WASHINGTON, DC, January 14, 2026 /24-7PressRelease/ -- Disclaimer: The views expressed are the author's own and do not constitute endorsement by the Department of War, Department of the Air Force, or the U.S. Government. The subject's participation and appearance in any private or public events, sponsored or otherwise, or references, including external hyperlinks, to non-federal entities do not constitute or imply Department of War, Department of the Air Force or U.S. Government endorsement of any company or organization.

Jason Goins developed his leadership approach through years of service in the U.S. Air Force, where results, clarity, and trust weren't buzzwords—they were requirements. His perspective is shaped by firsthand experience in crisis response, nuclear forensics, persistent surveillance, and program leadership. But the leadership lessons that stuck with him most didn't come from accolades or flawless execution. They came from poor examples.

"One of the biggest influences on my leadership style was a supervisor who never learned my name," Goins says. Early in his Air Force career, he was assigned to a six-month temporary duty by someone who didn't introduce himself or explain the assignment. "It was the absence of connection and care that showed me what leadership shouldn't look like."

That experience forced Goins to lead himself. He chose to show up with full effort every day despite the lack of guidance. That decision shaped the way he leads others today—with presence, empathy, and attention to the people behind the tasking.

His leadership philosophy is simple and consistent: serve the mission and your team first. "Good leadership is servant-minded. You take responsibility for the team's wellbeing and outcomes. You listen more than you speak. You admit when you're wrong and work to fix it." For Goins, the best leaders build trust not through authority, but through honest communication and shared effort.

He points out that leadership isn't about status. It's about results that matter. "There are a lot of shiny-object chasers in the world—titles, awards, press. But leadership is about what your people accomplish when no one's watching, because they trust you and they trust each other."

His time in the Air Force solidified his values: own your decisions, stay outcome-focused, and protect your team. But it also taught him to adapt. "You have to tailor your communication to fit people's motivations. You don't need to change your standards—just the way you reach people."

That flexibility becomes critical under pressure. In operational settings, decision-making isn't theoretical. "I think ahead. I clarify my values and the organization's mission before the stress hits. Then, when pressure builds, I already know what I'm aligning to."

Goins views every rapid decision as an informed action aimed at a known destination. "You use what you know in the moment. Then you act. Then you adjust. It's always about keeping your direction pointed toward what matters most."

But that doesn't mean ignoring input. "I check in constantly—with the team, with results, with what we're learning. A good leader doesn't make one decision and disappear. You keep adjusting as you go."

For Goins, leadership without feedback is flawed from the start. "If you don't listen, you miss. And you miss big."

The lessons that shaped his approach didn't all come from strategy rooms or field exercises. Some came from deeply personal moments—including his own failures. "My arrest was the lowest point of my life. I had chased achievement and prestige for too long, and I burned out everything else—my health, my judgment, my sense of self."

The experience forced him to re-evaluate everything. "I had to come back to what actually matters—relationships, family, honesty, doing the right thing. You learn quickly what lasts and what doesn't."

That reset deepened his leadership approach. "I don't hide my mistakes from my team. I don't try to be perfect. I try to be honest, accountable, and consistent. That's what people want in a leader."

Goins knows that trust isn't built with words. It's earned. "You do what you say you're going to do, over and over. And when you don't, you own it."

As he continues mentoring others, both inside and outside the military, his standard remains the same: real results, earned trust, clear values.

"Leadership isn't complicated. But it is hard. And it matters most when no one's watching."

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