David Salanitri, Senior Master Sgt and Chief of Public Affairs for the 932nd Airlift Wing

Summary

Becker’s Healthcare Podcast: Episode Summary

Title: David Salanitri, Senior Master Sgt and Chief of Public Affairs for the 932nd Airlift Wing
Host: Scott Becker
Release Date: August 7, 2025

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Introduction

In this engaging episode of the Becker’s Healthcare Podcast, host Scott Becker welcomes David Salanitri, a seasoned Senior Master Sergeant and Chief of Public Affairs for the 932nd Airlift Wing in the United States Air Force. With nearly two decades of service, David shares his extensive experience in military communications and leadership, delving into the intersection of healthcare and military operations.

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Career Overview

David Salanitri provides an insightful introduction to his career in the Air Force, highlighting a journey that extended far beyond his initial four-year commitment. Starting just six weeks after high school graduation, David’s dedication led him to approach two decades of service with only 215 days remaining until retirement, aiming to transition into the healthcare communications industry.

[00:32] David Salanitri: "I've been in the Air Force for just shy of 20 years now. What I thought would be a four-year tour has become nearly two decades."

David recounts significant milestones, including leading media operations from an unusual base in Baghdad at the age of 21 and managing internal communications during the 2013 Pentagon government shutdown, overseeing communications for over 513,000 military and civilian personnel.

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Key Lessons in Communications

When asked about the crucial lessons learned in communications over his career, David emphasizes proactive narrative control and the importance of succinct communication.

1. Control the Narrative

David challenges the traditional cautious approach to communication within military leadership, advocating for proactive engagement to mitigate risks.

[06:13] David Salanitri: "In order to actually mitigate risk, you should actually take control of the narrative. If you leave the white space, someone's going to fill it."

Scott Becker concurs, likening it to filling a vacuum to prevent misinformation.

2. Embrace Smart Brevity

Highlighting the necessity of concise communication in today’s fast-paced environment, David stresses the importance of delivering clear and impactful messages without unnecessary length.

[06:35] David Salanitri: "If they are closing the story two seconds into opening it, then your message is not going to be heard or understood."

He advocates for brief yet comprehensive communications, suggesting that shorter documents with links to additional information can be more effective than lengthy reports.

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Air Force Healthcare Initiatives

David discusses several innovative healthcare initiatives within the Air Force, focusing on aeromedical evacuation, collaboration with civilian healthcare institutions, and comprehensive wellness programs.

1. Aeromedical Evacuation

The 932nd Airlift Wing excels in rapid patient transport, embodying the "golden hour" principle crucial for increasing survival rates.

[08:38] David Salanitri: "If we can get someone off the battlefield into a higher echelon of care within an hour, then the survivability rate was close to 98%."

Post-conflict, the focus has shifted to maintaining these critical skills through partnerships with civilian hospitals like Mercy and Barnes Jewish. This ensures ongoing training and readiness for any future deployments.

2. Support for Air Reservists

David highlights the flexibility and community integration of Air Reservists, who balance civilian careers with military service, contributing significantly during national emergencies such as wildfires.

[09:15] David Salanitri: "Our reserve airmen can stay part of the Air Force while maintaining their civilian lives, allowing them to respond quickly to disasters like wildfires."

3. Comprehensive Airman Fitness (CAF)

CAF is a holistic approach treating airmen as "weapon systems," focusing on physical, emotional, and spiritual health to enhance overall performance and retention.

[11:45] David Salanitri: "The three pillars are physical fitness, emotional health, and spiritual health. We look at airmen the same way we maintain aircraft—regularly and comprehensively."

This program has significantly contributed to high retention rates by ensuring airmen are well-supported in all aspects of their lives.

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Leadership and Personal Insights

David shares valuable leadership philosophies cultivated through his Air Force experience, emphasizing adaptability and understanding individual team member needs.

1. Adaptive Leadership

Moving away from a one-size-fits-all approach, David advocates for leaders to tailor their leadership style to meet the diverse needs of their team members.

[14:18] David Salanitri: "Be the leader that your team needs you to be. Each airman is an individual person who needs certain unique aspects out of their leader."

2. Continuous Learning and Teaching

His tenure included pursuing further education at Syracuse University and conducting workshops to impart communication skills, illustrating a commitment to both personal growth and mentoring others.

[12:46] David Salanitri: "The Air Force kept investing in me, and in turn, I got to pay back that investment by teaching airmen these skills."

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Conclusion

As David Salanitri approaches his retirement from the Air Force, he reflects on a fulfilling career marked by leadership, effective communication, and impactful healthcare initiatives. His insights offer valuable lessons for both military and civilian healthcare professionals, particularly in the realms of communication strategy and holistic employee support.

[15:18] David Salanitri: "Thank you to you and the team for helping increase my competency in healthcare communications. I'm looking forward to transitioning into the healthcare communications world."

Scott Becker wraps up the episode by commending David’s service and contributions, leaving listeners with a profound appreciation for the dedication required in both military and healthcare sectors.

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Notable Quotes

• David Salanitri on Leading at a Young Age:

  "[00:32] ...I was spending my 21st birthday packing for my first deployment to Baghdad, Iraq."

• On Mitigating Risk through Communication:

  "[06:13] ...you should take control of that narrative."

• On Smart Brevity in Communication:

  "[06:35] ...your message is not going to be heard or understood."

• On Comprehensive Airman Fitness:

  "[11:45] ...we look at airmen the same way we maintain aircraft."

• On Adaptive Leadership:

  "[14:18] ...be the leader that your team needs you to be."

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David Salanitri's insights offer a compelling look into the vital role of effective communication and comprehensive support systems within the military healthcare framework, providing actionable lessons for leaders across all sectors.

Transcript

[A]

This is Scott Becker with the Becker Healthcare podcast. I'm thrilled today to be joined by a very special guest. We're joined by a leader who's both a leader in health care, but also more importantly, a leader in the Air Force, the United States Air Force. We're joined today by David Salonitry. David's going to talk to us. He's had a communications role for a long time in the Air Force. A brilliant person, a great leader. David, can you take a moment and introduce yourself and tell us a little bit about your experience and career in the Air Force?

[B]

Absolutely, Scott. So, so, so happy to be here. The Becker's podcast is, you know, the hospital review is something that I hold near and dear to my heart. It's what's helping me understand this, understand this industry at a both macro and micro level. So such an honor it is here to be here to speak to you today. I've been in the Air Force for just shy of 20 years now. I came into the Air Force about six weeks after I graduated high school and what I thought would be about four years and you know, enjoy some good healthcare, enjoy some good educational benefits and see the world. What I thought would be a four year tour has become nearly two decades now. So I got about 215 days left until I do retire and transition into what I hope is the healthcare communications industry. But you know, I kind of begin sentimental thinking about the last two decades. It's, it feels both like a lifetime, maybe five lifetimes, but it also feels like yesterday where I was in basic training. I've one really main thing has stuck out in my mind is that the Air Force has consistently given me opportunities to lead well beyond what my years probably should necessitate. A good example of this is while most of my friends were spending their 21st birthday in typical fashion, I was spending my 21st birthday packing for my first deployment to Baghdad, Iraq. I would actually go on to lead media operations form for the night shift on behalf of eight countries operating out of Saddam's old movie theater. So I don't know too many 21 year olds who are given that kind of scope and responsibility that continue throughout my career. I got to be working out in the PENTAGON during that 16 day government shutdown in 2013, which I know many of us remember. And during that time I was really leading internal communications for our 183,000 civilian employees plus more than 330,000 military members. So that really helped, really show me how much I love employee comms and how communications could really help solve problems. And then one of my more recent experiences was I got to develop the Space Force's internal comms and also owned media team. And that was it's always fun when Netflix does a show on your, your employer that that usually means you're doing something right when it comes to creating a buzz. So that's where I've been. Where I am now is I'm stationed at Scott Air Force Base. You know, Scott, good name, right. Right outside St. Louis where I'm leading the public affairs office for the 9:30 wing. And what's unique about this assignment and these airmen is that while most of my pretty much my entire Air Force career has been active duty, working for active duty offices, I now support air reservists. So what these reservists are is, you know, 9 to 5, Monday through Friday, they are working in the community. They wear, you know, the same clothes that you're probably wearing right now, but then one week in a month and at the nation's call, they put on the Air Force uniform and they come in and we have numerous doctors, healthcare practitioners, medics, nurses, who while, you know, I just met someone recently who is a family physician at Barnes Jewish Jewish here in town. But on the weekend he comes and he is an Air Force commander and he is a flight surgeon. So it gives these healthcare professionals the opportunity to continue serving, but in a slightly different capacity. And the Air Force, we even teach them how to be air crew members, wear the flight suit. And you know, a lot of these members have gone on to in their military capacity. You know, they were the ones who opened up a hospital in Puerto Rico post Hurricane Maria, so doing some really impactful things. So that's where I've been and that's where I am mascot.

[A]

And take a moment, I want to sort of go through two quick questions. First, a few of the key lessons you've Learned in your 20 years in the Air Force about communications, like a few key lessons. Second, a few key things you see the Air Force do in health care that are particularly noteworthy. And you sort of mentioned it in Puerto Rico. But talk to us first. Maybe about a few key lessons you've learned over the last 20 years in the Air Force, either about leadership or communications. And then second, about a couple of things that the Air Force is doing to take care of its people in the health care. In the health from the health care perspective.

[B]

Absolutely. Two great questions, two questions I would love to talk about. So the first, what I've learned about communications over the last 20 years is, you know, I wonder if executives are similar to senior Air Force commanders. I imagine they may be. And a lot of our commanders, you know, they're all about mitigating risk and reducing risk. Right. So previous generation, and maybe a little bit of current generation of commanders, their first initial knee jerk reaction, when it comes to maybe, you know, jumping on a podcast like this or speaking with the media, their first reaction is to say no. They think in order to mitigate and reduce risk, they should not say anything. I spent a couple years working for Air Force Special Operations Command. They have this motto called the Quiet Professional. However, I have made the case to commanders in recent days that in order to actually mitigate risk, you should actually take control of the narrative. If you leave the white space, someone's going to fill it. So if you leave room for a narrative to build, someone's going to love to take that narrative and run with it. So actually, in order to reduce risk, you should say something. You should take control of that narrative. Too many times we do quite the opposite. So that kind of, Kind of really, to sum it up, if you leave white space, someone is going to fill it. Don't do that. Advise against that.

[A]

No, we love that. We love that. Because it's the same thing in the world. If you leave a vacuum, somebody feels that vacuum. It's not necessarily good people, not actors. You want to fill that vacuum. And so I love that. I think that's right on. So you're better off projecting and not being reactive and having clarity. Here's what we're trying to say. Here's what we're trying to do. I love that. Any other lessons that, that you've learned, David, that are. That are helpful?

[B]

Yeah. So, you know, from a communication standpoint too, I'd say there's a good phrase I learned. We're. I noticed a lot of your podcasts are anywhere from five to 15 minutes. That's pretty short, right? Because you are communicating to professionals and time is the valuable commodity that we don't have enough of. I'm currently reading this book called Smart Brevity. I should say I'm rereading this book called Smart Brevity, and really it focuses on how to be able to talk in a succinct manner and be able to write in a succinct manner. Really, if you are building a communication product, and often the goal is for it to have a tangible effect on your strategy. You want someone to know something, to feel something, to change a behavior. Behavior. But if they are closing the story, you know, two seconds into opening it, then your message is, is not going to be heard or understood. It won't have an effect. So writing in a way, you know, engaging your audience and maybe ways that wasn't, you know, very popular 15, 20 years ago, 20 years ago, before we had a smartphone and social media. Really, you need to be able to write and communicate in a succinct way so that your audience actually understands the message. So really having to kind of walk senior leaders through that. When it comes to like intern internal comms or even writing to different stakeholders, maybe, maybe we, instead of writing you the, you know, a 70 page, you know, document on where we are at the state of our operation, what might be a little bit more effective is something that's maybe seven or 800 words with a link to more information that might actually have a tangible effect. And I'm all about efficient and effective communications. I unfortunately don't have the luxury of being inefficient or ineffective. So that, that, that would be another key aspect that I've learned over the last 20 years in communications.

[A]

No, I love that. Try and at least control the narrative. Work towards smart brevity. I'm a huge fan of that. Take us forward to the Air Force and healthcare. What a couple of interesting things you're watching in the Air Force and healthcare. You mentioned some of the great things that Air Force has done in the face of hurricanes and other national disasters, natural disasters. But talk to us about what you're seeing.

[B]

Yeah, yeah, absolutely. So I'll kind of focus on the unit that I primarily support. Right. You know, so the 93 second. One of the things that I'm seeing here is, you know, we have a big presence when it comes to aeromedical evacuation where we actually, you know, are able to go and get patients in some really unique places and be able to get them to a higher echelon of care very quickly. You know, speaking to the days that are, you know, when we're full on. In Iraq and Afghanistan, they would call this the golden hour. If we can get someone off the battlefield into a higher echelon of care within an hour, then the survivability rate was close to 98%. That's pretty darn effective. Now kind of post, you know, being in those operations full time, we are, what, what do we do with this mission set? So a big thing that our folks are doing is they're teaming up with, for example, the 9 32nd. They've teamed up with Mercy right here. And outside of St. Louis, that's part of the, you know, I believe they've, you know, part of Barnes Jewish now and they have worked with our healthcare providers and our healthcare professionals in the Air Force to make sure that they are consistently getting training in the right situation. So they're actually going to these hospitals and being able to get training that they used to see more in the battlefield, but they're not seeing it as quite often, luckily right now. But these are skills that cannot atrophy. You know, unfortunately, there might be a time where we need those skills to be fully up and operational. So these skills cannot atrophy. Our reserve airmen here, you know, the reserve allows for them to be able to have full on careers where they don't have to move every three or four years like I've had to do with my family. But they can stay here. They can stay part of, they can have their practice fully up and running without much, you know, vulnerability. With them having to move often now the reserve allows for them to be able to do that job, you know, be at the T ball games, you know, be at their church, not have to leave every four or five years, but then be able to serve at a higher calling and be able to come into the Air Force, you know, and be able to do this one week a month. Sometimes they will go on volunteer for orders, meaning that they will actually we see this, these wildfires going on in this part of the nation. Can you put me on military orders? I'd like to be able to go there and help burn victims. It's giving these healthcare professionals tremendous flexibility and what they, and what they do. And the last kind of push that I'll mention is we have this thing called Comprehensive Airman Fitness. Now this caf. You know, Air Force loves acronyms, we call it caf. And what it really focuses on is it looks at the airman as a weapon system, meaning a person, you know, for aircraft, which we call weapon systems. For an aircraft, it has a maintenance plan just like your car. You probably get an oil filter, lube everywhere three or four or five thousand miles. And might ask, you might have to get your cars rotated every X amount of miles. Well, we look at airmen the same way. We need to be able to take care of them with good nutrition. The three pillars are physical fitness. So, you know, I just got done working out the gym during, during lunchtime right before I jumped on this call. The other pillar is emotional health, right? So that also includes like social health and making sure that we're doing everything we can with these airmen to give them, you know, the tools to be able to have strong social lives. And the last one is spiritual health. Right. So whether that is a formal faith or whatever it may, we know we're better when we feel connected to a higher purpose. So I've seen a great focus on the Air Force focus. I've seen great effort on the Air Force focusing on these three things. And as a result, you know, our retention in the Air Force is very high right now. It's been in years. And I think that's a big element for that.

[A]

That's amazing. And so if you were to give yourself, you thought you'd be in the air force for two to four years. You've been there for 20 years. Give us a one to 10 grade on your experience with the Air Force. And David, it better be a 10, but give us a 1 to 10 grade.

[B]

Yeah, yeah. For the next 215 days, I'll see. I'll say a 10 actually in 216 days from now. No, I'm just kidding. No, it's been, it's been a great, it's been a great experience. You know, I thought for sure I'd do four years and get out. But the Air Force kept on investing in me, but, and, but then in turn, I got to pay back that investment in ways that they needed. You know, they sent me to Syracuse University for. For a year to study visual communications. That's investing in me. But then I got to invest in them by going on to hold. Hold several workshops where I got to actually teach airmen these skills and I got to perform at you know, the, you know, the pinnacle of the Pentagon to kind of really return that investment. So it's been a great experience. I've loved it. They've really focused, really taught me how to lead airmen. And not just airmen, but, you know, I have numerous government federal employees who work for me. You know, I have everywhere from baby boomers to Gen Z, and they've taught me the Air Force is invested in their. In my formal leadership education, being able to, you know, really lead multi, multi generational, multi generational workforce and that, that you can't really stumble onto that. You know, they've been very deliberate in how they've taught me, and it's been something I'm really excited to be able to hopefully be able to employ when I, you know, do step out into the. The healthcare system comms world.

[A]

Really an amazing career. David, any quick piece of advice that you would give to an emerging leader, any advice you'd give to an emerging leader.

[B]

Yes. So I would say don't. I used to say I want to be the leader. I would want to have that mindset failed me. I need to be the leader that my team needs. And, you know, in reality is that the leader that the airman next to me would need is a lot different than the airman next to him might need. And the leader that the female next to her may need, you know, so, like, stop being the leader that you want to have. Be the leader that your team needs you to be. And that will require for you to approach matters differently, always fairly. But each airmen is a individual person, wonderfully created, that needs certain unique aspects out of their leader. So I would say, you know, leaders are readers. You need to understand, read the room, read good material that's going to help you be able to meet each member where they are so that they can have a great experience. In turn, they're going to make your organization way more effective again.

[A]

David Selenitri, what a pleasure to visit with you. An amazing, amazing career in the Air Force. Now we'll be leaving the air force in 250 days or so. Is that just a tremendous career? Be working in the healthcare communications field. Just amazing. David, thank you so much for joining us today on the Becker's Healthcare podcast. What a pleasure to visit with you.

[B]

Likewise, Scott, thanks for doing this. Thank you to you and the team for helping increase my competency in healthcare communications. I listen to this every day at the gym while my friends are listening to music. I'm listening to, you know, four or five of your podcast. And thanks for giving me the understanding of what's going on in the world.

[A]

God bless you every day and thank you for your service. Thank you.