this is jocko podcast number 245
with echo charles and me jocko willink
good evening echo good evening
also joining tonight is dave burke
good evening dave good evening
did you make it to the status of
honorary co-host yet
yes no well i was thinking we're getting
there people want to know why they call
me good deal dave
this is the fact that we're even talking
about that this is why
jack back again tonight with some more
combat lessons
from the from the document called
combat lessons document written
in the throes of world war ii
and what they were doing was
interviewing frontline leaders and
frontline troops
in fact the subtitle is rank and filing
combat what they're doing and how
they're doing it we've covered two of
these so far
and this is the third one and you know
sometimes i think to myself well you
know
i mean we kind of get the idea right and
i'll start thumbing
so i started thumbing through this one i
said you know do we really need to cover
another one of these
so i start thumbing through it and you
just start reading these things
and i can't put it down and i'm still
learning
and so i figure if i'm learning we can
all learn
why why try and hold it back from the
people
no reason all right we can get right
into it so here it is
combat lessons volume three
and uh we've done two of these
so far actually i forget what number
podcast they are but we've covered two
of these volumes this is the third
volume
and this is what all the volumes start
off with this quote the paramount combat
lesson
learned from every operation is the
vital importance of leadership
which is really an interesting thing
that we say
every single time we talk to people our
equipment our supply and above are all
men
and above all our men are splendid
aggressive and determined leadership is
the priceless
factor which inspires a command and upon
which
all success in battle depends
it is responsible for success or
failure and that is july 3rd
1944
starts off just jumping right into
leadership leadership command need for
leadership
comments received from all active
theaters continue to emphasize the need
for competent and aggressive leaders
this is especially true as regards
junior officers and non-commissioned
officers
lieutenant general courtney h hodges who
observed operations in north africa and
italy
stated and before i even get to that
why is it why is it just so awesome
that they're just pointing out over and
over
and over again in each one of these
volumes
that leadership is the most important
thing on the on the battlefield
and yet we work with companies
that have no leadership training for
their people
until echelon shows up and then i guess
they do but it's it's bizarre
that it's bizarre that it is so
hard what makes it what what dave what
makes it so hard to see
that leadership is the most important
thing what do you think makes it so hard
to see
i stumped good deals no there's a couple
things that
first is i i don't think people realize
how
impactful leadership is they almost
convince themselves that hey our
what we can do is you know if we bring
in people with these skills or our
software suite and they they get
so wrapped up in all these other
components they lose sight of the fact
that
this thing this intangible thing that
you can't really track with the with the
spreadsheet they lose sight of how
important it is and i think the other
part that we're seeing a lot now is
people lose sight of how often you have
to keep addressing leadership
and so they think it's sometimes like
hey no i understand what good leadership
is like and
and they think they are applying it but
they don't realize that hey i've got to
keep
addressing this over and over and over
again and they lose sight of not just
how important it is
but also how important this is how hard
it is to sustain it
and when we come work with companies
the more we work with them and the
longer i work with them the more they
want to keep doing and they realize man
i had
i had no idea how long this journey was
going to be
but the ones that figure it out dude
they
they they elevate so quickly they get so
good so fast
when they make it a priority yeah
the first thing that you said you
you are de facto not detached when
you're inside of a company you're
firefighting day to day you're trying to
figure out what the next quarter is
going to be
and you're trying to figure out what's
going on with the sales team so you're
just in it
and so you you start to lose track of
the fact that this is
this is a all about leadership yeah so
that happens
and that's why when we come in with a
company we can immediately see
because we are detached that is part of
it the other
the other cool thing analogy here is
when you start doing jiu jitsu
you you know you get through that point
where you realize how much you don't
know and you realize
wow i got a lot to learn and a leader
you know you can read the book and be
like you can read extreme ownership oh
yeah
i got this but that's like the first two
three moves that you learned in jiu
jitsu and you think you're good to go
but you don't realize you need to drill
you need to practice you need to see
there's so much more to learn
so those are the things i think that
yeah can can
inhibit people from recognizing
what we say all the time what every
freaking book that i read says
leadership's the most important thing so
getting into what general hodges had to
say
few division commanders are satisfied
with the qualities of a major percentage
of their platoon commanders
ouch too many of them are lacking
in aggressive leadership self-reliance
and ability to meet emergencies
inefficiency of officers in this group
and carrying out orders strictly and in
making accurate reports as to locations
dispositions and information gained was
especially
stressed by one division commander
so that's a horrible outlook and if
you feel that way what are you supposed
to do about it that's why
you need to implement training for your
subordinate leaders
and that's exactly what this next
recommendation is course for ncos that's
non-commissioned officers
lack of leadership on the part of
non-commissioned officers was also
frequently reported
in one division in reserve a special
course was designed to develop
more aggressive leadership in
non-commissioned officers
and to make squad to make the squad a
real fighting team
trained to use the firepower of its
weapons to the maximum
this leadership course consisted
principally in what is termed a battle
drill
while most comments on leadership deal
mainly with leadership during actual
contact with the enemy the true leader
recognizing the responsibilities of his
position
must exercise leadership at all times
he must be unsparing in his efforts to
take care of his units
by providing for the comfort of his
personnel
and at the same time ensuring proper
maintenance and safeguarding
of their equipment
exercise leadership at all times
isn't it interesting leadership strategy
and tactics what's the most important
thing you gotta take care of your people
what is this unsparing in your efforts
even as you read
even as i read that the first time i
read it i read
unsparing in his efforts and you think
it's gonna say
to provide the discipline mandatory for
combat operations but no
unsparing in his efforts to take care of
his units
by providing the comfort
and there's the dichotomy at the same
time ensuring proper maintenance and
safeguarding their equipment
and what it should say there is their
training right it's talking about
safeguarding their
maintenance and equipment that's cool
but you got to make sure that they're
well trained and ready to rock and roll
when the time comes
irresponsibility in this connection
comment
of colonel maurice e barker fifth army
italy
is interesting younger officers seem to
lack a sense of responsibility
for the men under their care and for the
equipment entrusted to them
they seem to feel that there is an
inexhaustible supply of equipment and
that
all they have to do is throw stuff away
when they no longer lead it
need it of course the non-commissioned
officer follow
their the non-commissioned officers
follow their lead this lack of
responsibility is tremendously important
and something drastic must be done about
it
hey uh colonel maurice e barker
you know who should do something about
it you should because if your junior
officers
are lacking the sense of responsibility
guess what
whose fault is that yes yours
that's one part the other thing that i
underlined here is
of course the non-commissioned officers
follow their lead
and that's a subconscious thing that
happens you get somebody in charge
and you get somebody that's
what in whatever they're doing where
they're
underperforming or they're treating
things as if they don't matter or
they're throwing equipment away
whatever they're doing the junior people
are going to follow them
that's the way it works along this same
line lieutenant colonel
e.w gibson g2 43rd division new georgia
commented
the chief fault of the inexperienced
officer is that he does not realize his
responsibilities with respect to looking
out for his men
finding them food and water checking
their bivouac and seeing to their
clothing
if he will evidence his concern
for their well for fair he can forget
about morale
they'll fight
if he will evidence his concern
for their welfare he can forget about
morale
they'll fight
who would have thought that if you
actually take care of your people
they'll fight
did it say hey if you bark orders at
your people
they'll fight no didn't say that did it
say hey if you
impose hardcore discipline on them
they'll fight no didn't say that either
it's what you have to do is just
show evidence of your concern for their
welfare
and then they'll fight
widespread effect junior officers and
non-commissioned officers seldom realize
the widespread effect on major
operations of their failure to do their
particular jobs properly
being an excellent fighter is not enough
unless the junior leader performs his
other command functions
in an efficient manner the resulting
failure of his personnel or equipment
can imperil the whole action of a major
unit
once again if my people
don't recognize that whose fault is it
and and this one's this one in
particular isn't
casting to blame but we should say make
sure you tell your junior officers and
non-commissioned officers
what the widespread effect of their
failure would be
the following comment is from the
division commander 36 division italy
at salerno carelessness was noted in the
landing of communications equipment most
communications
failures are believed to be the result
of careless handling of
the equipment by personnel without
communications even the best trained
troops are very often
cannot be employed where desired so yeah
didn't waterproof your radio correctly
and everything falls apart threw your
radio into the bottom of the landing
craft and it got banged around
and the tubes broke
total failure why because no one
emphasized the fact that hey
your job as the radio man is the most
important job of anyone out there
and if we can't make communications
doesn't matter what else happens if we
can't make communications
we're going to fall apart
next section practice and more practice
commanding general third infantry
division italy
the development of leadership is largely
a matter of practice
practice in leading make
these lieutenants actually lead exercise
their voice and
issue commands require high standards of
physical
condition always got to throw that in
there
these lieutenants actually lead
having james webb on when he went
through
the basic school and then
got done with the basic school and then
had 12 days of leave
and then he landed in vietnam and they
drove him out
through the ao and then pointed at a
ridgeline
and said there's your platoon up there
okay who am i replacing
well you're not replacing anyone the
lieutenant that was there is no longer
there because he's dead or wounded
so there's a sergeant that's been
running the platoon go take over
walk up the hill he takes over that
night he's calling for fire
total mayhem and he was
i was like were you ready for that and
he said yes
that's squared away
were you ready for that action coming
out of ocs or coming out of uh
coming out of the basic school dude i'm
listening to you talk about this and
the first thing i'm thinking is it
sounds like somebody read this
and took some action because i was the
beneficiary of
by the time i got in the marine corps
the the ncos the
the the middle level enlisted marines
that on paper were subordinate to me but
really were way more experienced than me
they didn't let me fail and so i
i can tell you right now second
lieutenant burke when he had his first
group of marines was an
idiot but i was lucky because rather
than my subordinate
enlisted marines kind of following
whatever stupidity i might be
they were putting hey sir actually hey
sir a better way to do it might be this
or something but i got
really good leadership up the chain so
that lesson
that lesson somehow has taken hold from
this 1944 to now because
marines are taught from the get-go the
smartest thing you can do as a young
lieutenant
is listen to your staff ncos listen to
your gunnies your staff sergeants
those marines who on paperwork for you
you're going to learn a lot from them
and thank god my junior and enlisted
didn't listen to me at all
they were they they understood that they
needed to lead up the chain
and for me to look at you and i said
yeah i would be ready
no way i was ready when i walked out of
tbs
and i walked into whatever that first
thing that i did
had i not had that leadership up the
chain i would have struggled much more
than i did
much more than i did the the other thing
i take away from this is
is you need practice practice and
leading right
and and there was um
there's there's situations in business
right because we work mostly with
businesses now
what you have is an opportunity
to train leaders all the time day in day
out there's always situations where
decisions need to get made
where there's low level decisions that
need to get made well there's medium
level decisions that
need to get made where there's high
level decisions where maybe you still
need to make the decision
but at least you can allow them to
attempt
to make that decision and maybe get
corrected or maybe get maybe get a pat
on the back for a good way to think
through that issue
so the this does happen and if you think
about the fact that every opportunity
you get
you say you know what hey junior
personnel once you run this project
why don't you once you organize that
logistical
movement that needs to take place why
don't you run that meeting every time
you get that opportunity take it
because that is what you are doing you
are letting your subordinate leaders
practice leading and they need it and
you let them do it in an environment
where
look i'm gonna let them run an in-house
meeting with just our company so that
way if they screw it up no one sees it
it's okay we can debrief it later
i'm not gonna let them go out and brief
the client on what we're gonna do and
have them drop the ball on that
but after i see them perform well three
or four or five in-house meetings and
they've got control and they're
confident and they're doing a good job
cool
hey why don't you brief this part of
this thing to the client
okay yeah and then we go from there
so as a leader every opportunity that
you get
give your subordinates all the way down
to the front lines the opportunity
to practice leading by actually leading
let them lead some stuff
yeah and most decisions that we make
in business and anywhere like most
decisions aren't catastrophic
most of the decisions even if we get
them wrong they aren't
going to destroy our company or have
these catastrophic effects
and that's not a say it's a free pass
you still need to have these guard rails
in place you don't want your people to
be able to
drive the truck off the road but the
truth of the matter is is that
giving your people opportunities to lead
isn't that hard because even the things
that you push down to their level and
help them
when they get it wrong which they will
most of those will not
undermine your company now be smart just
like you said i'm not just going to cut
loose my brand-new guy take this hi
our number one client our biggest money
maker just go figure it out call me when
you're done
but the decisions that we make there are
so many opportunities to let other
people
even get along a little bit and get
involved have a small part of it and
watch that grow
and just have confidence that the
decisions most of the decisions we make
aren't gonna lead to catastrophe yeah
yeah i did that piece on ef online i
don't know it was maybe a month or two
ago
it was that it was like listen very
few decisions that you make are final
decisions in fact almost none of them
and furthermore
just about every interaction you have is
up for further negotiation so if dave
and i
are arguing about something and dave
wants to do a and i want to do b
we can walk away and it's not like that
is what's gonna happen
in most cases most of the time there's
gonna be further negotiation and
and if i maybe subordinate my ego and
say all right dave let's go with your
plan
i can go back and reinsert some of the
things that i thought might be a little
bit smoother if we did it the way i was
thinking and once we start to see that
it's good
so we move forward with a little bit
more negotiation and
and you're right those are the
opportunities where you let people lead
you know what prevents us from doing
that is when
i want to be in charge man it feels good
to be the man
right feels good to be the man what's
crazy about that is that
you as when you're my boss you're the
guy in charge
when you take something that you're
responsible for and you give it to me
you don't look weak you actually look
even stronger than you are like
that fear of that hey i want to be in
charge i look like i'm in charge
when you give people on your team that
work for you the chance to lead and if
you actually put yourself in a position
to follow them
you look so much stronger than when you
refuse to ever do that
you want to know something that i
haven't quite figured out yet
i know it exists i know it happens
i know it's a thing but
it has to do with detachment it has to
do with perspective
it has to do with ego it's these three
things so you have you have perspective
you have detachment and you have ego so
here's what happens
uh dave let's say i do
something let's let's just the the
scenario that you just gave right
if i'm the boss and you work for me and
i walk in and say hey dave you know what
we got this project
why don't you go ahead and take take
ownership of this thing and run with it
now when we look at that
we know we know that from the outside
that that
that increases your respect for me right
but how often do we see someone
that goes dave here's what we're doing
and here's how we're doing it because in
you know in the back of my mind i'm
thinking well dave doesn't want to think
that i don't know what i'm doing dave
needs to know that i have the plan and
he needs to know that actually i'm the
boss
so even though when you when you're not
in it you
know that it's a bad move
but you do it or sorry when you're not
in it yeah when you're not in it you
know what the right thing or the wrong
thing to do is
we just make that mistake all the time i
see it um i i play this game with
clients like who would you hire who
would you fire
when when if echo's in charge of us and
and echo walks in
and you and i were in charge of a
project well we're working together on a
project an echo says hey you guys missed
the deadline
and i go well it's because dave didn't
finish his part of the project because
he
is late and then he you know dave walks
in the office and
and eccles says what happened and dave
says well you know what i actually
need to perform a couple things i could
have done a better job here i should
have supported jocko
a little bit more so that we could have
completed the project look okay
which guy are you going to give the next
project to you're going to get a guy
took ownership all day long
everybody knows that everybody knows
that and here's the thing that i haven't
quite figured out everybody knows that
and then when they're in it they say oh
it's dave's fault
it's just the way it's so horrible it's
like a lesson that you try and teach to
people
over and over and over again the lesson
is
detach take your ego out of it
and understand it from the boss's
perspective or from the subordinates
perspective
see it from the other person's
perspective and you'll see it's so
obvious that you're making a bad call
it's so obvious that you're making a bad
call but when you're in it you do it
so detach take your ego out of the
picture and see the other person's
perspective
which by the way when you tell someone a
story
or you show someone example that's
exactly what's happening
they're detached their ego is out of it
because it's not them
and they they see the better perspective
because they're not in it
there's a little there's a little
triangle of
justice a little triangle
of of how to proceed
and assess what you're doing it's it's
detachment
it's perspective and it's ego if you can
remember those three
little things that little triangle
of decision making it's gonna it's gonna
put you in the right place
way more often than if you lose either
one any of those three
you put your ego in there it doesn't
matter it overrules them you don't see
the perspective of now you don't know
what's happening you're not detached
you're in it you lose
all right every infantry lieutenant
should be thoroughly trained in firing
all the infantry weapons he cannot know
too much about them he may have to fire
direct at fire
of several weapons he never knows when
good
good next thing theory is not enough
a thorough and practical knowledge of
his job is the basis
for efficient leadership this knowledge
must be gained in a
practical way by exercising leadership
under all conditions too much of our
leadership training has been
theoretical in nature there has been too
much dependence
on listening to lectures
opportunity must be given to the junior
officer to put the theoretical knowledge
to practice by actually leading
criticisms of errors made
must be so couched that they do not
destroy the initiative and spirit of the
individual
just when you think like you know you
yeah well yeah i really come up with
this thing about how to debrief people
and how to do it in a nice way so that
they actually receive it hey this is 19
what i say 44
43 these guys are already figured all
this out
theoretical this is what's nice about
role playing this is what's nice about
the ftx program and this is not what's
nice about
living in a business where you can
actually put people in leadership
positions
where they can practice the theory that
we're talking about because someone can
you can explain to someone how to do a
jump shot basketball
you can explain that to them for two
weeks they'll have a concept in their
mind
but they've got to go probably they
gotta go get on the foul line
leadership on the beach fifth amphibious
core tarawa
squad and platoon leaders must expect
that the mixing of units
and an apparent state of confusion are
normal
in an operation of this nature when
troops have gained the beach
and coordinated battalion and company
attacks are broken up by the enemy
pillbox
defenses leaders whether lieutenants
corporals
or privates must take the initiative and
push on with the men
in the vicinity whether of their own
units or not this assault was very
successful because men
moved on in spite of heavy losses
so i was talking about something with
daryl cooper on the unraveling podcast
we have something called an error box
when you're doing a dive
underwater and the error box is
when you're diving under water you're
being impacted
by the currents and the tide and your
own
physical productivity as you dive so if
if i put you on a blindfold and put you
underwater in a pool
right and said dive in a straight line
and you were blindfolded you would not
dive in a straight line you'd be a
little bit off
then if i gave you a compass you could
maintain
a little bit better but you'd still be
off a little bit
it wouldn't be perfect and then you put
tide and current
and now you're gonna be off i assume
it's very similar to flying a plane like
a plane may drift a little bit to the
left right
totally okay so it's the same thing yep
so what you have to do when you're
diving
is you dive so that you can you want
what you're looking for is a reset
a reset point where you know exactly
where you are so example
if you're going to dive in a bay or in a
harbor
you would aim the first thing you would
do is aim at a big
quay wall that's 500 yards long
you're not going to miss that well even
if you had to dive 500 yards to get to
that quay wall it's a massive target
but when you get to that target you
might have drifted 20 or 30 yards to
left or 20 or 30 yards to right or even
40 or 50 or 60 yards left or right
depending on the tide spending on the
current so
when you actually hit that quay wall you
have no idea where you are
what you've done is you've landed inside
the error box
so then what you do is you take a right
hand turn when you hit that quay wall
once you take that right hand turn you
go to the end of the quay wall till you
get to the corner
now guess what you know exactly where
you are and then your next you can swim
your next leg but you've tightened up
that error box
so what we need to do when we're
planning
is we need to figure out if we can reset
that error box at any point
how can we do it and if we can't do it
then we need to pay attention to that
so what we were talking about actually
was syria and you go into syria and you
think
hey we're going to do this little thing
in syria and it will have this impact
and we'll be good to go and you what
you're saying is
i'm going to hit with one i'm going to
hit right where i'm aiming for
well what are the chances of that
they're not really good so what do you
do oh
you need to figure it out you need to
figure out if if it's the error boxes
hey we might go
10 to 10 to the left 10 to the right now
we know and by the way if we don't get a
reset there
our next leg is going to have an even
bigger error box
so when you look at something in a
strategic way like syria
what your assumption has to be you have
to you have to go through that whole
thing
as if your error box never got reset
and you missed every single time and by
the end of it then you have to look at
the total
cost of what it would take to solve that
ultimate situation
and that's what you have to be willing
to commit and we don't do that
what we say is well we'll go in and do
this and it'll have this impact
and then from that perfect spot that we
know
we'll do something else and it will will
be perfect again
and so the same thing happens in
business what
people unfortunately have a tendency to
do
is they plan with a positive attitude
and we don't want to plan with a
positive attitude we don't want to say
well you know dave if we make um
drinks we're gonna we're gonna if we put
if we
put put uh drinks in a can our
assumption is
they'll all every can is gonna be
perfect there'll be no error
well there's going to be error and then
once we once they get to the stores
while they're getting shipped to the
stores nothing's going to happen to any
of them there's going to be no damaged
goods
and then once they're in the store none
of them are going to get stolen and then
once they're
bought at the store none of them are
going to get returned right so if you
have that attitude it's a mistake
so you have to plan with a negative
attitude at least
to be able to cover whatever
contingencies you have
at the end of the day which is you know
what people will buy it
right that's the last thing you say is
once the cans are in the store
people are definitely gonna buy it
because i like the way this tastes
well actually that's not necessarily
true your taste buds are different than
everyone else's in the world
so you can't assume that oh this is just
going to fly off the shelf no
what are you willing to invest if your
error
is calculated and exponentially
increased
every phase of your operation think
about that to keep yourself
out of trouble
orientation the this is
ridiculous ridiculously awesome the need
for explanation
the american soldier always performs
better if he knows the whys
and wherefores of the problem
confronting him so
where force this is a word we're going
to bring back into usage
because what wherefores means it's it's
for the cause or reason or
for which reason you're doing something
that's what wherefore means
so you need to know the whys and the
wherefores you need to know the reason
that you're doing something
his willing and intelligent cooperation
can be gained if commanders will take
the time
and effort to explain the situation the
mission
the plan devised to accomplishment the
effect success
will have on the general situation in
short everything concerning the
operation that the time and available
information will permit
wow it's crazy this is why you don't you
don't want me as a co-host
because all i want to do is sit here and
just listen to you read this thing
i don't want to say anything because i'm
listening to that it's like god that is
so
good yeah it's so good and yet
how often do we run into a company and
the front lines and you go to talk to
them and they don't understand why
they're doing something
it's it's it's so straightforward i was
thinking earlier yes that question right
at the beginning
sometimes we when we start working with
companies
one of the reasons why they reach out to
us is even in these they'll have these
initial calls they just reach out they
want to have
just a call about what does echelon
front do and one of the things they'll
say is like listen
we don't really know how to do
leadership training we don't really know
what to do
so that's that's why they they reach out
to us
that's why the book that's why extreme
ownership is so good and that's why
listening to this stuff is so good
because it
this self isn't complicated it's not
complex and we create these things in
our mind that
it's so difficult and it's so nuan
leadership is so simple now the
application is hard
it is hard totally but the reason the
book is so good and the reason i why i
listen to this like
how much more straightforward does that
be explain to your people why they're
doing what they're doing
and they'll do better and then we see
those missteps
at every single level and our job is to
find out hey
why aren't you explaining it to your
people sometimes it's like you said hey
my their ego gets in the way they want
they don't want to look weak and when we
pull them back and give them that
detachment their perspective we go hey
do you think is a leader if you just
spend a little bit of time telling your
people why they're doing what they're
doing
will that make you look worse or better
as a leader
they get the answer right every single
time but it's because we're coming in
from the outside helping them see it in
a way that they wouldn't see it before
but none of the answers are complex and
as i'm sitting
here like i don't want co-hosts i just
want to listen to this book be read out
loud
because there's that simplicity to it
but he's talking about the world war ii
battlefield in my brain it's like that
fits
everywhere that's every company we've
ever worked with it's every problem i've
ever had
it's all the same thing yeah and for
anyone that's worried about well what if
you don't have time yeah
there's gonna be times we don't have
time and guess what if you've done this
time and time again
and now you're making a call people go
got it he's gonna fill me in later but
he's telling me this for a reason
and i'm gonna move forward yeah back to
the book such
explanations will do much to forestall
rumors
anxiety and mass hysteria all
factors which contribute to incidents of
war
neurosis cases which is you know people
shall shock or
or i guess i guess it's not ptsd if it's
during
the conflict right but guys breaking
down
if people know why they're doing what
they're doing they will have
much less of a chance of breaking down
and we actually talked about this you
know late late talked about the fact
that
one thing that we could have done better
is
explain the bigger picture of what was
happening because and the reason we saw
the reason this became so obvious is
because
the guys in tasking the bruiser that
were involved in the planning and that
were involved in picking targets that
were involved to figure out where we're
going to
position over watches that were going to
battalion level
briefs and these were all different guys
throughout the chain of command
whether it was the point man whether it
was the the lead sniper whether it was
the platoon commander the platoon chief
but the they all understood
the why and the where force the guys
that we were saying
hey get your gear on and going on
another mission those were the guys that
had
that that had a rougher time of it
psychologically
so that's on us that's on me and
and you know as leif explains in the
book
when we got back and we put together
the brief that i was briefing to the the
naval special warfare
community at large about what we had
done and leif for the first time put
together
wow we went and helped the 1-1 a.d
win back the city even he didn't hadn't
really assembled that in his head
so i'm sitting there and he said that
he's like man we
really had a big impact and i'm like
ashamed
because if he didn't really see that how
in god's name could one of his
front-line guys see it
now look part of this is because that
trust that leif did have and seth same
thing like
hey we're gonna go get after it you know
what those guys say roger
point me in the direction of bad guys
and we will go and get after it
but not everyone's feeling that way
especially
two months three months four months five
months into a deployment whose fault is
that 100 on me
100 on me so
there you go there it's plain as day
explain to your people the whys and
where force
it also makes them it also makes them
more
resilient when things go wrong so when
you know we
you talk about losing somebody you talk
about just
the the devastating effect of losing
someone on your team
those are the type of events that you
can fully understand why people want to
just tap out they just don't want to
keep going through this and we were
going to memorials
i think we had a stretch in our
beginning it was 60 kia in 30 days
something really bad
the more connected you are the more you
understand those things the easier it is
for you to look at that it's no less
it's still
soul crushing but you can still power
through that if you understand but if
you don't understand and you are
disconnected
those type of critical events those
catastrophic events
dudes will tap out all over the place
and so it also allows you to endure
the hardest things are going to happen
and the more connected you are the more
you can understand why you need to keep
moving forward
when those things happen yeah a hundred
percent and on top of that where
what i initially thought you were gonna
say was
by the way this is the foundation of
decentralized command
because what what they're talking about
they're not talking about decentral
they're just talking about willing and
intelligent cooperation which i guess is
you know you could interpret as
decentralized command but if you want
somebody to be able to
make decisions and lead out on the
battlefield they need to know the whys
and wherefores of what's happening
this is the foundation of decentralized
command on top of that what you said
is absolutely true and by the way it
doesn't only apply to combat it applies
to
a business where guess what we got to
lay off 28 people
and no one feels good about that and if
they don't understand
that it's how we're going to keep the
company afloat and how we're going to
move forward
and and this is exactly what the numbers
look like and this is why we need to
make this decision
if it's just hey i'm a business you know
we're a business and we got to get rid
of some people right now
it's like no why
next method of dissemination if possible
this orientation
should be conducted by the leaders in
immediate contact with the soldier
by the individual he instinctively looks
to for guidance
during the stress and strain of combat
it should
reach the private soldier through his
squad leader the squad leader by means
of the section or platoon leader the
platoon leader from the company
commander and so on
however each higher echelon of command
must be certain that the information is
carefully and
accurately disseminated by those next
lower in the chain of command this
method of orientation
also tends to enhance the prestige and
influence of each echelon of leaders
with those
junior to them
so you want to utilize the chain of
command
to put this information out that
elevates them
now there's a dichotomy this and outed
the ef battlefield that we did out at
gettysburg we had some clients out there
talking about leadership principles and
one of the leadership principles that i
talked about was the horse's mouth
because there are certain things
well into asking a bruiser there are
certain things that i had to tell
the team there was no there was no i
didn't want there to be any
of the of the misinterpretation of any
kind i am going to tell there look
there's been a change in the roe
there's been a change in our overall
mission set
that's not getting interpreted through
the chain of command and i'm going to
hope that the
that the fire team leader
conveys the same message nope it's gonna
come
from me you know so out there at ef
battlefield you know there was a ceo
that was saying hey
i feel like the message isn't always
getting to the front lines
and when it comes to important things
that can be a problem i'm like yes
absolutely if it's something that is
super important
there's been a legal change or a
regulatory change in what's happening in
the way we do business
i would be having a video teleconference
and saying hey hey everyone good to talk
to you
i know i know you know i haven't talked
to you in a few weeks but here's what's
going on we got this major change
i wanted you all to hear from me i
already briefed your leaders on it but
i wanted to make sure you didn't have
any questions so when it is a
significant change sometimes it's got to
come from
the horse's mouth by the way if you get
to do that in an optimum way what you do
is you pre-brief your leaders
you give them the opportunity to brief
their troops and then
you say hey everyone we get together
just to re-emphasize what you heard
boom a little bit of both
next one tell the story colonel earl
maxwell
surgeon new georgia a soldier needs to
know what
is going on what is expected of him
what he may expect to encounter he must
have a definite objective
or goal without these he's an automaton
with no personal interest in the efforts
of his unit
and is entirely unprepared when the
unexpected or unexplainable
happens without the proper orientation
he is more prone to absorb
wild rumors loose talk misinformation
all resulting in constant mental stress
and strain evidenced by apprehension
fear anxiety incoherence and confusion
there you go there you go
you you don't look we worry about hey
people aren't going to do what i want
them to do because
i didn't tell them but what about the
fact that now they're scared
now they don't know what's happening now
there's increased stress because
they think they might get fired tomorrow
they think they're laying off half the
fort all those things
put those things to rest
next section the after the fight
conference
every effort must be made to emphasize
the important part each individual plays
in the successful
combat of his unit a method used by one
infantry regiment to accomplish this
and at the same time provide information
which would furnish background
orientation as described in the
following comment
they eat it up this little section is
called major kermit hansen
34th infantry division italy while i was
s2 of an infantry regiment that's the
intelligence
guy i found that it aided the efficiency
of the regiment
to have material assembled as the fight
was going on
when a battalion was pulled out for a
rest all the men and officers were
assembled in a group
first i would use the collected material
to give them the whole picture
from the viewpoint of the army corps
and division and then i would get down
to more detail on just what the
battalion had done
what german units they had fought and
how many casualties they had caused the
enemy
such a conference keeps the men abreast
of the situation
increases their morale and keeps up
their fighting spirit
the men eat it up during this after the
fight conference i would emphasize
how much of our information regarding
the enemy was obtained from prisoner of
war interrogation
and pressing upon them how disastrous
talking could be if they were captured
so this is taking a a debrief a
post-operational debrief
and taking it to the next level sliding
in a little psychological warfare on the
troops
if you're the if you're down at the
bottom of the org chart you're a
frontline guy
and not just the military don't be a you
know a private or a rifleman it's the
same
thing in business you've got your
frontline sales folks that are out there
if you as a leader and look if you're
the ceo or
key leader you you've got the big
picture if you're
folks on your team at the very front can
picture in their minds how their
that one little action they take goes
all the way up and he's described
the viewpoint of the army like we're
invading europe
this is a big viewpoint and he's trying
to get that connection all the way down
to that one little action you take
when he says to eat it up the first
thing that popped my mind is
is they feel like they have ownership
they
this what they do matters and if you
think what you do matters
and you can actually understand how what
you do matters
you as a ceo you can kind of
you can leave you don't need to be here
anymore you can pack it up and let your
people go do their thing
and a lot of times like i don't have
time to explain
you have to make the time to explain it
because if your people make that
connection
it makes your life so much easier
because they feel like they own this
that is such a powerful thing yeah you
invest
one dollar in effort in explaining to
people what's happening and it pays
dividends
tenfold yeah
there's a section here called
battlefield gallantry
which by its very title must be read
here's the subtitle he didn't know when
he was beaten
seventh army sicily during one of the
more fluid situations in the sicilian
fighting
and i love that because you just know
how completely crazy it was
but this is even one of the more fluid
situations
the wire line running from battalion
command post to the rear suddenly went
out
sergeant joseph gorleski
with three men started back to check and
repair the break
after they had traveled about one half
mile they were ambushed by a patrol of
30 germans so that's four four against
30
who had managed to infiltrate our
position sergeant gorleski
and two men were wounded while the third
man was killed
so they're down to three
the german patrol leader called in
perfect english
give up you crazy americans
although severely wounded and
outnumbered ten to one
sergeant gorleski ordered his men to
open
rapid fire after emptying his rifle the
sergeant rushed the enemy with hand
grenades
the german patrol surprised by the
unexpected stubborn resistance
was defeated and driven off with the
loss of a number of its men
there you go battlefield
gallantry aggressive action
cover and move getting after it
sergeant gorleski just just getting some
uh next little section protected
by valor the germans have a nasty habit
at times of opening fire at extreme
ranges and making you advance
under it while this long-range fire is
not particularly dangerous
dangerous it is very disconcerting
the platoon of which private shelby r
horde was a member had been advancing
under this long-range fire
until despite several casualties they
had secured a position within 300 yards
of the gun
which had been harassing them from here
on there was no
cover this did not deter private horde
who suddenly springing to his feet
raised some
250 yards until he was within hand
grenade throwing range
with four grenades he silenced the gun
and
rushing in killed four of the remaining
enemy and wounded
three others with his carbine he then
turned the machine gun
on other enemy elements in the vicinity
the success of his apparently suicidal
rush demonstrates the fact that valor
can sometimes provide
protective armor the enemy simply did
not realize that any man would try such
a thing
and were not ready to put their fire on
him
by the way he's got a he's got a wing
too because he got it was 300 yards away
he closed 250 yards and then he made
grenade shots
at 50 yards
credit
general douglas macarthur it should be
constantly emphasized that there must be
no thought of surrender as long as it is
possible to do damage to the enemy
the men at baton and corregidor
fulfilled this condition
however in some cases we have not done
so the japanese soldiers always do
unless all our individuals
also do it we will suffer serious
setbacks before japan is conquered
and and the word individuals is
italicized
and i obviously it's italicized for a
reason it's like hey
at an individual level you cannot
surrender
if you can still do damage to the enemy
you cannot surrender
next thing reorganization after the
attack don't waste time
i mean you could just just say don't
waste time
lieutenant colonel murphy infantry italy
when an objective is captured
immediately push reconnaissance elements
of the supporting weapons unit forward
behind the rifleman get rifle groups out
for security as soon as the position is
captured
have the weapons platoons immediately
take position to beat
off a counter-attack displace promptly
at least one half of the heavy weapons
company forward to capture the objective
or to the captured objective
get your artillery observer up front in
a hurry we were taught all these things
and they
are still perfectly sound
so what he's saying and my point for
this is
you get that advantageous moment and
your
the gravitational pull will be to take a
breath
to relax don't do that
continues on here delay brings trouble
where an outfit gets into trouble
is it is usually because they haven't
pushed these points hard enough
when they waste time just a little
instead of getting set
and moving stuff forward at once
you probably will have only a little
time to dig in before the counter attack
hits
but if you set with if you get set
without delay
you will be all right whether you plan
to keep going or hold what you've
captured
in football there's a strategy called
the no huddle i mean no auto offense
that's literally exactly what that is
where you know with football
you run a play you know they blow the
whistle take a little time
everybody yeah the offense goes back to
the huddle this
formulates their next play they come to
the line same thing defensive huddle all
this stuff right then they come to the
line
they make the call boom they run another
play
you go know how to offense right when
the you know the guy gets tackled or
whatever
you're back boom right on the line
quarterback calls the play from the line
in code real fast too
usually isn't that more fun no it's
freaking tiring
super tiring so you gotta you gotta
kinda you gotta be ready for it you
gotta train for it for sure
but what it does is the defense are used
to that rhythm you know that
sprint rest huddle get set you know all
that stuff
you if you run a no huddle offense and
they're not ready for it
you get one two plays ahead of them but
you'll just
march down the field if you don't take
it so why doesn't that just happen all
the time
because it's tiring i know but why
doesn't someone train up a squad where
they're like okay this is what we're
doing
uh well uh so when i played
in high school the you know
kawaii is a small island so the white
male was the other team we were playing
and
they were i forget if we beat them last
time or or
it was close or i don't know i forget
what happened the last time but this we
were going to play them again
and the word on the street was they were
just going to beat us
like bad they're going to beat us bad
and i always was thinking like why why
would they even say that you know like
or even if they beat us we're like
competitive
so it doesn't it wasn't making sense it
seemed like they had something brewing
sure enough they come out with the no
huddle unexpected i was like brian they
just marched down the field how many
times did they do it
oh until i don't remember but until they
scored
and they started and it was all like
quarterback keep you know what that
means
like instead of like giving it to the
running back or throwing it the
quarterback gets the ball from the
center and just runs it
oh but these are all formulated plays
where he just he's running on the
outside he's running the left side
right side middle like and they're just
coming and i remember browsing
that guy was kind of a beast huh yeah
aaron chun was his name
did he make it did he make it to the nfl
or anything oh
no not that i know but he made it the
offense made it to the
enzo i'll tell you that and i remember
just how like
victory yeah i remember thinking man
hold out i remember thinking
you guys go huddle like i can't like get
my get my act together here
to tackle nobody because you're just so
on your toes the whole time here's the
other thing okay so
so there's that and i still you haven't
really answered my question
which is if you're a coach where you
just say
hey we're actually going to condition
ourselves in a different way
in a non-traditional way and we're going
to be ready just to
we're never going to huddle yeah you the
thing is
that's a huge undertaking the thing is
we do that's a common conditioning
method
it's like know how to offense for like i
don't know 10 minutes 20 minutes or
whatever like that's part of
football conditioning practice and stuff
because when you go no huddle you better
buckle up
there's no substitutions i wonder if
enough yeah if you would just get guys
that were
different like they'd all of a sudden
they'd be smaller and skinnier and
have more have less power and then you'd
end up with a team that even though they
could run the no
huddle offense on defense they would
just get
they would get run through methodically
yeah wait what do you mean meaning if
everyone else
on the other team is just jacking steel
and doing cleans with 315 and they're
going up against a bunch of guys that
are
weighing in at 170 because they're doing
this no huddle offense all the time
yeah yeah i could see it you'd end up
with different physiques
yes for sure and some teams
they'll they'll kind of have that more
in their strategy
you know and you know sometimes they
pass the ball more or they run the ball
more or some you know some
no huddle that's like somebody's
quarterback keeps a lot
as important as opposed to quarterback
sneak which is different yeah
anyway no well i would say the
explanation for that is
it can be risky because if you're going
to know how to know how
and then the defense is like oh we're
ready for the no huddle
then it's like man you get shut down and
it's like all right it's different
i understand yeah now you're laughing
the other thing i sometimes wonder about
football is you know you see like a
trick play on youtube yeah
how come everything's just not true yeah
you know because they're risky just like
jiu-jitsu
like you do those trick moves in
jiu-jitsu you get like a group of people
who figured out that trick bro they're
gonna shove it up you're
they're not gonna it's not gonna work
they'll say that it becomes
not a trick play now it's no longer a
trick play when people know so
yeah and there there are teams who and
that's actually kind of how the no
huddle is too it's kind of
it's i wouldn't call it in the realm of
trick plays but it's kind of one of
those things that's
it's unorthodox so it the
unorthodox-ness of it
is part of the advantage you know so
it's like there's another play called
the reverse right it's like a
we'll call it a common trick play yeah i
know that's a go to the other side of
the field right no
it's uh damn i'm showing my ignorance
here yes sir
but it's okay you're good at a lot of
things
or reverse is like let's say okay so you
get
11 guys essentially right you got the
quarterback behind the center and they
say
set down hunt whatever right if it's a
running play
i'm going to get if it's you can run it
up the middle right that's usually for
short yardage situations we only need
three yards for this first number
whatever power through exactly right
jump i might even jump three maybe
maybe that's more of a one yard half
yard situation but whatever right
then there's like an outside run which
is you can either give it to the running
back and he'll run on the outside but
anyway
whatever side you're running and right
side left side whatever there's no like
there's no like oh we always run to the
right side we always run you know
there tends not to be that much of that
going on but
when you run when a play is going to uh
the right side will say
you can see it all 11 guys start look if
i if i'm on that that's why
they go back to the other side now right
this is this is how they do it though
so i was right i guess it was that's an
ambiguous statement
go to the other side so i don't know
okay so what's about to happen so
they either pretend i mean there's
plenty of ways to do it but they
basically
show that this play is running to the
right so
they say the running back is running to
the right with the ball if i'm on the o
line on the for the front
the front line guys you're gonna step
right because you got to get in front of
the defense this way because they're
running behind me that's what i'm saying
so when you look at the offense as a
defender you see the whole offense as a
group they flow to a certain site you
know that's where they're going yeah
past play they're just going to sort of
stay in place because the quarterback is
dropping back and you got to pass the
receivers go right so you can see all
this stuff on the defense
so boom the whole offense is flowing
this one side your natural tendency is
to roll that side right fast
hard and then what happens the one
receiver or maybe the tight end or
something like this he goes over
he steps once the only guy one step back
and goes all the way around the
quarterback or the running back
sometimes they give it to the running
back and running back gives it to him
going
the other side goes to the other side it
goes the other side exactly you're
correct yes so that really okay so that
that's an
unorthodox play overall that's not a
typical play
but it's not like when you see it you
know okay they they ran the reverse
it's uh it's i'll play yes but it's
unorthodox
but you get there are teams that run a
lot of those types of plays
but once the defense knows oh they run
these kinds of plays it's like it
doesn't work as good as all it's like at
all it's like when um
leg locks yes people started getting i
remember we trained with people that
thought that leg locks which is totally
the the they were the solution to jiu
jitsu right
but we did you we did we did leg locks
yeah we did even more leg locks than
some guys that thought that leg locks
were the solutions to jiu-jitsu so all
of a sudden they tried the leglocks
the leglocks weren't working yes we were
doing leglocks more than the leglock
people
yeah so yeah so then they had to try and
do regular jiu-jitsu and then they did
right then yeah then you get well okay
so
good example so the leg locks right so
remember and let's go old school right
you'll see
i think one or maybe two i forget but it
was ken charmer
ken shamrock vice gracie yeah ken
shamrock knew some leg locks or whatever
right he sat back for one
right so this is that's an example of
what happens if someone knows your
trick play unorthodox play but it's
unorthodox for a reason just like you
said if it's like so effective once you
just do it all the time well because it
probably has more risks
if everyone's on a reverse right in
football
if everyone's blocking to the right and
we send one guy
back to the left you rely on them
getting tricked that everything's going
to the right
if they see the reverse all the time
they say oh yeah i see right but get
ready for the reverse that lone guy
running around is going gonna get
creamed
you know that that situation with ken
shamrock and hoist
that shows you how really a little bit
beyond
the the gracies at that time were even
more
highly developed than you thought they
were yeah because
with you when you watched that sequence
hoist immediately he had him not going
to satisfy recommend a perfect
like leglock defense now he's on top and
now he's on top right exactly
right yeah it was the perfect leglock
defense at a time where
basically no one was doing leglocks in
jiu-jitsu
so it's pretty awesome and it's pretty
impressive
that even at that time he had the
defense for the leglock now i don't know
maybe they
maybe they saw enough of it or they knew
that it was a possibility
because ken shamrock was what was he
championing a pancreas and
and shooting oh yeah shoot fighting
where they were doing leg locks
so they might have watched enough to go
oh you know what if he starts going for
this you got to grab his neck you got to
be on top
yeah no they they did leg locks yeah
like that
okay so there's there's a video this is
an old school video where it was hoyler
and hickson doing it
essentially a demonstration might have
been pride or something like that looked
like maybe in the middle of pride maybe
a half-time situation
okay it's so look like it's old school
but that's not more old school than ufc
2.
um you see what i'm saying yeah it might
have been so by the time they're
teaching at pride yeah
everyone's kind of doing leg locks by
then but you know like they do such
hardcore fundamental
like stuff yes this is this is really
the feel you got and part of the
demonstration
was a leglock submission it was like the
basic straight
uh straight ankle straight ankle yeah
exactly right so you know how like when
they do those demonstrations
you know horion hicks in the hoyler when
they do those demonstrations it's all
just the basic the fundamental gracie
just
stopped yeah and that was in there it's
not like they were like okay let's
dazzle them with some new age stuff
it was there's none of that hey here's a
here's a straight angle this is gracie
jiu-jitsu yeah exactly right
and it was part of it yeah so you figure
yeah of course they did that stuff
yeah with the g tube by the way yeah and
that's what i'm saying yeah what i'm
saying is
it's impressive because if you're
thinking like
well you know back then they didn't even
do foot locks at all yeah it's like no
and actually you know who did a lot you
know who did
a number of flocks to finnish people
hoiler really yeah whether there'd be
snagging
locks off of people exactly right i mean
now
the whole footlock game is it's the
whole you know it says no but
but again go going back to voice gracie
ken shamrock it's
it's that's the example where it's like
oh if your foot locks back then
we're such a cheat move like such an
easy like shortcut
kind of move that you surprise people
like why don't you just do them all the
time
and then can shamrock sort of camp was
kind of like well yeah we do
that's part of how we win you just get
one guy to figure out the little trick
and you're exposed a lot of the time
that's why it's a trick move
otherwise it'd just be fundamental moves
that's what i'm saying so a trick move
that you use all the time is not a trick
at all
it's just another move it's just another
move and here's the thing
and it will not be another move if it
has a high end high part or a high risk
involved in it yes that's usually what
trick moves which is what ken shamrock
got caught with a high risk move
that actually hoist was able to
capitalize he's on top and ken shamrocks
on the bottom same thing with the
reverse
same thing as a hail mare not actually
that's not a trick move but
same thing like a uh what do you call it
uh the the one where you sweep it to the
running back and then he throws the ball
oh back to the quarterback yeah yeah
yeah you ever seen those yeah
it's like that's a trick move you see
guys kill with that but bro running
backs can't throw the ball
yeah that's such a high risk don't let
the quarterback get
make a catch and get creamed by one of
the dbs now your quarterback's out
because you know he doesn't take as much
punishment as the rest of the guys on
the team
so there's all this risk yeah when
dean got kakareiko in the absolute
finals yes
with the what we call the kakareko
heel hook which is now called 50 50. but
you could see that kakariko there was
confusion yeah and i mean
obviously he's an incredible world
champion himself
but there was not a there was you could
see like
he was not aware of what was happening
yeah and dean was obviously
fully aware he was always happy yeah but
now
we've seen plenty of people oh you want
to go to 5050 with me okay cool and
they're gonna there's defenses now with
the whole nine yards so yeah now it's
now
not a hugely advantageous trick move
because it's just a normal move now
right and then that's a good example is
one of one of these things
that you know when you create a whole
system around like foot locks for
example
uh that you start to eliminate all the
risk factors that come with it that's
what a system does
you know it eliminates lingering
problems whatever becomes like an actual
effective system
if you if you can't eliminate the risk
it's probably that's not a system you're
just over here throwing
risks out really hopefully you won't you
know
and that's what i think some of the old
footlock guys
or people they'll be like i'll just jump
for philox oh yeah jump for him you know
that was definitely and it's not based
around like a system
systematic foot lock game like how it is
like dean had so early on you know
so that's why i think he was uh he was
as effective you know
definitely very effective we'll say yes
sir
all right let's go back to where we were
at so we were talking about not
delaying when you get in certain
situations
and it was talking about you know hey
want you
once you do an attack you get in a
position then you need to immediately
set yourself up and and get your defense
ready immediately don't wait
and then there's jumping forward to a
section here where they talk about how
do you do that like what's the
methodology for making that happen well
here you go
reorganization aided by prior planning
lieutenant colonel ahern in italy
from the battalion commander's point of
view the most vital feature of
reorganization is prior
planning by that i mean deciding well in
advance
whether all machine guns are going to
displace forward immediately or only
half of them deciding what areas the 81
millimeter mortars are going to cover
what areas the 60 millimeter motors are
going to cover the various companies
cover
all this planting is vital so that the
prompt issuing of orders for
reorganization can be affected
immediately
following the capture of the objective
think about where you can use that in
your in your entire
world business life everything that's
going on hey when this happens
we're going to do this immediately
afterwards that is the deal
there's a comment here this is from the
editor all comment on attack tactics
against the germans emphasize the
importance of prompt and thorough
reorganization of the attack
unit when it reaches its objective it is
necessary
that this be accomplished in order to
oppose effectively the habitual
german counter-attack and it goes on
reorganization of an attack unit must
begin
at the elementary squad level and work
to
the top have squad leaders organize
their squads section leaders supervising
the work of
all squad leaders the platoon commander
assisted by the platoon sergeant
supervisor to work with section leaders
and so on chain of command the company
commander must be planning the defense
of the position checking the
dispositions of his weapons
and coordinating the fires of his
mortars with his artillery sport so does
that say decentralized command
so pre-planning what you're going to do
when you win
is a really important thing and then
once you win immediately execute the
plan
yeah this happens with companies that
they close the deal right they close the
deal hey i closed the deal with
you know whatever with bill
if they're smart they have a follow-up
plan it's emails coming two days later
hey bill just following up want to make
sure you got the support
that you needed and by the way i also
want to let you know we've got some
other features that we are adding to our
product in two weeks
when it comes out i want to let you know
that's happening and
also i know that you've got some
affiliate businesses that you also work
with
i would like to reach out to them and
see if we can help you know what i'm
saying
like you have a plan yeah a winning plan
yeah that's uh there's just and there's
a slight
difference between because as long as
that plan isn't contingent on
like the fact that you went because just
just a little while ago we were talking
about um
you know the idea that okay my whole
comprehensive plan every move
like one the next move is dependent on
you executing
the first move right meanwhile there's a
lot of wiggle room in that first move
there's levels of success you know
so you literally can't go to the second
plan if you don't achieve this certain
thing which is a
that's a variable over there however
just to shut you down no no no i like
those getting shut down no i'm saying
there's a difference there
i'm saying don't get confused in that
let me tell you what the difference is
this is important because you
you brought up a totally valid point
tactical echo yes
it gets the gets it's a w but it's about
to get
a little bit revoked here's the deal
so you're right we don't know exactly
how it's going to turn out
right we don't know what that win
actually looks like but here's
here's the deal the section that i just
read what did it say
it said let your section leaders lead
let your
squad leaders lead so what you say is
listen folks
once we secure this objective we are
going to immediately
develop a defensive posture that means
this
you spell out what your intention is and
then your subordinate leaders
through decentralized command step up
and
fulfill your intent immediately based on
the
particulars and the variables of the
outcome of the victory
yeah one mission for patrol a patrol
should have a single and soul mission
there appears to be a general tendency
upon the part of staff officers
and immediate commanders to add a second
mission just because the patrol is going
to be in the vicinity of some point in
which they are interested
i believe this is that this point of a
single mission is highly important
so you're telling your people hey this
is what i want you to go do in this hey
by the way do this and by the way do
this
doesn't help what do you got dave
leglocks no football quarterback sneak
whatever
these lessons are everywhere you're just
you're you're making that point about
hey
we just closed the deal with bill we're
not done
and that was kind of a kind of a micro
example like jocko closes his deal with
bill but i'm going to re-reach out to
bill on monday and we're going to keep
looking and
i was thinking in the context of of this
idea of hey when we accomplish the
mission or we have a win or whatever
that success
ends that's true at that very small
tactical level that emailed a bill
it's also true at the strategic level at
the highest level of
um we work with companies and one of the
things we do at the senior executive
level is
we help them build these big strategic
plans the five-year plan
but the five-year plan doesn't just map
out five years and then
at the end of those five years we we are
done
that five-year plan the five-year cycle
never ends
and so when we achieve these big
victories in business
nothing really ends it just leads us to
the next thing so we can get bigger and
bring more people in that's true in
sports
it's this idea that the win that we're
looking for
isn't the end of any of this the win
that we're looking for is what allows us
to start to do
more and bigger and other things of what
that long-range strategy is
which actually in the businesses we're
working with there's
no end for them they're going to get
bigger they're going to get more
dominant they're going to be more
successful they're going to branch out
in other areas
and i i'm a big fan of
echo sports analogies but
the win even if you think like the team
that wins the super bowl
you know what they want to do as soon as
they win the super bowl they want to
celebrate that another school you know
they want to win the next super bowl
because if not they become the story of
oh yeah you guys won the super bowl and
you didn't even make the playoffs next
year
these this idea of when you win you have
to plan
to have something to do right after that
which is you're going to want to rest
you're going to want to take a knee
and that's the worst thing we can do
because that win is fleeting
and you don't email bill you're going to
lose bill
because somebody's going to get in there
and you don't get bill's contact you're
going to lose those contacts too and
that win is going to be meaningless in
the long run
unless you recognize the win is just
another step as you're moving forward
yeah actually that's that's that makes
sense too right where it's like
and you mentioned you super quick barely
mention this
sure you want to party right after right
after you win the super bowl so
you know the classic story right like
you have certain champions right
whatever they win the super bowl they
win the heavyweight title
whatever next day they're training
already yeah so i'm saying that's like
the real champion
meanwhile yeah meanwhile you get like
the one
time champion right who may be like i
don't know
whatever he's the one time champion he
goes he wins and what's he doing
partying cruising oh i need to take a a
couple weeks off vacation i'm gonna go
spend my bonus money whatever and
you know i'm quiet whatever for a little
bit meanwhile like
you see what i'm saying it's like it
makes sense so the guy
who who can strategize like yeah i won
but you know like the the real
champion's going to get back to work
immediately yeah
it's kind of that you know it's 100 that
that's why these
these principles from combat apply to
everything in life
yep we're not just outspending our bonus
money in kawaii
not necessarily no poor map reading
patrolling to provide security was
generally good but patrolling to
maintain contact and determine enemy
positions and movement was often
slighted many patrol leaders lacked the
ability to read a map and locate
themselves
this resulted in incorrect information
being brought back failure to reach the
objective and an inability to call
for fire support some patrols didn't
know the situation
and what to expect and what specific
information was desired
they were not properly properly briefed
prior to starting
so once again if we have a team who
doesn't know where they are
they're useless what does that mean if
you have a team that doesn't understand
what they're making how much they're
making how much they're producing
what their raw materials where what the
level of the raw materials are
what's what level of say all those
things if people don't know where they
are
they're worthless
infantry notes i get to read books
that have sections that are called
infantry notes i'm a happy human
inter-unit liaison major general lucas
italy experience has shown that enemy
offensive action is usually
along the boundaries between units boom
ramadi
this fact emphasizes the need for close
liaison and constant contact between
adjacent units
from squads on up maximum benefit from
coordinated action will be realized if
commanders will ensure that the
following conditions are met
exchange of active liaison personnel
between adjacent units
close contact between frontline
organizations and a mutual agreement to
ensure maximum combined
protection along the boundary prompt
report to adjacent units of any unusual
act
enemy activity early advice of plans for
attack counter-attack or withdrawal
together with a request for assistance
desired from adjacent units commanders
should know at all times what units will
be directly affected by their action and
realize
that it is their responsibility to keep
those concerned informed
so look we work we interact with all
kinds of different
groups all kinds of different
departments all kinds of different
divisions
all kinds of different companies we work
with companies all the time that
all rely on other companies to get their
job as b2b right
it's business to business how do we
where does the weakness usually fall
where does where does failure
i shouldn't say usually where does
failure often fall it's in those seams
between those two businesses
so what do you do here's some
suggestions exchange
active liaison personnel right actually
trade some people
hey take this person i'll take that
person let them run that project let
them work through this project
close contact between organizations
mutual agreement
to to to work through those problems
that you're going to have
prompt reporting hey hey echo if your
t-shirt business can't supply my silk
screen business can you please tell me
right that's what we want yeah i think
he had that backwards but yeah
what did i say if your silk screen
president if your t-shirt business
can't supply my silk screen business why
do you think i had that backwards
because usually the silk screen provides
service for the t-shirt business
i guess so it could go well yeah you're
right you're right so
either way perspective my part my either
way what we need to make sure is that
we're talking to each other
maybe i'm running out of ink yeah and
now i'm not gonna be able to print your
shirts
maybe my sales are going down i can't
supply you with that business so don't
depend on that anymore you see i'm
saying
there we go yeah um early advice of
plans for attack counter attack or
withdrawal right so if i'm gonna
be printing a ton of shirts i tell echo
hey man i got a big order from another
company i'm letting you know if you're
gonna need something here's the wait
time
yeah oh okay let's plan through that
okay great
commanders should know at all times what
units will be directly affected by their
action
and realize that's my response is what i
just said it's my responsibility for
telling you hey i'm gonna go i've got a
bunch of other stuff we've got to print
if you need something you better tell me
asap
asapuly use your rifle
it's another good heading
colonel harry b sherman commanding
officer infantry italy we have a hard
time getting riflemen to use their
rifles they depend too much on
artillery and supporting weapons in most
cases it would be better if they fired
even if there is no visible target a
group of entry
infantry a group of riflemen may be
stopped by a german machine gun which
they can't locate
but if they open fire in the general
direction of the machine gun
the germans will usually pull out i
believe that we have placed too much
emphasis on fire orders and fire control
by unit leaders
men must be taught to open fire at once
in the general direction of any target
that is holding them up
without waiting for any squad leader or
any other individual to tell them to
open fire
what is that is decentralized command
and it's also going on the offense and
it's also cover and move
yeah that kind of like in the ufc when a
guy gets like hit real hard and he just
starts swinging
kind of like that when he gets hit so if
you punched me really hard and my
reaction is just to start swinging a
little bit
kind of right yeah kind of i yeah a
little bit
yep yeah actually i would say accurate
it's like i i'm
in jiu jitsu when um sometimes dean gets
like a good position on me
and defense yeah it's kind of like that
like he starts i was just going to spaz
out and start moving like crazy yeah
just
just to like mess him up yeah that's
throwing bullets down there yeah it's
like oh
yeah you're not picking your shots i'll
tell you that definitely not bigger
shots
yeah it makes sense yeah there's a
connection there too to what you you
were just talking about a little while
ago too which was
hey doing something is usually better
than doing nothing and if your plan is
hey let's um you know we're in a
difficult situation let's assess a
little bit let's reach out to uh
you know our supporting organizations
well we're just sitting here doing
nothing
as opposed to hey we've got resources
right here that we can expend right now
i can't win the war with these resources
but i need to use these resources right
now hey this team get online start
employing moving forward
jocko radio back see what kind of fire
support we have coordinate with other
agencies inside your organization
but this tendency of i'm gonna sit back
and see what's happening or doing
nothing
what they're saying is hey you are given
those resources
those tools that you have so you can use
them
and yeah that artillery always looks
better the airplanes look like a really
cool
you imagine when we were in ramadi if
every time we went onto assault
the criteria is we wanted to wait for
aircraft first yeah
you're going to sit there all day long
and i knew that firsthand as a
amazingly a liaison my job as an
anglican marine
air naval gunfire liaison company
was to try to bring that air support but
actually the best thing i did
was support them say hey listen we can't
get air
for all these times then i'm not going
to provide you what you need
let's come up with another way to do
this and when they show up that'll be a
great force multiplier it'll be awesome
we're not going to sit around waiting
for that thing we've got all these other
assets that we can use and we need to
use them
yeah because it's it's a real low risk
right
yeah if i start pushing forward right
now
which seems like it'll be a lot easier
for just me call some artillery over
there
but guess what you don't have it right
now so what seems like
less risk is actually more risk
because action beats in action so when
i'm sitting here waiting for artillery
or waiting for aircraft to come overhead
guess what the enemy who i just knew
that they were somewhere over there
they're moving they're maneuvering
and now i'm getting beat so what seemed
like
less risk is actually more risk
notes on training how i would train a
company now
captain robert c gates infantry italy
if i had to train a rifle company again
i would stress the following
basic discipline which means
smart saluting alertness of bearing
cleanliness
and neatness of person clothing and
equipment
shoes shined haircut etc
get perfection in this early as is the
basics
of much later training
combat firing on a course which included
a lot of surprise targets proper
distribution of small arms fire over a
suspected target area
use of the rifle sling sniper training
bar training so the bars borderline
heavy machine gun for them
to be given to every man in the squad
until he has a thorough knowledge of the
weapon
it is one of our more effective weapons
but must be in the hands of a trained
man to really be valuable
a bar man in one of our companies got 20
germans
for sure in an hour during one of the
their counter-attacks
this was one half the casualties his
platoon
inflicted credit
scouting and patrolling need plenty of
emphasis
so uh terrain appreciation
to teach the men advantages and
disadvantages of terrain features
teach them to visualize how the ground
on which you are located looks from the
enemy's viewpoint
what he can see and what he can't see
where you can take positions unobserved
so i was
saying the other day that i think
terrain
in combat is the difference and i'm not
100 sure on this
is the difference between a white belt
and a purple belt
when you know terrain when you
understand how you can use that berm or
how you can use that ravine or how you
can use that high ground
when you start to understand that that's
when you can just start to tap people
out
by maneuvering and i'm not 100 sure that
we're the
the reason i'm not 100 sure about it is
is because it's this massive thing it's
like a
it's like understanding
the theory of grappling itself
so if you if you took fighting like okay
what's a fight it's two people
swinging punches at each other and
trying to kick each other if that's what
we think fighting is
once you know terrain now it's like we
understand that there's a whole nother
dimension it's called grappling so
maybe the purple pelt thing doesn't
really work but as far as just
comprehensive understanding of how to
fight
when you understand terrain all of a
sudden you understand there is a
third dimension in the game
yeah that makes sense definitely i think
i just talked myself through it
i think i figured it out
that's the big thing to try and teach
the young seal leaders
he's like okay the minute you move over
here the enemy can't shoot at you
anymore
yeah you moved for me if you can get
your platoon
to move four meters as a whole to the
east
you are free and clear from those guys
yeah and that means you can now run or
you can move quickly
yeah yeah even like even like the high
ground right we always hear that
and that i probably don't understand the
amount that
there is to understand about it but it's
like in
in fighting there are positions you can
be in where you can hit them and they
literally can't hit you
like there's positions like that but
then if you don't know about them
you could ask somebody okay what's that
position and they don't know that like
grappling or nothing
it's really hard to figure it out it's
almost impossible really
basically the high ground is being on
top
yeah let's say you're mounted though
like but no one's punching you
really if you're mounted yeah and you
know how to fight of course
like yeah if you're just a kid you're in
the high ground yeah yeah
and that's a dominant high ground yeah
if you're in their guard you're still in
the high ground
but you're not like in maybe the best
most dominant high ground
yeah the thing that's interesting that
you got to remember about high ground is
the way
it your angle if you're hiding in a
foxhole
if i'm in a foxhole and you're in an
elevated position above me
what good is my foxhole yeah if i'm in
it if that's
even if i'm on a pretty deep foxhole if
i'm above you
i can be in a shallow foxhole and i'm
totally protected yeah
kinda in a way i mean depends on where
you are i guess but
like you don't have to be in a foxhole
really you just gotta back up a little
bit that's how good high ground is yeah
whereas if you're on the low ground a
foxhole doesn't even really do you any
good
no foxhole not to mention you got
gravity on your side
yes you know which is a powerful thing
uh so terrain
appreciation so if you're uh if you're
happen to be a
military individual and you're new to
the game
start thinking about terrain next
camouflage and camouflage discipline
particularly the discipline
pound into the men the necessity of not
making trails not moving around when the
enemy can observe your position
and similar matters until each man
always thinks about it
i mean it's i told you man the best
thing about being here is i just get to
listen to this stuff
you know we were just talking about
terrain and i was thinking
if you're you're in a competition
whatever it is
i don't care if it's jujitsu the
military private sector if you
understand terrain and your opponent
doesn't
you have this massive massive disparity
it's
it it makes things so much easier if you
understand how to use the train and
you're fighting against someone who
doesn't
it you can be undermanned you can be
under-resourced under-equipped
and it's the same thing in the private
sector you don't have to be the biggest
if you understand how
the environment around you is working
and your product or your your
interaction with the market
does works and your opponents don't
you can be the smallest company out
there and you're going to end up
dominating because you understand the
terrain
and then you were just talking about the
connection to camouflage and as you're
saying that
we were just talking don't give away
your position
and i just love how listening to these
things that we talk about the
connections between
all the other lessons that you keep
talking about over and over again and
i'm just sitting here over like
taco just said that when the last time
we were here and
don't give away your position and
camouflage allows you to not do that
and he's made the cameras like this
especially the camouflage which was that
point
the the other thing well when i talk to
people
about the importance of terrain and then
you translate that
into leadership what you realize is
that human beings are the terrain
the people that you're dealing with they
are at various elevations
they have various micro terrain
their their personality
is terrain that can be
high and low and that's why we literally
say
take the high ground morally right so if
echo does something if he's working for
me or we're we're working together
and he does something he does something
that he shouldn't have done
i need to maintain the moral high ground
the minute that i say
hey i know you took some money from that
client
give me 10 of it or else i'm going to
report you what does that do
i can never i just gave up the high
ground and i can never get it back
i can never get it back everything is
going to be a struggle from here on out
so the way that you view things and if
you start to view the elevations that
you're seeing the way people behave the
way people
interact where the ravines are where the
cover is
who is cover and who is concealment
meaning
like if i know that dave will back me up
in the d in like the deepest sense of
the word but echo
he'll he'll like stick up for me a
little bit but then he's gonna
he's gonna bow down to whatever
temptations are there that means dave's
gonna give me cover
echo's gonna give me a little
concealment but then he's gone like
those interactions
when you're dealing with people you're
dealing with terrain you're dealing with
variations in the surfaces of where
you're working
organization of squad leaders squad
chain of leadership
to the point where if there's only two
men left in the squad they will know
automatically who which one is the
leader
keep the squad organized this way
regardless of casualties and consequent
replacements
some other information very very
tactical in selecting non-commissioned
officers i am convinced
in selecting non-commissioned officers
i am convinced that steadiness is the
first asset
how do we talk about steadiness we talk
about the ability to detach
not get emotional that's the first asset
resourcefulness is the second so
how am i going to get these problems
solved what can i use with what i have
to get these
freaking problems solved that's number
two
intellect third
i've known some really smart people that
were really ineffective
flanking out machine guns
the battle indoctrination courses have
given some troops the idea that if they
attack machine guns by crawling toward
the machine guns on their bellies
without a chance of hitting back this is
not so
they must go around and flank them out
in this connection
in training and maneuvers we should
teach this flanking out by having our
men to go over the toughest and hardest
hills available
as we had to do in sicily in italy
it's just over and over again physical
conditioning too is all important
here in the so-called rest period all
infantry men take a four mile march in
40 minutes each day
precision and snap in all basic drill
including calisthenics should be
stressed precision and
snap
that's something that i'm not good at
what snapping precision and snap
in my movements i see some i see some
guys like doing
exercises whatever name and exercise
i i don't and i see they have a lot of
snap
i need to focus on that more more
precision and snap
oh here's a little headline for you
the hard way is safer
colonel harry b sherman commanding
officer 7th infantry italy
stress stress night cross-country
movements and night attacks don't allow
the units or individuals to use any road
path trail or any other easy route of
advance in every case they
in every case have the move by only the
most difficult
and inaccessible terrain in the vicinity
roads past trails and even just open
ground that offers easy going or
almost invariably mined or booby-trapped
make the men regard the most difficult
ground as the natural route of advance
and it will save many casualties
the easy path leads downhill my friends
this is kind of epic motors
they by the way i'm skipping through a
bunch of this stuff because they go
through each
individual like department of combat
right
but i read them all because there's
always things that you can learn
so this one is this is like the motor
pool
motors need maintenance brigadier
general vincent meyer commanding 18th
field artillery brigade italy it was my
experience
that as soon as we moved out of the
staging area and got within range of the
enemy's guns
motor maintenance for some strange
reason came to
a summary end it was partly due to the
vile weather
and to the slimy mud first
echelon maintenance was so utterly
wanting that drivers were not even
checking the water level in the
radiators
the motor mechanics were honestly trying
to do proper second echelon maintenance
but they were exposed to the weather
with no overhead cover from the rain
and were slipping and sliding around in
the mud that was inches deep it
finally got them down they just couldn't
cope with it so so i read you all that
and i read you all that for a very
specific reason so you got this
you people aren't doing maintenance the
the drivers that are supposed to
probably do some kind of a cursory check
of a vehicle they're not even checking
if the freaking radios are filled now we
got vehicles overheating and then the
secondary maintenance these guys are
they they're out there in the weather so
what is this guy's
solution to the problem
corrective measures when i realized the
gravity of the situation
i placed an energetic leader in charge
that's what he did that's what he did
placed an energetic leader in charge
he meaning this energetic leader
immediately scouted around
and got a place with overhead cover and
hard standing using available buildings
and got a couple of caves
we required that the drivers clean off
mud and drain old oil across the street
from the shop
this helped to keep the shop in clean
order
as for the first echelon maintenance of
my motor my
as the first line maintenance my motor
officer had to bear down in no uncertain
terms but in two or three days
the drivers were back to doing the
things they had been trained to do for
so many months prior to entering the
combat
in addition i required every officer god
so already we got multiple good things
right you got a problem look i don't
even i'm not going to solve the problem
i put a good leader in there
the good leader starts to figure things
out oh we're freaking walking around
they'll go gonna get
overhead cover gonna get some caves and
then this guy starts holding the line
hey
you need to freaking do your maintenance
checks took them two or three days to
tighten them back
up why is that
you hold the line what are you holding
the line on
if you allow slack they're going to take
it bro
you think i want to do vehicle
maintenance echo charles i don't think
no i don't want to do a
vehicle you know what i want to do is
give my vehicle to you and let you worry
about all that crap
that's what i want to do i'm lazy
so i just give it to you and if you
accept it guess what
i'm never doing maintenance again if you
say hey bro sorry jocko
you got to do your share
what if i don't i'm not taking your
vehicle
two or three days later i'm not even
asking i'm just doing my job okay so
those
that's awesome and then it gets this in
addition i required
every officer prior to starting on a
trip with a motor vehicle to check
at least one item on the car in which he
was traveling for example tyre's battery
water
so then he put another little level of
checks in there
freaking legit by the way all the
problems that you have
are leadership problems kind of goes for
your kids too right that thing
that that or that that concept right
there like your kids
right if they're like hey get i don't
know throw away my
rubbish oh like your kids aren't doing
their vehicle maintenance yeah
when they can but if you do them for
vehicle maintenance obviously but
they're metaphoric
vehicle maintenance so they're not
cleaning their room oh they're making
their bed
here's my my son just turned four by the
way so
that's about the time you know give or
take where they brush their own teeth
but like you expect a three and a half
four year old kid to brush their teeth
good
maybe maybe not in the beginning when
it's like two
when they start getting teeth you brush
the teeth for them right
but if you're like hey you're trying to
save time on bedtime
scenarios and all this stuff you like
just come here i'll brush your teeth and
you brush them good or whatever because
you're an adult you know how to brush
teeth right
but as a kid they're gonna be like
turning three turning four and if you
keep brushing their teeth for them
they're just gonna keep doing it just
like if you keep giving me your truck to
change the oil or whatever you're trying
to do to me or whatever same kind of
thing
but if you're like hey and actually you
kind of taught me this about the tiny
shoes thing yeah you know i don't care
if you're trying to save time learn how
to tie your shoes
so if you're like hey i'm not brushing
your teeth you're brushing your own
teeth
you do it once do it twice after a while
they'll be like i'm brushing my own
teeth i don't want to i would way rather
just sit there
as a kid and then quite frankly as an
adult and just show my teeth have
someone else brush them
way more right but man it's just not
like that here's what you do
age three you show your child the faces
of
meth transitions where people are
methamphetamines they get arrested over
several years
and their teeth ended up all yellow and
falling out yeah and you say
hey do you want to see faces of people
that don't brush their teeth yeah
yes and of course that that's true i
don't know if i'd ever do that you know
two two three four maybe i would i don't
know but i feel like that comes before
that's the why by the way yes this is
why you brush your teeth
yes or that's why you get your your
teeth have to be brushed
so now we're in phase two already where
it's like just like how you you're gonna
give me your truck to change the oil you
know the oil has to be changed we
already know that part it's insane
it's just a matter whether i'm gonna do
it or if someone can do that thing for
me
i'm saying what if it's like no no slack
since you didn't even want to brush your
own teeth i highly doubt i will
i'm saying look i don't why i want my
teeth brushed how about that
i don't wanna i don't want them not to
be brushed but if someone else could
okay maybe not brush teeth let's not say
that how about uh
whatever dude clean your house yeah do
the dip do dishes that's a big one
what if someone's like oh someone always
does your dishes you know you just were
like
when my wife when my wife is mad that my
kids didn't do the dishes
and she'll tell me like oh the kids
didn't do the dishes as she's cleaning
the dishes
yeah you know how many times i've
cleaned the dishes because my children
didn't clean them
zero times yeah zero times yeah
that's not a good way to train your kids
if they didn't do the dishes
well that's not actually a thing
shouldn't be a thing they do the dishes
yeah that yeah that makes sense that's
the worst
my daughter's my on the family group
text
sure the other day my oldest daughter
posted something that's or sent to the
group text which was a screenshot of a
post that someone had made
and it said like my dad talk no like dad
talks about heart value of hard work
hasn't done dishes in seven years you
know and that was the big hit on jocko
or they doing yours wait so look if
you're not doing your own dishes they're
doing your dishes you're on the other
side of that
scenario they're not holding the line on
your discipline
they have their jobs okay okay we're
talking about a bigger system now
yeah this is i understand the system i
have i
have responsibilities in the house you
do yes they're called
it's called paying mortgages right
uh it's called providing the roof yeah
that's that's what i do i understand
they have their responsibilities things
like doing
the dishes so
it was a pretty good shot i got a kick
out of it my daughter giving me a hassle
or you could get super technical and be
like hey i don't regard doing dishes as
the benchmark for
hard work i mean they fortunately they
weren't trying to have a legitimate
argument with me yeah yeah because they
were not
they know not that it's not a you know
you're down for that
solution all right essentials of jungle
warfare jungle sops
sop attack procedures combat patrol
once again if i've gotten to a point in
my life where i'm reading a document
that says
sop attack procedures combat patrol i'm
pretty happy about the world
one have a covered route of withdrawal
picked out in advance in case enemy
pressure becomes too great this this
another little hint towards
the value of pre-planning if you're
gonna have to leave
tell everyone where you're gonna leave
by
two keep one squad back as a reserve
and to provide a force to cover
the forward elements of the patrol if
they're forced to withdraw why am i
talking about this what
what in god's name does this have to do
with anything that we're doing here
in a leadership situation well let me
tell you
when you're in a business and i'm in
businesses
you have a certain amount of capital
those are your resources every
military modern
every modern military book actually no
it's not even just modern
if you go back and you listen to this
podcast everything that we've ever
talked about
says you need to have a reserve why is
that because you're going to come up
against variables that you didn't expect
so these people when we when we sit here
and talk about variables and i'm acting
as if hey
here's a real cool concept about the
variables and the things that could go
wrong
okay it's been talked about for
thousands of years
and in order to cover down on those
variables that you cannot anticipate
you need to have some level of reserve
so
when you are running a business and you
have to
place resources in different things you
can buy this much
produce you can buy this much you know
gear you can
buy this much you spend money let's just
let's just say money that's a simple one
we have this much money is it smart
to use all of to employ all of our money
at the same time no it is not
you must keep a reserve back because
when echo's project
goes sideways so if i say oh i'm going
to give half my money to echo and half
my money to dave
half of our half of the money that we
have have to echo and have to dave
oh because we want to get the project
done quickly
and then all of a sudden echo hits a
hits a
hiccup what can i do now nothing i have
nothing else to give
so what i should do is give a third of
my resources to echo a third to dave
we start to move forward you hit a
hiccup echo no problem we got your back
little reserve capital ready to employ
men should be designated to watch for
snipers
now why is that important how does that
relate to anything
what company are we talking to right now
that needs to have
a person designated to watch for snipers
let me explain
when you are doing anything and you give
people
important jobs as collateral duties
you can anticipate that those collateral
duties will not be done
with maximum effectiveness what's
collateral duties
meaning hey echo i want you to
navigate i want you to cut the brush
that's out in front of us
i want you to look for booby traps and i
want you to look for snipers
here's the third thing just look sorry
your fourth job is to look for snipers
how much time are you spending looking
for snipers the answer is very little
if any so what i need to do is say heck
oh you got these three jobs
cool but one thing i really don't want
to have happen is get hit by a sniper
so dave he's going to be in the middle
of the patrol
he's not cutting brush he's not looking
for booby traps what he's going to do
is he's going to move forward a little
bit he's going to stop and while the
patrol moves he's going to be looking
for snipers that's his job and what's
the the philosophy there
is it because of course watching our
sniper is important but
you don't want to compromise any of your
jobs because you're
spread thin or is it because a certain
job kind of kind of almost in a way
requires less attention from time to
time
here's an another example we started
getting
eod explosive ordnance disposal
individuals
tasked to our platoons in the seal teams
as this was happening and we started
getting these guys that this was in the
beginning of the war
that you a lot of the eod guys that were
coming on board like they weren't they
hadn't been through any
combat skills training they didn't
really know what they were doing and of
course i didn't really know any of these
guys at the time so i'm just thinking
why would we take a regular navy eod guy
that's used to being on an aircraft
carrier
in case there's an emergency with a bomb
that's strapped to an f-18
that needs to get disarmed why would we
take that guy
and try and make him basically into a
seal
when it seems like it'd be a lot easier
to me to take a seal
send him to an eod school you learn the
skills and then if something happens you
can you can handle it
my commanding officer at the time said
hey jocko here's the deal
if it's a collateral dude he didn't use
these exact words but he said the exact
same thing which is
hey if the enemy is going to be using
booby traps which they
are and ieds we want to have somebody
that that's the focus of their life
and i soon as he said that i was like oh
good point thank you i will gladly train
an eod individual so that they are
focused on keeping us alive
so if you have prior it's it's a form of
prioritize and execute
right meaning i can't take something
that's important if i deem something as
important i need to assign
it to a person as their primary
responsibility
post outposts to cover platoon
as it sits as it organizes the position
place loaded automatic weapons nearby in
case enemy attacks during so cover
your flanks select a difficult position
to attack preferably on high ground i
just have to say when it says high
ground
cover trails and other likely avenues of
enemy approach with well duggan
automatic weapons pits dig three man in
placement so that they are
mutually supporting and cover the area
completely around the platoon
if the platoon has sufficient
communication equipment this a sound
power telephone
net connecting the platoon command post
with each squad should be provided
be able to talk to each other booby trap
the area complete
completely around the perimeter clear
light brush and fire lanes outside the
perimeter for 20 to 40 yards these are
real tactical things
arrange artillery and supporting fires
place sharp pointed sticks 10 to 25 feet
and he goes goes through that
use grenades freely when the enemy is
seen or heard
hold weapons fire until a definite
target is observed
premature firing of weapons will
disclose positions dave you talked
earlier about
not wanting to disclose our positions
when you start shooting at night that's
definitely going to happen
must of the jungle soldier first marine
corps
if he is to survive it must be second
nature for every jungle
soldier to keep his mouth shut on the
trail
recognize common jungle sounds keep his
eyes off the ground when
on the trail and maintain a constant
watch toward the head of the column
and to a selected flank get off the
trail at holtz conceal himself and
observe the flanks dig in at protracted
halts
know the nambu which is the light
machine gun of the japanese by its sound
because
it is the framework of the jap jungle
organization and it is
a guide to flanks and strong points
that's so good
you got to know what the japanese
machine gun sounds like because
if you know if you see where that
japanese machine gun is it's on their
flanks
or it's in their strong points
black his face and hands to and remove
any shine from equipment conserve his
own ammunition and pick up abandoned
bandolier when he sees one
memorize and invariably use the unit
selected code words for leaders various
maneuvers ammunition corman etc
be able to select a knight position so
that the jungle works to his advantage
and to the disadvantage
of the infiltrating japs appreciate the
fact that japs do not have
cats eyes that they are afraid of the
dark and that at night
a moving jap is an easy victim for a
silent marine who believes in his
bayonet
care for his equipment religiously
weapons deteriorate
with unbelievable rapidity in the jungle
and must be cleaned at every opportunity
good what's good about that is
and and the main reason why i thought it
was important to say that
is because if you're in charge
that section right there
shows you how important it is
to convey to all the troops a
baseline of actions that is going to
help you win
because it's real easy to sit back and
think well obviously
you should know what this machine gun
feels sounds like and obviously
you should blacken your face and uh like
all those things seem super obvious
but why are they written here because
people failed to do them
so as a leader what can you look at
inside your team where there might be
some obvious things
and by the way you know these things
have i've been talking a lot lately
about
values and and the fact that
if you have the proper values this is
sort of the ultimate form of
decentralized command
because people can operate just based on
the values
so these are almost these are like these
minor
things that almost become
values right to use your code words
every single time to conserve your
ammunition every single those are
those are almost like values that you
have
dig in at protracted halts think of you
did
if you were a jungle fighter and you did
all these things all the time that's the
way you operate
your survivor ability is going to be
infinitely larger than someone that
doesn't do these things
so what is going on at your business
inside your teams
where this stuff isn't happening every
single time
what do you need to tell people what
needs to happen
you know these are the things you need
to think about as leader they're not as
obvious as you think
there are also the things that your
people need to know because those are
the things that they need to do so you
can win
your people the ones that aren't
camouflaging their faces
or recognizing the sounds of those
machine guns not only do they not know
what they're supposed to be doing
because more than likely nobody's ever
explained it or taught it to them
they also understand why it's important
what the significance of it and if we
do this as a team we're going to win and
if we don't we're going to lose
there's a reason our enemies put out
snipers
and it's the same thing in business is
that you're you are if you're
if you're running a business right now
listen to this podcast and you own a
company or lead a team
you're at war the people you're
competing with don't want to share space
with you
have an equitable share of the market
they want to run you into the ground
and they're going to harass you they're
going to probe you they're going to
watch you they're going to try to take
you out
they're going to set up snipers and
machines and you have to know what you
need to do to win and if your people on
the front lines don't know this
you're going to lose and the reason
they're not doing it isn't because
there's something wrong with them or
they're not it's because you haven't
shown them why they need to do that for
you guys to win
and that's why this these lessons get
repeated over and over and over again
and that's why it's so fun to listen to
the stuff
patrolling jungle craft lieutenant
b mayor infantry bougainville
i think back now on how i used to cuss
when scouting and patrolling came up on
the schedule
he's talking about training i had the
idea that with all the lectures and
field work we had it would all come as
second nature when we got into combat
but let me tell you something i have
many veterans of guadalcanal in my
platoon who have lots of combat
experience in patrolling
and they still have plenty to learn let
me give you an example of a four-day
patrol we had in jap territory
in those four days we moved about a
thousand yards a day
starting at seven in the morning an hour
stop for lunch and ending at five
figure out for yourself how far we
averaged per hour
it's pretty tough to move like a cat
through the jungle hour after hour
one man causing a little too much noise
can cause the annihilation of a patrol
i sincerely mean it because it has
happened
teamwork
men must not try to fight the japs
individually a soldier fighting on his
own
is a most uneconomical investment and
unless he is lucky he will accomplish
very little
it is a rare occasion when a japanese
machine gun is not covered by other
weapons including a sniper or two
no one man can move in on such a
combination fighting must be done by
mutually supporting groups
and in order to make this system
effective training must be continuous
and every effort
must be made to keep the composition of
the groups
unchanged
essential standards the successful and
efficient
intelligence and reconnaissance platoon
should have the following standards
select personnel mentally and physically
better than average each member should
be
the equal of the average squad leader
rigorous physical hardening
lots of hill and mountain climbing
experience in the jungle
during training they should stay out for
eight or ten days at a time
use native guides and learn how to read
signs from them have them show
the men the edible fruits and vegetables
strict water discipline
both as the amount consumed and its
purification
ability to move rapidly and silently use
arm and hand signals to indicate the
situation
and the desired action no talking or
whispering
constant maintenance of visual contact
front and rear
left and right physical hardening
here's some basic principles travel
light no papers include a high
percentage of automatic weapons and
concentrate
a large proportion of them well forward
the point should be heavily armed when i
used to hear the vietnam guys talking
about
they would move the machine gunners
close to the point
because you're expecting a contact front
that was the kind of became the sop
often well not all the time but it was
we used it all the time in ramadi
uh jp almost always had mikey up there
why jp is on point needs that cover fire
approach streams gingerly the japs
like streams best for their ambushes
make sure that the point has grenades in
his hands
when he starts across it damn that's
freaking fired up
don't pause for any reason until both
banks have been well scouted in both
directions
select successive reorganization points
as the patrol progresses down the trail
to provide for swift reorganization
maneuver swiftly on first contact
jap ambushes and jab ambush weapons are
not normally cited to cover wide fields
of fire
usually bear mainly on the trail
likewise the japs react
poorly to an attacker who makes and acts
on his
decisions quickly
and yes i uh obviously i'm using the
term
jap here i know it's an offensive term
but this is the literature of this time
period
and they're not talking about the
japanese people they're talking about
the
imperial japanese armor army and
military who they were fighting to death
infantry control is hard to maintain in
squads platoons and companies when
operating in the woods connecting groups
are soon lost from sight and sound is
necessary that particular
attention be directed by all commanders
from the squad
leader on up the to maintain control of
their forces and contact with adjacent
units
every individual must know the location
of his immediate superior
and his cp at all time and this is the
last thing from this particular volume
fighting spirit it was notable that
until such time as the infantry got
fighting mad there was a carefree
attitude among the troops
in training this mad spirit can be
developed
to a certain degree
the use of cover and advancing by
creeping and crawling must be stressed
it is necessary to emphasize the
importance of the live soldier
as compare as compared to the dead hero
emphasize the importance of the live
soldiers compared to the dead hero
and that's sort of a dichotomy between
that
and fighting mad
and fighting mad and staying focused
and they call that fighting spirit so
there you go lessons being learned
over and over again you would think that
you would think that the things that we
talk about the thing that's the things
that we teach
the things that we teach to the military
the things that we teach
to the business world the things that we
teach to law enforcement
you'd think that the things that we
teach which we're literally reading from
a book
that's what whatever 70 years old
you would think that people would just
be like hey bro what are you trying to
teach us we are
this you're teaching the most obvious
things ever we don't need you
you'd think that we wouldn't have a
business
but we do oddly enough
there's something there's a there's a
force
that draws people in the wrong direction
and and or should i say there's forces
there's forces that draw you in the
wrong direction forces of
ego the forces of lack of perspective
there's another force in addition to
those
forces that i talked about earlier what
ego perspective and what
emotion ego perspective and detachment
the other one the other
fourth thing that draws people down
is complacency and and just weakness
totally just taking the easy path
those are the four those are the four
things that mess us up
there's a fourth leg to the stool
complacency emotion
or emotion slash detachment
yeah these are the things that draw
people down ego
you and i have been talking about ego
a bunch lately it just so happens that
that's been the topic of our
most recent series of of conversations
whether it's if online or just you and
me or
ego just happened to be on the forefront
when i was
as you're talking at the word
complacency was just ringing in my head
and i was thinking as you said it not
that it's
it's a separate thing but
your ego will get out of control when
you're complacent absolutely
and and if your ego is out of control
you'll get complacent
totally and then if you
just think you're just gonna detach from
emotion and just
you get complacent about your ability to
do that you will get sucked in
and if you want to actually
see it from other people's points of
view and go how will it look
if i say this if you get complacent and
understand it
it was just the way you put that that
word under
under all three of those things of that
triangle is it's the complacency that
is why you don't apply those three
things and
we can draw whatever you want just the
way you're saying it in my mind was when
when i don't keep my ego when my ego
mechanism
isn't working it's because i'm i'm being
complacent with oh
i'm humble i'm a humble guy dave's
humble i know how to keep my ego in
check
and the minute i tell myself i can do
that my ego gets out of control
yeah complacency is an underlying
symptom
and cause of these
three things that keep us in business
bro
they keep us in business right on all
right echo charles
yes um we kind of closed out talking
about fighting spirit
fighting spirit yeah any suggestions on
how we can keep our
fighting spirit up keep the fighting
spirit up
yes the path that's what i'm talking
about okay
so in our on our path and
we all have individual paths by the way
some overlapping elements
of course fitness mental and physical
if you're not at the very least
maintaining but hopefully we're working
to move
to progress mentally physically
physically that's a big one once you get
married
well you know you got your career in
order let's face it
that complacency on the men on the
physical home front
by the way if you don't have physical
health there
you're in a real bad way in every way
yeah but mentally
spiritually emotionally it's all going
downhill so we want to maintain as much
physical health as we can is that yeah
kind of where we're going that is true
but i think that the the kind of the
perception is that
that hill that you're talking about go
downhill that's a big hill it's like
it's like long
and then when you're like younger
potentially you're at the top of that
hill
but the hill is so long that you can let
these things slide for so long
that on the way down you kind of know
yeah
sure i'm letting my health kind of slide
but it's not like code red it doesn't
feel like code red for
like a long time rome wasn't built in
the day and it wasn't destroyed in a day
either
there you go they go day by day but then
one point you look up and the
infrastructure is hurt
hurting and you're no the infrastructure
might not be recoverable
that's what i'm seeing that's the
problem and and that is kind of one of
those
one of those points that i think doesn't
for some reason
doesn't dawn upon us real obviously you
know
no that's because it creeps in creeps in
a little bit at a time
but you kind of would think right like
on paper or whatever
that like you could get to the point you
could at least predict okay
look i'm going downhill i get it this is
happening every single day by the way
i get it but when i get to xyz
point i know that that's not recoverable
or i'm in
super hot water or whatever so let's
when it gets to here let's let's really
tighten it up
really but we don't really do that well
we hope we do
yeah we hope we do let's not get it
let's not let it get to the point and
something that can something that can
that that allows us to move to let it
slide more
is you got some kind like you're feeling
a little dinged up
right maybe those maybe those joints are
feeling quite a bit different
that's one of the things and well and
actually that
that reminds me of what i was thinking
like sure yes
we would like if you work hard hard work
out harder your body takes beating
joints think of eating right but
even like daily
doing like the same thing every day
sitting down every day like all that
kind of stuff it jams up your joints as
well
did you know that if you sleep with your
knees together on your side
it kind of like puts weird pressure like
on your hips and your knees
i did not know that yeah that's what i
found out anyway all right whatever all
right joints charcoal fuel there you go
we need supplementation
we're in the game we are working out if
you're not working out it's like man
brad you got to start working out you
have to definitely
unless your job is
even then even if you have the most
physical job you can think of
we know what you have to do proactively
do mobility
stretch you know what i'm saying pro
soccer player well then again no if
you're pro athlete you are working out
that's your whole jam so yeah okay
you're correct
i agree with that 100 okay so work out
if you're not working out we're working
out now
and you will need varying levels of
supplementation let's start from the
bottom the foundational supplementation
joints keep that keep those in the game
you're not getting younger
i know you heard it before seems obvious
but we don't act like it sometimes
that's what i'm saying you get older
like i have a full conversation just
with yourself
no because i know i know the thought
that's why you know how someone's like
um
hey i'm not getting any younger it's
like yeah brad that literally
applies to every single human being at
any age you could be just born you're
still not getting any younger you know
what i'm saying i don't know though bro
also you are getting some people are
getting yeah
but like don't you think hey i'm better
in these following nine aspects right
now than i was last year
i think i'm getting younger no see you
lost me at the last part
you might be getting better for sure
more
mobile more physical whatever but
nonetheless what i'm saying is
sometimes these cliches are super
self-explanatory like
obvious to everyone or whatever so then
i say them then i gotta explain what i
mean by them you see what i'm saying
because they apply
same same all right anyway take joint
warfare
and super krill oil keep your joints in
the game because weak joints is worse
than weak strength
you understand that yeah because you
don't even have the capability
i said i understood it that meant you
didn't need to expand on it
i'm looking at dave he didn't say
anything so i figured i was compelled
to explain it a little bit more the tape
will show that i nodded my head which is
every bit the same as saying i
understand
just your guys words right now tells me
that you don't fully understand
i'm trying to try to give to you guys so
you got joint warfare krill oil
discipline discipline go vitamin d3 cold
war
we got the rtd you can drink okay where
are you at
dave burke good deal what's your flavor
assessment at the current time of the
cans of
discipline go sour apple sniper that's
your number one number one
um okay just came out okay charles where
are you at
um i'm gonna be honest
i like the choco palmer taste the best
but
you know how you like you go in like
routines i'm on the sour wrapper
sour apple sniper i think maybe
subconsciously
it's i'm still in the novel phase you
know like no flavor you seem same but i
think taste wise
yeah choco palmer edge like by a little
bit when
is your signature flavor coming out
good deal dave burke it's uh it's next
man so we have slapped the table we are
we are official on the flavor
did you did you get the flavor that you
liked we did
we did and now it's production time it
is time the cans are ordered
oh the capers official and uh be little
and i had to talk last week
and i think we're uh we're next so i
actually no i saw the can design did you
post the canned design
i think i reposted it from him yeah
every time like this is like
pete's dream yeah every time pete gets
to design a cool
can he like just that's his that's
he's so happy he was super fired up on
this exactly dude
yeah he's and probably because you were
fired up i was fired up because you know
he sends me stuff and i'm like looks
cool
dude i was like i was super excited when
he sent me that stuff i was so stoked
this is so cool and he's like totally
why is jocko such a freaking
i know beth yeah i'm feeling pete
totally on that one because you know
when you're fired up you get
you know you artistically you're like oh
man this one really came together
you know there's layers in there you
show it to like your prime primary
audience and they just are like cool
bro why don't we even come to you
sometimes
hey warning order you know what a
warning order is it means like hey we
got an operation that's going to be
coming up
pretty soon in the southeast
sure a store called wawa wawa yeah yep i
hear good things they're going to be
having
discipline go there little warning order
that when it comes
go get some we're on a little mission
uh mulk protein that tastes good
or dessert that has protein yeah i'm not
sure which way you want to describe it
either way it's good with me
chocolate white tea yeah good good good
good
product and this stuff is also available
at the vitamin shop
or at origin maine.com which where you
can also get jiu jitsu
products such as a ghee such as a rash
guard
and by the way just don't not just uggy
kind of get thuggy you can kind of get
the key
that you want the most comfortable ghee
ever made
rift yeah is there a more comfortable
key than the rift negative it's not even
in the same ballpark
yeah it was funny because my son he's
four like i mentioned before so he'll
like just be ran like we're not training
at any place or nothing like that
but he'll randomly be like hey it's time
to train
yeah or at the very least put on put on
mikey i just want to put on the key
right now
so he'll put yeah he'll put he'll put it
on
and i'll be like remember pete because
remember he met pete at the vitamin shop
all that
and i was like he's the one that made
this ski so he'll be like cool
and he'll be running around doing his
thing whatever and then he'll say
hey can you tell pete thanks for making
this ghee for me your kid is nice
straight up oh yeah cairo's very police
yeah
all right so we got geez we got boots
american-made boots american-made jeans
blue jeans right yep you would think you
would just think
oh blue jeans that's an american thing
right blue jeans come from america you
know what
you're right and you're wrong blue jeans
came
from america they originated in america
but they're not made there anymore
unless you get origin genes
and then they're made in america a
hundred percent from the
thread in the cotton yeah that's
true it's good and they're sewn the
whole nine yards
so if you want to support america and
you want to support this podcast
and you want to support america then
check out origin maine.com
and i'll quote echo here if you see
something and you like something
get something that's something it's true
also taco's store it's called jocko
store so we're on the path like i said
like
we always say so if you want to
represent
while on the path we got some shirts
some hats some hoodies
some shorts board shorts some
other various items on there
jockster.com like i said
so you know discipline equals freedom
good get out all these things
representative of this crazy hard
from time to time path that we're on
including the shirt that i'm wearing
right now
yes hardcore condos all day you know i
don't
introduce new shirts into my lineup very
often
yes it's it's a it's a weave move for
sure so here i am
hardcore condo oh slack
warrior kid soap don't forget that you
can get that at the jackal store as well
some some some of that soap is for
children some of it for adults so
some of it's called killer soap some
it's called warrior kid soap but
regardless of what kind of soap you get
it will all allow you and your family to
stay clean
uh subscribe to this podcast if you
haven't yet
yep which is just crazy if you haven't
yet so the value of subscribing to a
podcast
whatever i'm just saying because it's
one of those things you know an
ongoing kind of question mark like oh
you're like
yeah i don't you know yeah how valuable
is sane subscribe to the podcast
okay that's what it's for this is new if
you're new to the podcast also well
you can subscribe to another podcast
which is called the jocko unraveling
podcast
you can subscribe to that one it's
myself and daryl cooper we originally
called it the thread
see that's valuable right there yeah but
that's valuable right there to be like
okay you're listening to jocko podcast
you probably you know unless you're like
brand new the first one you ever listen
to or whatever and think
think for some reason this is like a
one-off an individual episode
then you say subscribe to this podcast
but we're listening to jocko podcast but
there is in fact like you said
unraveling podcasts whole different
podcasts subscribe to that one too
available for subscribing also grounded
podcast which we were going to record
another one with jp
but we didn't sorry yeah we ran out of
time
and warrior kid podcast i know i owe you
those i apologize
i need to work harder we have a youtube
channel where echo charles
makes videos if they're short really
compact videos
then they'll have all kinds of
excitement in them if they're a long
video then there'll be no excitement in
them they'll just be people talking
which in echo charles's opinion is the
way to do it it's valuable
everyone else doesn't think that but
it's echo charles's youtube channel
that's what he that's where he's at
i got a text from brandon today and he
said hey
who picker yeah and he he said something
along the lines of
you know trooper since day one if we
don't have explosions
if that's not part of the program
something's wrong
there's another vote all right good tip
just do it one time see if anybody you
know
gets mad whatever yeah
so youtube channel subscribe to it
psychological warfare an album and a
jocko
album with jackal traps helping you
through moments of weakness straight up
when they come about you just boom you
listen to that boom no weakness no
moment
and also we got psychological we got
flip side canvas sorry
flipsidecanvas.com dakota meyer making
cool things to for you to hang on your
wall
also got some books we got a book called
the code
dave burke good one what do you got
about the code still using the code
every day i am i still get more
direct messages on social media about
that than anything else
because it was this idea of like hey
were you just having this conversation
you have to look at the
you want to not be complacent you want
to keep you have to do it every
single day every single day
i thought what you're going to say is we
also talked about you got to know where
you are
this book the code the evaluation of
protocols actually allows you to assess
where you are
how can you move if you don't know where
you are the answer is you can't the code
the evaluation of protocols
written by jocko willink dave burke and
sarah armstrong
you know what's funny about that the
code like elements from this book are
now in my everyday life like my whole
you know remember how
it feels like back in the day but let's
just face it kind of the current you
know how you
like label your experience from one to
ten
right give it a score one to ten now
it's one to five oh it changed your
whole
yeah five is like the unattainable
perfection you know four is like
your general perfection you know yeah
you got to be careful with that one
though
the fours yeah because if you're if your
wife is like hey how do i look tonight
in this dress and you're like oh you're
a five
what you mean is unattainable perfection
yes what you get is slapped
yeah careful with that one here's the
thing when you get real used to this
evaluation system
but i'll get slapped i gotta i gotta
stay true to the code got it
okay 100 you know your kids are doing
somersaults or whatever
they're getting a one two three or four
yeah maybe sometimes five if it's
perfect but
i'm just saying the whole rating system
gets shifted down to this one now
cool and the same standard as well like
fives like
you i'll even text like hey just threw
up a four if i okay dave if i text you
ahead just throw up a four
right you know exactly what i'm talking
about impressive see i'm saying i'm just
saying this code is life now
also have leadership strategy and
tactics field manual way of the warrior
kid one two and three
mikey and the dragons disciplinary
freedom field manual and extreme
ownership and the dichotomy leadership
we have a leadership consultancy called
echelon front
where we work with companies dave what
are you spearheading right now
i think i'm we are working with like 20
different companies on long-range
programs right now
i think everyone from a different sector
a different place in the market
and you said something a minute ago
it's the same exact thing with every
single company
but everything is different because
they're all different and not one single
thing about it
is boring i every i mean my wife would
tell you that i repeat myself a thousand
times a day i have not
once gotten tired of it and
companies that working with us the
coolest thing about it is despite all
the stuff going on in the world right
now they are getting
better and it is so awesome to be a part
of that
so if you want that go to
echelonfront.com you can check out our
consultancy we also have an online
training platform to make you a better
leader
not just through static training which
is there you can get some fundamentals
reinforced but you can also just sit
there and ask me a question
you can come to a live interaction
i'll be sitting there on my computer
you'll be on your computer and you can
ask me
hey jockle here's the situation that i'm
going through
i will answer it you can talk to dave
you can talk to leif you can talk to jp
you can talk to anyone on the echelon
front team
so go to ef online.com if you want
to hang out and talk we also have
the muster which is a leadership
conference two out of three have been
canceled this year
the next one is dallas texas december
third and fourth
probably going to be social distancing
so we have less seats
and people from orlando and and
phoenix are coming to dallas so it's
going to sell out even quicker than
normal
extremeownership.com if you want to come
to that
we have ef overwatch you heard on
podcast the last podcast 244
mike torelli george randall this is
echelon fronts taking people
from the military that have leadership
experience
and placing them into your civilian
organization to help
you bring your team in
to the winning category
and you know what if you're already
winning it will help you
win harder
and america's mightywarriors.org
that is mama lee that is mark lee's mom
if you want to support
military personnel if you want to
support the families of military
personnel including gold star families
around the world
you go to america's mighty warriors dot
org
you can donate or you can get involved
mama lee bless her heart that is her
mission
and she is driving it
and if you need
more if you can't
live without some more of my thought
threatening theories
or you'd like to hear some of echo's
obtuse opinions or maybe you'd just like
to hear
one more of dave's enthusiastic
allegories
then you can find us on the interwebs on
twitter
instagram and facebook dave is at
david r burke b-e-r-k-e echo is at echo
charles and i
am at jocko willink and all the troops
that take these combat lessons and apply
them to your present duty to protect our
right
to self-determination in the world
thank you for your service and to the
police
and law enforcement and firefighters and
paramedics and emts and dispatchers and
correctional officers and border patrol
and secret service
and all the other first responders out
there thank you for doing
what you do every day to keep us
safe when we need it the most
and everyone else out there you know
you hear these stories and you hear
these theories and you hear these
principles and there's no rocket science
to them there's no mystery
it's the same thing it's discipline it's
action it's communication it's
follow-through it's planning you know
what to do
you know what leads to victory in combat
and therefore you know what
leads to victory and business and you
know what leads
to victory in life don't hesitate
don't wait now is the time
to implement
so go out there and get after it and
until next time
this is dave and echo and jocko
out
