Jon Duffy is the real deal.
Thirty years in the Navy. Commanded destroyers and cruisers. Ran a squadron of nine ships and 3,000 sailors out of Japan. Then landed on the National Security Council as Director of Defense Policy and Strategy during the Obama years. The guy’s been in the Situation Room. He’s shaped Pacific Fleet strategy.
So what does someone like that do next? He goes back to school. Doctoral work in leadership studies. Because the questions that kept him up at night on the bridge of a destroyer are the same ones haunting him now.
What is courage, really? Not the movie version. The real thing.
How does fear warp the decisions leaders make—even the good ones?
And here’s the hard one: Why do smart, successful people throw their integrity overboard precisely when it matters most?
Jon’s seen leadership up close from places most of us will never go. He’s got things to say. Worth listening to.
Show Notes
Keywords
leadership, military, Navy, executive coaching, strategy, moral leadership, relational leadership, trust, coherence, uncertainty
Summary
In this episode of the HR Examiner podcast, host John Sumser speaks with John Duffy, a graduate student and former Navy officer, about his extensive leadership experience in the military and his transition to academic and corporate leadership roles. Duffy shares insights on the moral and relational aspects of leadership, emphasizing the importance of trust and coherence over control, especially in high-pressure situations.
Takeaways
Leadership is a very moral and relational act.
It’s about coherence and trust.
Courage to stay honest under pressure is essential.
Leadership is something you practice and immerse yourself in.
It’s less about control than it is about trust.
Duffy spent 30 years in the US Navy.
He commanded a squadron of nine destroyers.
Duffy has experience in corporate America and consulting.
He is currently pursuing a doctorate in leadership studies.
Duffy is exploring what’s next after his military career.
Transcript
