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But, if we plant the seed of change in their mind and water it, we can give them ownership of the plan. This makes it far more likely to happen. And they never do. Inevitably, plans get messed up. But if you know WHY you were instructed to do a specific thing, you can adjust to get the same outcome.

In addition, knowing why you are doing something or how it will affect you and those around you will give you far more motivation to complete it. When giving orders, explain why. When getting orders, ask why. Jocko emphasized how his main goal as a leader was to do nothing. What this means is that if he was a perfect leader, everyone around him would be able to clearly understand their role and know what to do and when.

A good leader makes it his or her duty to spend the majority of their time zooming out to look at the bigger picture of what they are trying to get accomplished. Sometimes we have to wait and be patient for a reason.

Leadership Lessons from a Weekend with Navy SEAL Officers

I absolutely understand this point but nevertheless struggle with it, which is why it stuck out to me. Detachment is when you take your emotions out of the current situation. Instead, you look at the problem from a third person point of view. When a stressful situation is brought to you, you need to be able to detach in order to better handle it.

Smart decisions are made from logic, not from impulse or emotion.

The Leadership Lessons of the U.S. Navy Seals

This applies to both business and life. Our default mode needs to be taking action, not sitting around planning everything out to perfection. Instead of asking your boss what to do, tell them what you are going to do. For example, instead of approaching your boss looking for a task, find several possible tasks you can accomplish and bring these to him or her asking them which they want you to execute first.

Episode 27- Rorke Denver on Leadership Lessons from a Navy SEAL

Instead, it needs to be in the form of a longer, more tactical campaign. For example, telling a family member they need to exercise may not get the point across. But a tactical outing to a location with several flights of stairs may plant the seed that regular exercise is beneficial. A debrief is asking questions about a completed mission, project, or task. We need to make time to debrief and constantly self-assess.

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  • Jeff Cannon Quotes (Author of The Leadership Lessons of the U.S. Navy SEALS).
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  • 2. There is no such thing as a bad team, just bad leaders.
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After missions, Jocko, Leif, and their guys would want nothing more than food and sleep. However, they forced themselves to have a post-mission debrief in order to assess what they did well and what they needed to improve. If Navy Seals force themselves to debrief, we certainly need to take note and do the same. If we never stop to assess our performance, we will never see where we can improve.

Drop the ego and have the humility to regularly ask yourself where you can improve. Whatever your experience, age or position, if you have the impression you know everything, or feel you don't have to listen to advice, it may be high time for a slice of humble pie. If not, life and circumstances will show you.

The Leadership Lessons of the U.S. Navy Seals : Lieutenant Commander Jon Cannon :

Contrary to popular belief, you will not lose credit in the eyes of your team if you admit you don't know everything. Indeed, this will only reinforce your position as leader. In SEALs lingo, 'Cover and Move' means that before you move on the field, whether bullets are raining or not, you always have to ensure that part of the team or another team ensures cover for the team that is moving.

Just as, when walking, you wouldn't lift a leg before putting down the other.

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This, as you can imagine entails being able to work as a team and with other teams with flawless communication and trust. Each team is engaged in the mission either when moving or when covering the moving team. United in the one perspective, accomplishing the mission, the objective being to ensure the security of every member of the operation. Once again, it is essential here to understand the notion of teamwork and to develop trust in each of its members. And this trust must extend out from the team to the other departments of a business that interact to accomplish its designed mission. An exceptionally interesting sentence I thought and very true.

Indeed, the simpler a plan, an instruction or a strategy is to understand, the more we are inclined to act. Inversely, the more it is complex and obscure, the more suspicion will take over and less one will be inclined to act. It is obvious that in commando operations, everybody has an interest in understanding properly how things are supposed to happen. In business, faced with over-complicated processes, cryptic marketing strategies or over-elaborate price charts, it is often best to simplify, even if some precision is lost in the process.

At least, the people confronted with the strategy, the process or the chart will be able to make a decision and act. In the lobby of the Apple designer, John Ive, it is said that there hangs the following slogan: Setting up priorities and acting on them. Be it in business or in Special Forces military operations, there are times when human beings may feel submerged by demands, challenges and uncertainties.

The most important thing is to remain focused, calm and to be able to stop to consider the options at hand. Everything cannot always be done or resolved immediately.

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  • Leadership Lessons from a Weekend with Navy SEAL Officers -;
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But rather than remain in uncertainty and indecision or be submerged by challenges, one should be able to take a short break, take a step back and determine the most important priority to be taken into account at this moment, set up a plan to resolve the problem and act until this problem is resolved. Then move on to the next challenge. This simple technique musn't of course replace the ability to keep an overview of the situation but when stress is sky high and that confusion has taken over, it is very efficient to be able to identify and resolve each problem individually and by order of importance.

One of the main characteristics of the SEALs units is to often operate in hostile territory in total secrecy and perfect autonomy.

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Unlike conventional force units, which move in large numbers and in broad daylight, a mission can be carried out by four to six men moving soundlessly by night. It is then difficult in the case of enemy contact or complications, to communicate swiftly and efficiently with the chain of command to adapt the mission to the new circumstances. Infiltrated men will thus have to make their own decisions. Decentralising command means that the mission and its limits have been formally defined by senior officers who have an overview of the mission, but the details of execution are left to the people on the field who are in contact with its reality.

These highly trained men are aware of their responsibilities and have a clear idea of what is expected of them. They are authorised and able to make their own decisions. This metaphor of decentralised command perfectly illustrates the need to develop an organisation that works Top-down but also Bottom-up. Yet it is often the most efficient way to get concrete results and especially a genuine commitment from collaborators.

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Indeed, how can one expect an employee on the field to feel motivated and committed if he has no leeway and only gets orders from above. It is obvious that everything cannot be organised and planned in advance and that the saying "no plan resists the first contact with the enemy," regularly makes total sense for men in the SEALs units. Barbarians at the Gate Bryan Burrough. King Of Capital David Carey.

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