An unconventional route to the center stage

Few career paths could have prepared Elizabeth McCormick for the work she does today as directly as her own. Flying Black Hawk helicopters was never part of the plan when she was considering her future. Jewelry design and law had entered her thinking at different points, while other chapters found her working at a pizza shop or navigating life as an unemployed military spouse. None of those experiences appeared to point toward aviation.

Then came the U.S. Army, where McCormick earned her wings as a Black Hawk pilot at a time when women accounted for less than one percent of Army aviators. What followed in the cockpit would become much more than a chapter in her professional history. It became an early education in leadership.

Preparation for the unexpected, decision-making under pressure, trust in the people around her, and the ability to remain focused while conditions changed were all essential in the cockpit. Those lessons would continue to influence McCormick long after she stopped flying.

A medical issue eventually forced an end to her aviation career. The transition was difficult because what disappeared was not simply a job. McCormick was also leaving behind an identity, a community, and a sense of purpose that had become deeply connected to the life she had built. Physical and emotional healing had to come before determining what would come next.

An unexpected foundation for that next chapter was already present in her experience. During the periods when she was not flying, McCormick had managed inventory and procurement for the Army. That experience became the starting point for an eight-plus-year corporate career in supply chain management spanning three manufacturing companies.

Another major change arrived in July 2009, when she was laid off. The timing carried an unusual significance. Around the same period, she had been turning down paid speaking opportunities because she had chosen to focus on her corporate career. With that career chapter suddenly interrupted, speaking no longer looked like a side opportunity. It began to look like the next mission.

That transition ultimately led to Soar 2 Success International.

Her professional journey therefore does not resemble a straight, predetermined line. It has been shaped by changes she did not necessarily choose, yet each one eventually positioned her for what followed. The chapters that once appeared disconnected became part of a larger progression.

The foundation of leadership starts within

Accountability, adaptability, and service form the three qualities McCormick places at the center of effective leadership. Together, they shape a philosophy that begins with personal responsibility rather than authority over others.

The principle is captured in FLY, First Lead Yourself. Before asking another person to demonstrate excellence, preparation, or commitment, McCormick believes a leader must first be willing to demonstrate those qualities personally. Leadership, in this sense, begins before a title or position ever arrives.

Adaptability became particularly important because McCormick’s own career repeatedly required it. Aviation gave way to supply chain management, and corporate work eventually gave way to professional speaking. None of those transitions followed a fixed route.

Instead of treating change as a reason to abandon the mission, McCormick learned to recognize changing conditions, adjust her approach, and continue moving forward. Her experience taught her that a plan may change without requiring the underlying purpose to disappear.

Service provides the broader perspective. Influence, in McCormick’s view, carries responsibility. Leadership is not about becoming the most important person in a room. It is about understanding the people being led and using that influence responsibly.

The same principle applies across the scale of her work, whether she is mentoring a single speaker or addressing more than six thousand people. Accountability requires ownership, adaptability requires movement when circumstances shift, and service keeps leadership connected to the people it is meant to support.

Integrity, accountability, and excellence complete that value system. McCormick applies these principles personally and professionally rather than adjusting them according to circumstances or visibility. Integrity means following through on commitments and standing behind decisions. Accountability means owning outcomes rather than assigning blame elsewhere.

Excellence has a direct connection to her military background. Preparation builds confidence, and details matter. The size of the audience does not change that expectation. Whether twelve people are present or more than six thousand, the standard remains the same.

A standard that does not depend on audience size

More than two thousand audiences have experienced McCormick’s work, ranging from small VIP gatherings to arenas accommodating over six thousand people. Despite the difference in scale, the preparation behind each engagement follows the same principle.

Every audience deserves attention, energy, and preparation at the highest level.

The roots of that discipline can be traced back to aviation. The cockpit allowed little room for shortcuts and required every mission to receive full attention. That mindset did not remain within the Army. McCormick carried it into business and eventually into professional speaking.

For her, excellence is not a function of crowd size. A smaller room does not justify reduced preparation, and a larger stage does not create a different standard. The responsibility remains to arrive prepared, be fully present, and bring the necessary energy to the people in the room.