a reminder that paying attention, staying curious, and honoring the quiet work of becoming can lead to a life richer than any plan you could have written in advance.

Twenty Years in Fourteen Lines

By Joe Byerly

The man handed me the document fresh off the printer.

“Make sure you keep this in a safe place,” he said. “This is your proof of service. Probably the most important document you’ll ever own.”

I looked down at the still-warm DD214, and a sudden realization hit me: the last twenty years of my life were physically represented in fourteen lines of print.

Decorations. Medals. Badges. Deployments.

All of it fit neatly into Boxes 13 and 18 of an official government document.

At first, I felt unsettled.

That’s it?

All those years away. All the sleepless nights. All the ambition, drive, and sacrifice—compressed into two square boxes?

My moment of intense reflection was quickly interrupted.

“Oh yeah—your flag, certificate from the Chief of Staff of the Army, and your retirement pin are on the table over there,” he said, already turning back to his desk to continue processing paperwork. “Don’t forget to grab those.”

I noticed it wasn’t even the current Chief of Staff. They must have been trying to get rid of old ones. I didn’t say anything. I just left.

I moved on. 

Ep 168- Culture, Process, and Technology with General Christopher Donahue

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General Christopher Donahue, commanding general of U.S. Army Europe and Africa joins Joe for a wide-ranging conversation on leadership, culture, and what it takes to drive real change at scale across massive, dispersed organizations.

Having led at the division, corps, and now theater Army level, Donahue reflects on what doesn’t change as responsibility grows. Regardless of rank or scope, leaders must still create belief in the why, articulate a clear vision, translate that vision into a workable plan, and embed it into culture and process so change actually sticks.

They also explore what is changing rapidly. From the impact of emerging technologies to the realities of modern warfare—where sensing, drones, and data shape every decision—they discuss why leaders must continuously adapt, integrate new tools, and keep developing themselves to stay ahead. The conversation reinforces a timeless truth: while the tools evolve, leadership remains the decisive factor.

In this episode, General Donahue and Joe also explore:

  • Why culture without process is just wishful thinking
  • How leaders turn intent into execution through clear systems and standards
  • Why meaningful change must be measured, not just announced
  • How repetition, standards, and accountability build real readiness
  • What improved culture looks like when performance rises and negative indicators fall
  • Why realistic training standards matter—especially under stress
  • Avoiding groupthink by rotating teams and encouraging honest feedback
  • Creating a climate where people can speak truth to power without fear
  • Why leaders should never expect to fight the last war again
  • The growing challenge of offense in a world of constant sensing and surveillance
  • How technology, data, and modeling are reshaping how leaders think about risk and capability
  • Why, in the end, it still always comes back to leadership

Whether you’re leading a small team or a global organization, this conversation offers a grounded reminder that clarity, discipline, and culture—not slogans—are what allow leaders to turn complexity into coherent action.

Broadening with Purpose: Making the Most of the Army’s Broadening Opportunity Program

By Lyndi Dix

During my time in company command, I was approached by a few mentors who encouraged me to consider the Broadening Opportunity Program (BOP) as I began thinking about what came next. I knew broadening was a common next step following command, but was not well-informed of the unique opportunities within the BOP. I knew following command that I wanted to explore avenues of professional growth that varied from my previous tactical experiences, but I wasn’t sure where to begin. LTC Brian Kitching, my former supervisor, met with me and encouraged me to apply to the General Wayne A. Downing Scholarship BOP as a Downing alumni himself. I felt underqualified but heeded his advice and I am so glad I did.

As I reflect on those conversations, I have come to realize that too many leaders—especially junior officers in command—are unaware of the broadening experiences available to them much like I was.

Broadening assignments are among the most unique opportunities in the Army to step away from the fast-paced environment and take time to invest in yourself in a different way. They are not time away from leadership. These opportunities are an investment in better leadership and new expertise that produce rejuvenated leaders who return to the force prepared to make the Army even better. Junior leaders should familiarize themselves with the BOP, do not self-select out, and apply. 

What is the BOP?

A list of some of the Army’s most sought-after broadening assignments are consolidated in a catalog called the Broadening Opportunity Program (BOP). The BOP is a U.S. Army initiative that provides leaders with developmental assignments outside their traditional career paths, allowing them to gain new skills, experience immersion in different environments, and strengthen their leadership abilities. The BOP exists to invest and develop adaptable, strategically minded leaders who return to the force with broader perspectives and valuable expertise.

The BOP catalog is published annually through the Army Human Resources Command (HRC) as part of the Army’s talent management and leader development efforts. It offers a wide range of opportunities, from educational programs to industry internships. Candidates may pursue graduate degrees at universities such as Georgetown or Stanford, work with the legislative or executive branches of government in Washington D.C., serve overseas with interagency entities, or intern at corporations like Defense Advanced Research Projects Agency (DARPA) or Rand Corporation. 

The fiscal year 2026 BOP contains 17 different opportunities, ranging from think tank internships to studying Artificial Intelligence at Carnegie Mellon University. BOPs are available to ranks from NCOs to lieutenant colonels, with the majority of opportunities targeted at post-key development captains. Most applications fall between March and July of the year prior to the report date.

Why the Army Needs Broadening

BOPs are designed to develop innovative leaders by providing experiences outside traditional career paths, supporting the Army’s 2025 Transformation Initiative. The skills gained through these assignments directly support the Army’s leadership priorities and concepts. This is particularly important in today’s operating environment, which is characterized by rapid technological change and increasing complexity.

A Body of Work

By Joe Byerly

We start each year with the best of intentions, and then life happens. Dry January becomes Damp January. The gym membership app turns into just another unused icon on the phone. Weekly date nights, diets, check-ins with family and friends—all of it gets swallowed by the day-to-day demands on our already overcrowded calendars. 

And that’s usually where the “new year, new me” story ends.

Instead of treating intentions as abstract promises, I’ve started reframing them as a body of work. It’s a term artists use—painters, writers, musicians—to describe the accumulation of effort over time.

People often look at artists with a sense of awe. How do they produce so much? How does Steven Pressfield, at 82 years old, consistently publish a blog post every week? How does Ryan Holiday put out book after book, year after year? How does Taylor Swift keep releasing albums, era after era?

What Books Taught Me About Life in 2025

By Joe Byerly

Since 2017, I’ve spent the final month of each year reflecting on the books I read over the previous twelve months. Without fail, a set of themes and lessons emerges from what initially feels like a random stack of titles and genres. Maybe those themes reflect where I am in my life; maybe they’re the lessons the books are trying to teach me. Either way, I hope they resonate with you the way they’ve spoken to me.

Lesson 1: Our beliefs are everything

Why do certain people or events trigger such strong emotional reactions in us? Why does it feel like others get all the breaks while some of us struggle just to get a seat at the table? Why do we act the way we act?

At the core of all those questions is a belief. A belief about ourselves. A belief about the people in our lives. A belief about how the world really works. 

As General Stanley McChrystal writes in On Character, “Beliefs shape our perspectives, our biases, and often our behavior. They can form the foundation of selfless service or a launchpad for evil.” That influence runs far deeper than we tend to realize.

In How Emotions Are Made, Lisa Feldman Barrett explains that emotions are not automatic reactions, but predictions constructed by the brain to regulate the body. Our beliefs—along with past experience, culture, and context—feed that prediction system. If you come to believe you’re always going to get screwed over, your brain begins to anticipate threat in similar situations, producing negative emotions before you’re even consciously aware of what’s happening. What feels like a sudden emotional reaction is often a belief quietly doing its work.

We see this play out everywhere. A belief in control and destiny drives Sam Zemurray to become a tyrant in the banana trade in The Fish That Ate the Whale. A belief in the moral necessity of freedom compels a group of college students to dig a tunnel beneath the Berlin Wall to rescue families from authoritarian rule in Tunnel 29. And a belief in the obligation to report the truth inspires a group of women journalists to risk their lives covering the Vietnam War in War Torn.

Our beliefs sit at the root of everything we do—and everything we avoid. That’s why it matters to examine them, not just the beliefs we claim to hold, but the ones operating beneath the surface. The ones that cause us to bristle at an offhand comment, read hostility into a neutral email, or shut down when someone offers feedback we didn’t ask for. Those reactions rarely come from the moment itself; they come from the stories we already believe about ourselves, other people, and the world.

The work, then, is to remain curious about those stories—to resist becoming so convinced of our own rightness that we stop being willing to reexamine the beliefs shaping our behavior.

Lesson 2: History doesn’t repeat, but it does instruct