With the September NXT-GEN Fellowship for Moral Leadership now underway, we returned to our first pillar, Let Purpose Lead, by welcoming General (Ret.) Dave L. Goldfein, 21st Chief of Staff of the U.S. Air Force and a member of The HOW Institute’s Board of Directors. The conversation was guided by Ret. Brig. Gen. Dana H. Born, Senior HOW Fellow and a frequent facilitator of our HOW Conversations series.
Each new cohort begins its journey with an anchor in purpose. For this early session, Dana invited a longtime colleague and friend of more than four decades to reflect on leadership at its most human level. Goldfein’s stories, from cadet to combat, from Air Force Chief to board chair, underscored the same throughline: leadership is about character, trust, and service that keeps evolving.
Purpose is a journey, not a finish line
Goldfein described leaving the Air Force Academy for a year, setting out on a bike trip across America, and being welcomed by families who later became the people he chose to serve.
“Purpose evolves, and so do we. I’m not sure we ever get to the mountaintop and plant the flag of servant leadership. This is a lifelong journey.”
That year reframed everything that followed. First his purpose was simply to serve. Then to master his craft as a pilot. Then to lead squadrons and wings. Eventually it was to guide an entire service of nearly 700,000 airmen. For fellows, his story illustrated that purpose is rarely a single “aha” moment. It unfolds over time, deepens with experience, and requires revisiting as responsibilities change.
Character at the core. Trust as the multiplier.
Goldfein named character as the foundation of leadership.
“Leadership is a gift offered by those we are privileged to lead. We earn it, and re-earn it, every day.”
Paired with character is trust. He called trust “the only legal performance-enhancing drug left” and emphasized that it is built in small, daily moments. As a commander he set aside time each week to work alongside airmen in roles far outside his expertise. The goal was not to show that he could do their jobs, but to show respect, to listen, and to remove barriers.
“Folks don’t remember what we say. They remember how we make them feel.”
Focus, delegation, and the discipline to “delete”
Fellows asked about his “three Ds” model: do, delegate, delete. He explained that leaders should reserve their time for the few things only they can do, delegate everything else with clear trust, and have the discipline to delete the rest.
“If your team understands the why and the what, they will often come up with a how that surprises you. Give them the authority and watch them thrive.”
Humanity at the center
Goldfein urged fellows to “squint with your ears.” The higher you rise, the easier it is for people to tell you what they think you want to hear. The antidote is simple: sit down, ask for stories, and visit the parts of the organization where you are least comfortable.
Culture, he reminded us, is not defined by posters on a wall but by the small actions leaders take every day.
Fellows in conversation: continuing the dialogue
As in so many of our fellowship sessions, the conversation generated more questions than the hour could contain. Afterward, General Goldfein generously continued the exchange by sharing written responses with the fellows. A few highlights:
On helping people find purpose —
“Active listening is different from listening. Make people feel like they are the only person in the room. Through that, you can often coach them to see how their values and the institution’s values align.”
On leading across different personalities —
“Differences are a plus, not a minus. When a mission is clear, most people will find their way to contribute. Some will never fit and delaying that decision rarely helps them or the team.”
On whether leaders should focus on the what and why rather than the How —
“How we act as leaders defines our character. But once you have named the why and the what, give your team the resources and authority to define how. That trust is what unlocks performance.”
On demonstrating competence without slipping into micromanagement —
“Roll up your sleeves when it helps you understand their contribution and remove barriers. The message is not ‘I can do your work.’ The message is ‘You matter, and I trust you.’”
These written reflections deepened the dialogue and reinforced the themes that surfaced in the live conversation.
Beyond the room
As of September 2025, Goldfein has co-authored a book with Dr. Heather Wilson, former Secretary of the Air Force, titled Get Back Up: Lessons in Servant Leadership. The book will be released by Air University Press. The title reflects the ethic that came through in his stories: resilience is not about perfection. It is about purpose, humility, and the willingness to learn and lead again.
Carrying it forward
For fellows, two invitations stand out:
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Earn trust in the small moments. Trust is not built by policy. It is built in daily choices: by listening without distraction, by grounding decisions in purpose, by pushing authority down, and by owning mistakes.
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Keep purpose alive as you grow. Purpose evolves. Name it, revisit it, and share it so decisions make sense in context, not just on a calendar.
Dana closed by inviting fellows to reflect on their own journeys. Where will you pause to reconnect with purpose this week? Which conversations call for deeper listening? What decision should move closer to the people who are doing the work?
General Goldfein left us with humility and encouragement: leadership is not a position, it is a practice. For our fellowship community, the call is to let purpose lead, to anchor in character, and to create trust strong enough to carry others forward.
