[SPEAKER_02]: This is Jacob podcast number five twenty six with echo channels in me.
[SPEAKER_02]: Jacob willing.
[SPEAKER_02]: Good evening.
[SPEAKER_02]: I call good evening.
[SPEAKER_02]: What makes a good soldier?
[SPEAKER_02]: What makes a good leader?
[SPEAKER_02]: What makes a poor soldier?
[SPEAKER_02]: will make support leader.
[SPEAKER_02]: There are many opinions about this, and a lot of them are different, but also, there are patterns.
[SPEAKER_02]: And we have certainly discussed some of the patterns of good and bad leaders, but
[SPEAKER_02]: leadership and human nature is not a science certainly there are a lot of variables there's a lot of idiocincrecies there are a lot of nuances that make human interaction difficult I found a I guess it's somewhat of a scientific approach to this from the department of the army personnel branch
[SPEAKER_02]: Department of the Army, Personal Research Branch.
[SPEAKER_02]: So from 16 May to 19 July, 1951, the Personal Research Branch of the Army collected data by interviewing officers and elicited men from a bunch of different jobs in the Army combat arms infantrymen who had served in direct combat in Korea.
[SPEAKER_02]: and it's not a comprehensive study by any stretch and the sample group was relatively small, but I was thinking about this, you're going to hear some very raw answers and it's because he has been in combat, they're not, they don't care.
[SPEAKER_02]: They're not trying to make anyone feel good.
[SPEAKER_02]: There's no sugar coating going on.
[SPEAKER_02]: They're coming off the battlefield and like this is what's happening.
[SPEAKER_02]: I had a decent sprinkling of that in my own attitude, especially while I was still overseas.
[SPEAKER_02]: You know, someone was asking me something I was going to tell them straight up like this, what's happening.
[SPEAKER_02]: And so that's what these guys are.
[SPEAKER_02]: These guys are in that mode of, hey, you, oh, you want to know what a good leader is?
[SPEAKER_02]: Not this.
[SPEAKER_02]: Oh, it's that.
[SPEAKER_02]: So it's not a, it's a pretty small study group.
[SPEAKER_02]: I think it's like 50 or 60 guys, but I think there's some really good insight.
[SPEAKER_02]: in this document and it's called once again personal research section report nine nine five and it's entitled characteristics of good and poor combat performance as reported by infantry men in Korea.
[SPEAKER_02]: What a great title.
[SPEAKER_02]: That's what we're going to learn.
[SPEAKER_02]: The characteristics of good and poor combat performance.
[SPEAKER_02]: Let's get to this book right here.
[SPEAKER_02]: So it starts off by saying a group of 57-inch infantrymen Most of them with combat experience dating from the fall of 1950 were informally interviewed on the main line of resistance in Korea in June 1951.
[SPEAKER_02]: So these guys are getting interviewed in the field
[SPEAKER_02]: You're not going to get any more true flancers than that.
[SPEAKER_02]: You know, kids always tell you the truth.
[SPEAKER_02]: Yes.
[SPEAKER_02]: Kids will be like, you look fat or you look stupid or your hair is ugly.
[SPEAKER_02]: Like your kids are going to a combat infantryman that's currently on the line in combat.
[SPEAKER_02]: He's not going to pull any punches either.
[SPEAKER_02]: So that's what we've got here.
[SPEAKER_02]: These infantry men represented most of the combat common combat jobs.
[SPEAKER_02]: They were each asked to describe the two best and the two poorest combat men.
[SPEAKER_02]: They knew sighting instances to support their choices.
[SPEAKER_02]: So that's what we get into.
[SPEAKER_02]: List of characteristics of good combat men.
[SPEAKER_02]: Good combat men.
[SPEAKER_02]: Has combat know how, and this is just straight up, I love that this is such a good army, army, document, straight up, this is what's happening.
[SPEAKER_02]: Good combat man, man, has combat know how sticks to job when going gets tough, is quick to take appropriate action, remains calm under fire.
[SPEAKER_02]: shows concern for others in group is orderly and clean takes orders well learns duties quickly has high motivation for duties is in good physical condition boom should we just end this podcast now
[SPEAKER_00]: So that is combat know-how, that's what they mean by it or it combat know-how is one of those.
[SPEAKER_02]: Yes, it's one of the things has combat know-how, meaning this is how you work this weapon, this is how you reload this weapon, this is how you set up fields of fire, this is how you dig a defensible position, this is where you should position your machine guns, all that stuff, that's combat know-how, and that's kind of the most important thing that they talk about, which again is good in my mind because performance, performance of your duties,
[SPEAKER_02]: you know, do an awesome job and people like you more.
[SPEAKER_02]: Right?
[SPEAKER_02]: If you're if you're losing, people don't like you as much.
[SPEAKER_02]: You're not as good at your job.
[SPEAKER_02]: And then it breaks down here and we're gonna get in by the way, we're gonna get in each of these a little bit deeper, but I'm just gonna go through them the way they have them listed here.
[SPEAKER_02]: Good combat leader.
[SPEAKER_02]: has combat know-how and directs men well under fire.
[SPEAKER_02]: So, same exact lead-off.
[SPEAKER_02]: Except for its direct men well under fire, which by the way, that is the combat know-how of a combat leader.
[SPEAKER_02]: Is knowing where to put the troops.
[SPEAKER_02]: Provide supervision and training and checks on men's needs to take care of your people.
[SPEAKER_02]: Is friendly, respectful, and loyal to his men?
[SPEAKER_02]: Let's men know he's boss.
[SPEAKER_02]: And again, we're going to get into these a little bit more detail is willing to undergo the same risks as his men is impartial in treatment of men is explicit and is orders simple clearance concise.
[SPEAKER_02]: Keeps men informed as much as possible, knows what his men can and cannot do, has assurance and self-confidence.
[SPEAKER_02]: So there you go, those are the characteristics of good combat men and good combat leaders.
[SPEAKER_02]: And then we roll right into it.
[SPEAKER_02]: And again, these are kind of like the overarching things we're doing some detail on these.
[SPEAKER_02]: Characteristics of poor combat men lags behind needs constant supervision in parentheses, irresponsible or stupid.
[SPEAKER_02]: is too personally incompatible, which is an interesting one.
[SPEAKER_02]: And by the way, these are kind of ranked, these are never my kind of, these are ranked.
[SPEAKER_02]: These are what the most important was down to the least important one.
[SPEAKER_02]: Not a huge disparity in how different they were, but the most important thing is like, this person can't do their job by themselves.
[SPEAKER_02]: They need constant supervision or their lag behind.
[SPEAKER_02]: Is part number two is, is personally incompatible, meaning we don't like you.
[SPEAKER_02]: is too afraid, doesn't perform adequately, is too afraid, bugs out.
[SPEAKER_02]: Documented coward, is all for himself.
[SPEAKER_02]: takes unnecessary risks, is unwilling to follow orders, lacks interest, is physically inadequate, is preoccupied with personal affairs.
[SPEAKER_02]: These are the poor combat man, and the poor combat leader, number one is temperamental.
[SPEAKER_02]: Number one, takes special privileges, number two.
[SPEAKER_02]: is too easy with his men.
[SPEAKER_02]: By the way, these are the men judging going you're too easy with the boys.
[SPEAKER_02]: Lacks combat know how.
[SPEAKER_02]: won't admit mistakes, lack of ownership is unwilling to undergo same risks as men, fails to give his men proper information and assistance, and the last one fails to take proper precautions for his men's safety.
[SPEAKER_02]: So those are kind of the broad categories that we're talking about.
[SPEAKER_02]: and it goes on here makes this note, the single response category used most frequently in describing poor combat men was lags behind needs, content supervision, irresponsible or stupid, accounting for 21% of the responses.
[SPEAKER_02]: So that's kind of when you just have a non-starger.
[SPEAKER_02]: You know what I'm saying?
[SPEAKER_02]: Like, you're just dumb.
[SPEAKER_02]: or you're just, you just can't do the job, can't do it, you just can't do it, and next in order of frequency was is personally incompatible, most referring, most response referring to a tendency to to complain too much or to lie, and then is all for himself was also frequently mentioned 11% of the response is falling into this category.
[SPEAKER_02]: So comparison of good and poor combat men, this is the next one section here, if good combat men were often described as having given characteristics and poor combat men were often described as having the reverse of that characteristic.
[SPEAKER_02]: So clearly this isn't like a mystery.
[SPEAKER_02]: The control of fear appeared to be of paramount importance to the respondents in evaluating combat success.
[SPEAKER_02]: We haven't heard that yet, but we're getting into it.
[SPEAKER_02]: Combat know how was clearly considered a prerequisite of good combat performance.
[SPEAKER_02]: 23% of the responses included it as a characteristic of a good combat man and a good combat leader.
[SPEAKER_02]: The most frequently mentioned category describing poor combat men was lagged behind needs comfort, constant supervision.
[SPEAKER_02]: This is why if you can step up and take ownership, like if you're working wherever you're working right now and you can step up and you can just, oh I got that, I'm going to run with it, you're going to go places and if you don't and you go, oh well what I need to do again, how do you want me to do that, what can you check my work, you're not going to go anywhere.
[SPEAKER_02]: It is interesting to note that while the possession of combat know how was the outstanding characteristic of good combat men, the absence of combat know how was not frequently mentioned in describing poor combat men.
[SPEAKER_02]: So if you didn't know everything perfectly, but you weren't a leadership position.
[SPEAKER_02]: Okay, well, well, the escort you along.
[SPEAKER_02]: certain personnel personal traits appear to have been regarded as important.
[SPEAKER_02]: The predominant of personal incompatibility in the description of poor combat men had its counterpart in such traits as consideration and cooperation describing good combat men and the traits of consideration and fairness describing good combat men.
[SPEAKER_02]: Good combat leaders.
[SPEAKER_02]: So isn't it strange
[SPEAKER_02]: And you're just another number and you better just follow what is known.
[SPEAKER_02]: It's actually Really important that you are just liked by the team If the team doesn't like you things aren't gonna go well
[SPEAKER_02]: Experienced infantry men describe good and poor combat men most frequently in terms of competence and dependability.
[SPEAKER_02]: Poor combat men were most frequently described in terms which indicate an inability to control fear.
[SPEAKER_02]: frequency of reference to leadership characteristics in describing good men suggest that the best combat men tend to be chosen for positions of leadership.
[SPEAKER_02]: So that's a good sign.
[SPEAKER_02]: We at least get the good people to step up and do the jobs.
[SPEAKER_02]: And this is where we get into, and that's the report right there.
[SPEAKER_02]: which would be a relatively straight forward.
[SPEAKER_02]: But when I started reading the actual responses, and you start seeing some clarity behind these things.
[SPEAKER_02]: So, characteristics of good combat men.
[SPEAKER_02]: Has combat know how and here's the examples could set man in a good position He was wonderful at estimating range and back in the day dude You're trying to estimate range now.
[SPEAKER_02]: We have laser range finders.
[SPEAKER_02]: We got all you know even our scopes that are milled out You can do there's a bunch of tricks to the trade now But back in the day like oh that looks like about 480 meters dial it in boom
[SPEAKER_02]: accurate gunner, he can put a mortar where they want them.
[SPEAKER_02]: Smart uses head, not foolish or hard-headed.
[SPEAKER_02]: Again, you know, we get the Hollywood gunny that rolls in.
[SPEAKER_02]: We're doing it my way.
[SPEAKER_02]: Well, actually, not hard headed, new his work, new his weapon, new his gun from one end to the other.
[SPEAKER_02]: If anything went wrong with it, he could fix it right away, even in a fight, within two rounds he could hit a target.
[SPEAKER_02]: See, this is where, whatever your job is, we answer some questions like this on the underground.
[SPEAKER_02]: We have a couple people that have written in recently that are in.
[SPEAKER_02]: their life is not in a good spot for a variety of reasons, and they're in a position where they kind of got to start again.
[SPEAKER_02]: They have nothing, right?
[SPEAKER_02]: And, you know, the responses that I've been given, those people's like, listen to you, okay, you need to go find a job.
[SPEAKER_02]: I don't care what that job is.
[SPEAKER_02]: And you bust your asset that job.
[SPEAKER_02]: And if you're the fry guy working at a fast food joint, you master it.
[SPEAKER_02]: And you do it to a point where no one can, no one has to tell you what to do, you master that thing.
[SPEAKER_02]: And when you master the fry guy, if doing the fries, you're gonna get promoted to grill.
[SPEAKER_02]: and then you master the grill.
[SPEAKER_02]: You keep doing that over and over and over again.
[SPEAKER_02]: And eventually, you're going to look up in eight years and you're going to have a legit job as a manager of two freaking restaurants and making real money by the way.
[SPEAKER_02]: So that's what we need to do when you go and you embark in labor, in jobs.
[SPEAKER_02]: you need to do the best to do to the best of your ability.
[SPEAKER_02]: And you need to work a little extra hard this one, one place where people's ego can get in the way and set a saying like, well, hey, can you show me how to do that again?
[SPEAKER_02]: They just don't, they don't ask that little question.
[SPEAKER_02]: Can you show me, can you show me how to set that timer again on the fries?
[SPEAKER_02]: and they don't want to look stupid so they don't ask now they don't have to do it and now they burn some fries.
[SPEAKER_02]: You see what I'm saying?
[SPEAKER_02]: You got to engage in the in the vocation that you're getting engaged in.
[SPEAKER_02]: You got to get into it.
[SPEAKER_02]: Next one, sticks to job when going gets tough.
[SPEAKER_02]: And they again, these guys are in combat.
[SPEAKER_02]: They're giving answers.
[SPEAKER_02]: Had it pretty rough a chip-yong?
[SPEAKER_02]: uh... the enemy could see our flashes and had high ground he just kept on firing this is a dude was like okay oh we get slammed at lunch and the fries are behind and people are yelling screaming this guy's a cool hey put more in got this hey let me let fire the back burner you know saying he's gonna make things happen when we get rounds on us he keep firing he wouldn't let it worry him
[SPEAKER_02]: Sniper shot went through his leg.
[SPEAKER_02]: He went to Medix, bandaged, and came back to the hill.
[SPEAKER_02]: Continue to run squad that we couldn't get around much.
[SPEAKER_02]: Bro, this is your boy.
[SPEAKER_02]: This is in the good lane.
[SPEAKER_02]: Enemy started coming up.
[SPEAKER_02]: He started firing long bursts.
[SPEAKER_02]: Enemy knocked his gun out.
[SPEAKER_02]: He killed enemy with 45.
[SPEAKER_02]: They brought another machine gun.
[SPEAKER_02]: Enemy knocked that out too.
[SPEAKER_02]: He got carbine on until they bayonet it him.
[SPEAKER_02]: By the way, American fighting man, coming at you.
[SPEAKER_02]: Oh cool you took up my machine gun Roger.
[SPEAKER_02]: I'm going at you with my 45 you bring me new machine gun I'll get that thing up.
[SPEAKER_02]: I'll pull you take that thing out cool carbine until I'm out of ammo I'll get bayonet it.
[SPEAKER_02]: That's what we're doing That's what you got to do to get in the good category over here Is quick to take appropriate action?
[SPEAKER_02]: It doesn't say perfect action
[SPEAKER_02]: doesn't say exceptional action.
[SPEAKER_02]: It just has appropriate.
[SPEAKER_02]: Couldn't get a good field of fire to get squad out of a trap.
[SPEAKER_02]: Shorty found a piece of old uniform wrapped it around airjacket of the machine gun and walked up over a hill firing over the top of the squad's head.
[SPEAKER_02]: Dude.
[SPEAKER_02]: freaking legit American machine gunners.
[SPEAKER_02]: That should be a thing.
[SPEAKER_02]: It is a thing actually.
[SPEAKER_02]: Props to American machine gunners figure out how to make things happen.
[SPEAKER_02]: So, you know, the barrel of the weapon gets really hot.
[SPEAKER_02]: So, that's why you have it on a tripod or a bipod.
[SPEAKER_02]: So, you can fire it and you don't have to hold it.
[SPEAKER_02]: So, this guy sees that his guys are pinned down.
[SPEAKER_02]: So, he grabs all piece of old uniform throws it over the barrel so he can hold it without
[SPEAKER_02]: Man carries that thing up while laying down fire over his squad's head.
[SPEAKER_02]: get that guy a freaking, uh, an army combat, an army achievement metal with V. That's what he's going to get for that, because Korea, freaking legit, uh, next one.
[SPEAKER_02]: And again, this is quick to take appropriate action.
[SPEAKER_02]: No one's going to tell you like, hey, we've never done this before.
[SPEAKER_02]: You've never fired this machine gun from the hip before.
[SPEAKER_02]: It's too hot to carry.
[SPEAKER_02]: Figure all this out.
[SPEAKER_02]: But he's going to figure it out.
[SPEAKER_02]: Take appropriate action.
[SPEAKER_02]: uh... in ambush truck driver got hit couldn't move he ran out on the machine gunfire when no one else would and bandaged him and dragged him back got hit doing it
[SPEAKER_02]: Another one saved Boy's life.
[SPEAKER_02]: Medic patched up boy didn't do a good job.
[SPEAKER_02]: He fixed bandage which saved the boy's life.
[SPEAKER_02]: Again, just a appropriate action.
[SPEAKER_02]: Think about how good your life would be if you quickly took appropriate action at all times.
[SPEAKER_00]: But that's literally what I was thinking right there.
[SPEAKER_00]: And it really goes deep because, you know, this whole list, you know, is like, that's not,
[SPEAKER_00]: That's not anything groundbreaking.
[SPEAKER_00]: Oh, no.
[SPEAKER_00]: Each individual one is like, Oh, you know, it takes responsibility or, you know, this is like, okay, that'll make sense.
[SPEAKER_00]: But it's like, it's, I think it's very useful sometimes to shine a light on certain things.
[SPEAKER_00]: But that's why we're here, bro.
[SPEAKER_00]: Bro, exactly.
[SPEAKER_00]: That's why we're here.
[SPEAKER_00]: So it's like this idea of making things happen, taking appropriate action, right?
[SPEAKER_00]: Like making it.
[SPEAKER_00]: I'm like going through the inventory of things that I've failed to do that, you know?
[SPEAKER_00]: You know what?
[SPEAKER_00]: Because, well, let's face it.
[SPEAKER_00]: But a lot of those things that you kind of put off or whatever, if you just take action and make it happen, or if you have that attitude in general towards everything, right?
[SPEAKER_00]: I can just like right now, I'm just starting to imagine all the benefits of that would be revealed, you know?
[SPEAKER_02]: Yeah, it sort of goes right in the lane with default aggressive and or a bias for action.
[SPEAKER_02]: Think if you're like, hey, in all situations, I'm going to be quick to take the appropriate action.
[SPEAKER_02]: If you're thinking about that, you're going to do stuff.
[SPEAKER_02]: If you're not thinking about it, things happen and you're kind of discombobulated and they continue to happen and the world happens to you.
[SPEAKER_02]: Right.
[SPEAKER_02]: So we're trying to prevent that.
[SPEAKER_02]: We're trying to take appropriate action quickly.
[SPEAKER_00]: The world happening to you like when you because a big the fundamental part of it is your attitude towards it.
[SPEAKER_00]: Right.
[SPEAKER_00]: So when the world happens to you, it has this
[SPEAKER_02]: knack we'll say for putting up these little roadblocks the world does the world does it against you yeah well it seems it can seem like that but no no no it is like if you if you don't if you don't fight against the world the world just is gonna crush you you know you know I uh you're you're been Hawaii you ever so I was looking at a house in Hawaii and the thing is in Hawaii
[SPEAKER_02]: you can see that the nature is going to is going to take the house.
[SPEAKER_00]: Oh, yeah, you know what I'm saying?
[SPEAKER_02]: Like you, you get here in Southern California, you go into 10 miles inland in Southern California, and you build a house.
[SPEAKER_02]: That house is going to pretty much be there for a thousand years.
[SPEAKER_02]: Like it'll be a little bit faded.
[SPEAKER_02]: The paint will fade a little bit or something, but it's going to be there.
[SPEAKER_02]: You leave a house in Hawaii alone for like three years.
[SPEAKER_02]: That thing's gone.
[SPEAKER_02]: Do you just part of the jungle gets absorbed?
[SPEAKER_00]: Yeah, yeah, that's true.
[SPEAKER_02]: And that's the way the world is.
[SPEAKER_02]: The world, like it will just overtake you and conquer you.
[SPEAKER_02]: If you're not actively pruning back vines, you know, digging stuff out, read, redirecting water, like you got a check and clean in the roof off, making sure the mold's not getting like, like, it's just the way it is.
[SPEAKER_02]: Yeah, that's the way the world is.
[SPEAKER_02]: But world's constantly trying to just put you in your place and overtake you.
[SPEAKER_02]: And so you have to do things to prevent it from happening.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: And that's actually good way to look at it.
[SPEAKER_00]: I think a lot of these roadblocks, though, are barriers are way weaker than they might seem sometimes.
[SPEAKER_00]: When you have like that attitude of like, no, no, I'm just gonna like that extreme example, but a real good example of the barrel getting hot in them saying, no, no, no, that's not a barrier for me.
[SPEAKER_00]: There's a way over this, you know, through this.
[SPEAKER_00]: If you have that attitude,
[SPEAKER_00]: Um, yeah, I feel like you'd be surprised how the world will accommodate you.
[SPEAKER_02]: It doesn't take much to cut the weeds back a little bit.
[SPEAKER_02]: It doesn't take much to check the gutters are clear so you don't get leaked.
[SPEAKER_00]: You know, it doesn't take much, it's like little tiny action though.
[SPEAKER_02]: But if you don't do anything, bro, you're just, your house is gone in three years and why you're just going to get taken.
[SPEAKER_02]: Another one, and again, I had to select which one because you could just read these other all awesome.
[SPEAKER_02]: One night, we were attacking a small perimeter, gunner, and assistant machine gunner killed.
[SPEAKER_02]: He jumped out of the hole with a pistol and recovered the machine gun.
[SPEAKER_02]: Do you know what that takes, bro?
[SPEAKER_02]: Like you're getting attacked, and the machine gun gets the machine gun team gets taken out.
[SPEAKER_02]: So now you don't have your machine gun anymore.
[SPEAKER_02]: and goes and recovers this machine gun drags it back under fire.
[SPEAKER_02]: That's what we're doing.
[SPEAKER_02]: Remains calm under fire.
[SPEAKER_02]: So, this is so important.
[SPEAKER_02]: It's so important to keep your emotions in check.
[SPEAKER_02]: Heavy 30-cal machine gunner, he was brave and didn't get nervous if mortar or other enemy fired on our position.
[SPEAKER_02]: He just went on with his job.
[SPEAKER_02]: Ha ha ha ha ha ha.
[SPEAKER_02]: My first scout, coolness and calmness are what makes him good.
[SPEAKER_02]: Wasn't scared of anything.
[SPEAKER_02]: Had three machine guns knocked out from under him.
[SPEAKER_02]: Always cool on her fire, not excited, worried like all of us, but didn't show it.
[SPEAKER_02]: That's important.
[SPEAKER_02]: It is really important.
[SPEAKER_02]: to remain externally calm, and you might not feel externally calm, but you got to learn to suppress those emotions and not let them out and let them be visible, and in my opinion,
[SPEAKER_02]: If you do that, you will actually be getting control of your emotions in real time.
[SPEAKER_02]: If you allow yourself to yell, scream, whatever breakdown, whatever it is, if you allow that to happen, it will happen and the emotions will now be in control of you.
[SPEAKER_02]: If you go, you know what?
[SPEAKER_02]: I'm really mad right now, but I'm not going to say anything.
[SPEAKER_02]: I'm going to continue to do my job, I'm going to continue to have normal face.
[SPEAKER_02]: If you do that, you will be calm calm.
[SPEAKER_02]: remain calm under fire.
[SPEAKER_02]: Next, shows concern for others in group.
[SPEAKER_02]: This is what people notice.
[SPEAKER_02]: Protecting rest of Paltoon, helps guys without getting too rough, never interfered with anyone else unless he could help them.
[SPEAKER_02]: That's a really nice one.
[SPEAKER_02]: Like dude, if you don't have any, if you can't help out the situation, why are you running your sock?
[SPEAKER_02]: would share anything he had with you.
[SPEAKER_02]: Kind of awesome.
[SPEAKER_02]: Would pull guard all night lots of times so that that's it you've got to show concern for the group you got to take care of the team.
[SPEAKER_02]: Orderly and clean.
[SPEAKER_02]: One of the cleanest men in the outfit.
[SPEAKER_02]: Every night.
[SPEAKER_02]: He cleaned his gun took extra care of his gun he was clean also his equipment.
[SPEAKER_02]: extra good care of his weapon and equipment, 10 webbing, always an inspection order.
[SPEAKER_02]: Isn't it interesting?
[SPEAKER_02]: You get these guys, they're in the, some of the most treacherous combat, and they're asked what makes a guy a good combat trooper, and they're like, clean.
[SPEAKER_00]: I agree.
[SPEAKER_00]: Yeah, that's, that's a weird, not weird, but even in everyday life, so you're saying something about the underground, the, um,
[SPEAKER_00]: You know the guy is he's not in a good place, right?
[SPEAKER_00]: What do we start right?
[SPEAKER_00]: That being orderly and clean Comparate to let's say not Seems like a big deal and it's not and it's not even like a like overtly big deal It's almost like a covert big deal so like you know some people They just don't care about that kind of thing and then you compare it to someone who does
[SPEAKER_00]: And not like, and I'm not saying like full style, you know, not that, just like square to wait, we'll see.
[SPEAKER_02]: Yeah, that's a very good way of putting it.
[SPEAKER_00]: So if you do this very easy thought experiment where you're hiring two people to be, of make fries or something, right?
[SPEAKER_00]: And one guy shows up, he's square to wait.
[SPEAKER_00]: close fit square away shaved or whatever whatever it looks like and the other guy is simply not but it's like a no brainer.
[SPEAKER_00]: No brainer.
[SPEAKER_00]: You know like there's no reason to choose the guy who's you know everything else being equal and it's kind of by far too.
[SPEAKER_02]: No, um, it's just no doubt about it.
[SPEAKER_02]: And this is, you know, this is one of the reasons why like in task in a bruiser, I was very much a stickler on uniforms.
[SPEAKER_02]: When we went, look, I wasn't said, and by the way, me being a, this isn't like, uh, we were doing uniform inspections every day.
[SPEAKER_02]: I never did anything.
[SPEAKER_02]: I don't think we did, maybe we did one uniform inspection to make sure guys had their dress uniform ready.
[SPEAKER_02]: In case we needed for whatever reason, the reason
[SPEAKER_02]: Why didn't I don't know if we ever like literally yeah, we probably inspect a few times, but my point being the army and the Marine Corps You walk into a briefing and you look like a slipknot You are not gonna get hired to do the job They're just not gonna it's the same thing with you just said like I wouldn't want this slob over here to make my french fries And I wouldn't want this slob over here to be out in the field in an overwatch position protecting my guys
[SPEAKER_00]: almost like connects the dots and they're like okay you ever have been around or even known somebody who pretty much every every time you see them they're like either wearing a suit or like they're square to it right usually and then let's say I don't know you catch a month and off day maybe see them at the store or something like that or at the park and they're like not shaved and they're like in like more casual clothes
[SPEAKER_00]: Part of your mind is kind of like, proud, are you okay?
[SPEAKER_00]: You know, like, they don't seem like all there, you know, kind of like, oh, it's something bad going on or you know, you just have to, I'm not saying that's what's going on, but you kind of get that feeling, you know, when you ever had that experience, like a lot of times when it's like, people you work with, right?
[SPEAKER_02]: Yeah.
[SPEAKER_02]: Yeah, I'm trying to think if I've ever had that feeling.
[SPEAKER_02]: I guess, I just seems, what might seem out of character, you know, like, oh, kind of makes me just think,
[SPEAKER_00]: Yeah, so I I worked with this guy.
[SPEAKER_00]: It was an older guy and this is not a big deal, but I'm saying it's a small example of it And he'd always have his hair like jailed up and he's a Martin and then I saw him and it was at the store Well outside the store and his hair was just like just not done.
[SPEAKER_00]: You know, just not done up He does his hair up for work, you know, like he's really puts it together Okay, now we're going like there's a certain
[SPEAKER_02]: Yeah, yeah, go overboard, obviously.
[SPEAKER_00]: Yeah, fully.
[SPEAKER_00]: And I'm not saying he had this up, doing it.
[SPEAKER_00]: I'm just saying it was like done for work, you know, just like how you shaved for work or something like this.
[SPEAKER_00]: But I saw him outside of work.
[SPEAKER_00]: Obviously he wasn't working.
[SPEAKER_00]: And his hair just wasn't done.
[SPEAKER_00]: It was just normal.
[SPEAKER_00]: It wasn't messy or nothing.
[SPEAKER_00]: It was just normal.
[SPEAKER_00]: He just didn't look as put together.
[SPEAKER_00]: But of course not, when you logically look at, you know, it's a grocery store from the house, exactly right.
[SPEAKER_00]: Melco, whatever.
[SPEAKER_00]: Yeah, you know, but I was so used to seeing them all done up, though when I saw them casually, it was kind of like, I got that feeling kind of like prior, or you know, like, there had been a series of bad decisions and now he's kind of, you know, rock bottom kind of feeling, you know, but I was like, no, no, but it's just that comparison.
[SPEAKER_00]: You know, when someone's square it away, they seem square it away in everything and when they kind of aren't they kind of seem like they aren't square it away in kind of everything.
[SPEAKER_02]: Yeah.
[SPEAKER_02]: In the warrior kid books, I mean, what is this?
[SPEAKER_02]: It's like this is in there.
[SPEAKER_02]: Warrior kid code number six.
[SPEAKER_02]: The warrior kid keeps things neat and is always prepared and ready for action.
[SPEAKER_02]: I mean, I wrote this book 10 years ago or I guess nine years ago, you know what I'm saying?
[SPEAKER_00]: Yeah, it's a thing.
[SPEAKER_02]: Yeah, it's a thing.
[SPEAKER_02]: And listen, we've talked about this to you before.
[SPEAKER_02]: I believe in functional cleanliness, right?
[SPEAKER_02]: Like I don't, you know, I'm not going to fully detail my car every Monday.
[SPEAKER_02]: You know what I mean?
[SPEAKER_02]: Because I live in Southern California, like the car is going to get dust on it.
[SPEAKER_02]: That's just the way it is.
[SPEAKER_02]: I don't know, I'm going to not going to fully detail my car every Monday.
[SPEAKER_02]: but you're going to be able to get my car.
[SPEAKER_02]: If you need something from in my car, it will be where it's supposed to be.
[SPEAKER_02]: If you're going to get into my car, you want to have to move a bunch of trash to get your seat.
[SPEAKER_02]: You see them saying?
[SPEAKER_02]: If we get into car accident, we'll be able to ex-fill the vehicle very quickly.
[SPEAKER_02]: It's just if we got to give a bunch of people right.
[SPEAKER_02]: I don't have to be that whole on a second.
[SPEAKER_02]: Let me go to the garbage can.
[SPEAKER_02]: You know what I am?
[SPEAKER_02]: over, over done situation, but things need orderly clean ready for action.
[SPEAKER_02]: I think ready for action is sort of what's the, what I put in the warrior kid book.
[SPEAKER_02]: Like my own, my own gym at my house.
[SPEAKER_02]: There, like I've had people go, you know, you should clean up that chalk on the floor.
[SPEAKER_02]: Hey, there's not excessive chalk on the floor, but there certainly is chalk on the floor.
[SPEAKER_02]: And there's going to be chalk on the floor every day because I'm not going to
[SPEAKER_02]: and a bucket and get the chalk off the floor.
[SPEAKER_02]: It doesn't matter.
[SPEAKER_02]: It's completely functional.
[SPEAKER_02]: In fact, in a lot of ways, it's a little bit more functional because you're the more traction, whatever.
[SPEAKER_02]: So there's some things have to be functionally clean.
[SPEAKER_02]: And if they're not, we got a problem.
[SPEAKER_02]: And here's the thing.
[SPEAKER_02]: I think the whole point of this is we all notice this subconsciously.
[SPEAKER_02]: We all see when someone is not, would you use put together, when someone is not put together, where their gears not put together,
[SPEAKER_02]: You know, they're clear being, you know, the briefcase that they carry or they're too bad that they have, like whatever, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the,
[SPEAKER_02]: He gets us clean or good clothes, somehow or another, and he keeps us supplied with oil, bore cleaner and ammo.
[SPEAKER_02]: He always selects our position.
[SPEAKER_02]: Another one, neat soldier.
[SPEAKER_02]: Shaves whenever he gets a chance, takes care of Hallezone in the H2O, which is the old water purifier that you use.
[SPEAKER_02]: Use his foot powder, change his socks, discipline self.
[SPEAKER_02]: This is what Troopers noticed about good combat men.
[SPEAKER_02]: takes orders well.
[SPEAKER_02]: Does any job like they want it done?
[SPEAKER_02]: Any duty or detail that came up he would do without griping.
[SPEAKER_02]: never bitches, always ready in willing.
[SPEAKER_02]: Reason we call good, men, good soldiers is that they're willing and don't argue and they always suggest things that slip your mind.
[SPEAKER_02]: We'll go right ahead and do anything you can ask him.
[SPEAKER_02]: Isn't it interesting?
[SPEAKER_02]: Always suggest things that slip your mind.
[SPEAKER_02]: So when you're in charge, you tell someone, do something they do, but then I'm like, hey, by the way, boss, we should do this as well.
[SPEAKER_02]: So this isn't just like a robot, this is a thinking combat leader.
[SPEAKER_02]: Next one, learns duties quickly.
[SPEAKER_02]: Here three months, gunner already, reach gunner in three months.
[SPEAKER_02]: This is just, again, when they show you how to work that fry, the fryer, learn how to work the fryer.
[SPEAKER_02]: Ask the questions, understand the methodology.
[SPEAKER_02]: Has high motivation for duties, type of guy always does his best, interested in job, likes, weapon, career man.
[SPEAKER_02]: is in good physical condition, never fell out on March.
[SPEAKER_02]: And now we, so those are the characteristics of a good man, those are the responses.
[SPEAKER_02]: Here's some of the responses for good combat leaders.
[SPEAKER_02]: Has combat know how and directs men well under fire.
[SPEAKER_02]: For examples here, when we were ambushed and he was hit by a burp gun twice in the arm, he remained calm, got the squad into position and safe.
[SPEAKER_02]: Then a few hours later, when, when all was okay, he went back to the aid station.
[SPEAKER_02]: Check.
[SPEAKER_02]: Not scared.
[SPEAKER_02]: When we bond side, he kept the men in line arranged for proper base of fire.
[SPEAKER_02]: Old Platoon leader bugged out on us.
[SPEAKER_02]: He took over, he organized the platoon and organized the position.
[SPEAKER_02]: If he hadn't taken over, a lot of men would have made him bad shape.
[SPEAKER_02]: I can imagine getting back to like the rear and you see the guy that bugged out, what does it mean?
[SPEAKER_00]: Right out, right out, right out, right left.
[SPEAKER_02]: Yes, left.
[SPEAKER_02]: Damn.
[UNKNOWN]: Yeah.
[SPEAKER_02]: new how to move men around when needed.
[SPEAKER_02]: He knew all the weapons and how to deploy them and the men using them.
[SPEAKER_02]: Good leader who knew his job, good professional knowledge.
[SPEAKER_02]: So you got to know your job.
[SPEAKER_02]: Understand that frying machine.
[SPEAKER_02]: Provide supervision and training and checks on men's needs.
[SPEAKER_02]: Kept men out of trouble.
[SPEAKER_02]: New how to maneuver men to get the job done.
[SPEAKER_02]: Just took care of the men like they were his.
[SPEAKER_02]: sees what men use need and turns it in reports so they'll get it.
[SPEAKER_02]: That's administrative actions.
[SPEAKER_02]: Oh, you guys need new boots cool.
[SPEAKER_02]: I got to do a report.
[SPEAKER_02]: I got to explain where your boots are.
[SPEAKER_02]: Explain when we need new ones.
[SPEAKER_02]: How many pairs?
[SPEAKER_02]: What sizes?
[SPEAKER_02]: He's going to do that.
[SPEAKER_02]: Supervised as his men make sure they get close equipment, et cetera.
[SPEAKER_02]: He always saw that we got child no matter how hard it got No matter how hard to get it Check to see if we have enough ammo and equipment He was always good about attending every little detail attending to every little detail Always looked out for the men.
[SPEAKER_02]: Make sure the holes were deep enough Is that easy to go to a guy that's been digging in a freaking frozen ground for three hours and be like dude.
[SPEAKER_02]: That's not deep enough dig more.
[SPEAKER_02]: That's not easy
[SPEAKER_02]: But that's what you got to do, that's what your men want you to do.
[SPEAKER_02]: Checked guard to make sure the men were awake.
[SPEAKER_02]: Checks holes regularly day and night to see if men were okay and alert.
[SPEAKER_02]: He'd go up and down the line behind the hill to keep them going.
[SPEAKER_02]: If he saw men who should have moved, he tapped them on the shoulder and tell them to move up.
[SPEAKER_02]: Around camp you always tried to train his squad to make them better.
[SPEAKER_02]: Yes, that's not a complaint That's not in the bad combat leader area the good combat leader around camp when we could have time to rest Yeah, we're gonna get some rest, but we're also gonna train Here's the one that you might find shocking.
[SPEAKER_03]: Here's the section you might find shocking Military combat leaders out there hard no right
[SPEAKER_02]: Here it is.
[SPEAKER_02]: Is friendly, respectful, and loyal to his men?
[SPEAKER_02]: And what are these actual responses sound like?
[SPEAKER_02]: Cheerful, always has you laughing, friendly.
[SPEAKER_02]: Friendly, never mad, always willing to help you do anything.
[SPEAKER_02]: Combined friendliness with force so you never resented in order never argued.
[SPEAKER_02]: A little dichotomy activity going on there.
[SPEAKER_02]: treated his men right and they stuck with him, gave orders in a nice way, never rushed his men.
[SPEAKER_02]: He took care of his men.
[SPEAKER_02]: He was good to his men.
[SPEAKER_02]: On a seven day march over the Hills he kept platoon morale up, fought for rights of his platoon, gave a hand to the men carrying ammo.
[SPEAKER_02]: So that's what that's what we're doing.
[SPEAKER_02]: Friendly, respectful, and loyal to your team.
[SPEAKER_02]: Help
[SPEAKER_02]: good relationships with the team.
[SPEAKER_02]: This is one that sounds a little almost like opposite of that.
[SPEAKER_02]: Let's men know he's boss.
[SPEAKER_02]: So what does that look like?
[SPEAKER_02]: Get's men to respect him and know he is boss.
[SPEAKER_02]: Tough when necessary but gets along with the men.
[SPEAKER_02]: Makes them understand he's the boss discipline to maintain good organization.
[SPEAKER_02]: Stern spoken jokes and can still tell you to do something when it's time.
[SPEAKER_02]: There's a perfect dichotomy Like hey, we're having a good time, but when it's time to get something done, it's what we got to do I always felt that Consistency does being consistent like you can be like a
[SPEAKER_00]: And I'm thinking of my football coaches for some reason, but there was this guy who's like real strict for, it was like half a year, I felt like he was real strict, but he was real consistent with how he was strict.
[SPEAKER_00]: And he was actually kind of like, he'd say some mean stuff to thinking back in the moment, it's kind of like whatever, because this football culture is kind of like yell a lot of stuff like that.
[SPEAKER_00]: But he was really consistent, you know, like it was really, it was really, we could rely upon what he would be mad at and what he wouldn't be mad at, you know?
[SPEAKER_00]: Yeah.
[SPEAKER_00]: And then slowly we started, it's funny, started losing like a lot, right?
[SPEAKER_00]: And there was like, kind of rumors of like, oh yeah, they might replace the coaching staff once they did by the way, man.
[SPEAKER_00]: whatever.
[SPEAKER_00]: And I could slowly see him and other coaches too, but really it was with him where because he was my direct coach.
[SPEAKER_00]: I seen him be inconsistent.
[SPEAKER_00]: Like sometimes he'd be way more mad.
[SPEAKER_00]: And I'll say, I'm proud of that.
[SPEAKER_00]: I start to lose respect for his coaching.
[SPEAKER_02]: you know that you are even more right than you know and the where this is really important is as a parent.
[SPEAKER_02]: You have to be consistent as a parent.
[SPEAKER_02]: If you fly off the handle one time with a kid or fly off and then don't let something slide another time that's not good.
[SPEAKER_02]: If you fly off the handle with one kid but you let it slide with another kid that's not good.
[SPEAKER_02]: Consistency.
[SPEAKER_02]: And it is definitely true like you ever work for someone where everyone's kind of on eggshells because they don't know which guy is showing up today.
[SPEAKER_02]: Yeah, that's terrible.
[SPEAKER_02]: That's absolutely terrible.
[SPEAKER_00]: Yeah, and it feels like you kind of not only will you tolerate you kind of respect the guy even if you super strict and you know what that buddy feels consistent you kind of know what you're gonna get you're kind of like I'm kind of down to work for this person.
[SPEAKER_00]: Yeah, yeah.
[SPEAKER_02]: So this is letting people know he's boss.
[SPEAKER_02]: He says he can be rough on eight balls Put them on details and eight balls is like slang for you know basically a guy that's a Problem Strict got along okay if he did which if you did what you were told he was strict new the army When a platoon leader gives the platoon in order he sees that discord does it so Making things happen
[SPEAKER_02]: The next one is willing to undergo the same risks as his men.
[SPEAKER_02]: And this one's a real consistent.
[SPEAKER_02]: Never asked a man to do anything.
[SPEAKER_02]: He wouldn't do himself.
[SPEAKER_02]: He was right up there with a man on a fire, men trusted because of this.
[SPEAKER_02]: If you stayed in the rear, men would think he was risking their lives without risking his.
[SPEAKER_02]: Shows self and combat doesn't drive the men.
[SPEAKER_02]: Leads leads them.
[SPEAKER_02]: Never ask men to do anything he wouldn't do himself, men have trust in him, he, they'll know he'll be there, doesn't let a man do something he wouldn't.
[SPEAKER_02]: So there you go, this is, this is why you have to, you, you have to take on the risks of the troops and kid you do every single time, no, but you can definitely do it.
[SPEAKER_02]: Um, is impartial in treatment of men.
[SPEAKER_02]: Treatment all the same.
[SPEAKER_02]: Doesn't have bias opinion against them.
[SPEAKER_02]: Doesn't pick on one man for details all the time and details.
[SPEAKER_02]: Just a good job.
[SPEAKER_02]: Rotate to duties when they're dangerous.
[SPEAKER_02]: Fair gives everyone a chance to make rank.
[SPEAKER_02]: So yeah, being fair.
[SPEAKER_02]: That's a, that's a huge deal.
[SPEAKER_02]: Uh, next one is explicit in its orders.
[SPEAKER_02]: Tells the man what he wants before they do it, and then they put out.
[SPEAKER_02]: Check.
[SPEAKER_02]: He always explained everything so we could understand.
[SPEAKER_02]: Check.
[SPEAKER_02]: Simple clear concise.
[SPEAKER_02]: Keeps men informed as much as possible.
[SPEAKER_02]: Before going in, tells them all the scoop he's got and let them know what to expect.
[SPEAKER_02]: Keeps the men informed.
[SPEAKER_02]: knows what his men can and cannot do.
[SPEAKER_02]: And then the last one has assurance in self-confidence.
[SPEAKER_02]: He knows what he's doing.
[SPEAKER_02]: There you go.
[SPEAKER_02]: Those are pretty powerful.
[SPEAKER_02]: And now we get into the characteristics of poor combat men.
[SPEAKER_02]: And again, there's, we could leave it at just what's good.
[SPEAKER_02]: But when you hear what's bad, you go, oh yeah.
[SPEAKER_02]: Oh yeah.
[SPEAKER_02]: Lacks behind Needs Contest Supervision, irresponsible or stupid.
[SPEAKER_02]: Had to keep in the CP area no good on the line.
[SPEAKER_02]: You could never depend on where he would be in combat bogged down every attack Wouldn't get up the hills falling out old time getting lost gold brick didn't lagged behind said he couldn't make it Even though he's physically able last one informations in garrisons and garrison got to stay on him to make him do anything This is just people that are lazy Stupid irresponsible don't care
[SPEAKER_02]: he was f u on one of those guys that if in the if he had ammo he didn't have a rifle and if he had a rifle he didn't have ammo he wasn't sharp didn't use his head and combat didn't carry his equipment with him so these are like basic things right basic things that's why you know you don't want to be that guy
[SPEAKER_02]: You know, you don't want to be that guy.
[SPEAKER_02]: You want to have your gear with you.
[SPEAKER_02]: You don't want to fall out in physical situations.
[SPEAKER_02]: If they need volunteers, put your freaking hand up.
[SPEAKER_02]: Personal, this is the interesting one about incompatibility is personally incompatible.
[SPEAKER_02]: Don't like to have them around.
[SPEAKER_02]: argues all the time and thinks he knows it all.
[SPEAKER_02]: Damn, dude.
[SPEAKER_02]: Don't wait that we have a like when you're a little kid you get you call people and know it all That's a thing don't be like that Here's another example If he would just shut up and quit shooting off his big mouth about everything he could at least be bearable He's a good radio operator when he works forward observer in combat, but he's hard to deal with and Poor example so it tears down the outfit wish to hell.
[SPEAKER_02]: We didn't have him
[SPEAKER_02]: That's a person that's doing a good job, hard to get along with.
[SPEAKER_02]: When there is no trouble, he is very brave.
[SPEAKER_02]: This is such a good little note to self, listen to this, always topped the stories.
[SPEAKER_02]: He would always have twice as much and twice as good of everything.
[SPEAKER_02]: That little one-upmanship, that happens.
[SPEAKER_02]: He was always bragging like what a good cadre man.
[SPEAKER_02]: He was back in the States, thought he was a big shot, fairly friendly, but we all knew him for a big bag of wind, bitched too much.
[SPEAKER_02]: He was kicked out of another platoon for bitching too much.
[SPEAKER_02]: Always bitching about something.
[SPEAKER_02]: Natural for men to bitch, but he carried it too far.
[SPEAKER_02]: Always bitching.
[SPEAKER_02]: These were just repetitive.
[SPEAKER_02]: As soon as he got hit, he dropped.
[SPEAKER_02]: Found him three days later.
[SPEAKER_02]: Lied about what he did, wrote himself up for a silver star.
[SPEAKER_03]: Damn.
[SPEAKER_02]: When in the hospital, he lied sufficiently to get bronze star with V and purple heart.
[SPEAKER_02]: No good.
[SPEAKER_02]: is too afraid and it's too afraid is broken into two categories.
[SPEAKER_02]: One is doesn't perform adequately.
[SPEAKER_02]: The other one is bugs out.
[SPEAKER_02]: So it doesn't perform adequately.
[SPEAKER_02]: Scared and fight lags back, fires only if he thinks it's necessary to defend himself.
[SPEAKER_02]: He acts like a girl, clumsy awkward tripping over things, wouldn't trust him, kind of scared like a girl would act, stays low and whole.
[SPEAKER_02]: Again, I apologize, this is 1951.
[SPEAKER_02]: This is the way these guys were thinking.
[SPEAKER_02]: On patrol, only fired his rifle once every two hours.
[SPEAKER_02]: More scared of his rifle than he was of the chinks.
[SPEAKER_02]: Again, this is an appropriate language, but this is what the document says.
[SPEAKER_02]: One night attacked in foxhole with blanket over his head to scared to move.
[SPEAKER_02]: Nervous no guts got to be pushed.
[SPEAKER_02]: Platoon sergeant rifle platoon scared doesn't fire stays laying and god damn hole puts himself up for metals and ratings Wouldn't allow machine gun to fire enemy because he was afraid it would bring mortar fire in there No good rifleman to be online with afraid to fire is rifle so there you go those are those are Not performing adequately and then you get into just two afraid bugs out
[SPEAKER_02]: says his back was hurt.
[SPEAKER_02]: Medix can't find nothing wrong with him at all.
[SPEAKER_02]: Didn't want to go up the hill, said his back hurt, went out and sick call.
[SPEAKER_02]: Came back the next day after the fighting was over.
[SPEAKER_02]: Never did complain about the back when no fighting was in prospect.
[SPEAKER_02]: When attacked, was supposed to come off.
[SPEAKER_02]: He accidentally shot himself through the hand.
[SPEAKER_02]: Shot himself in the flesh.
[SPEAKER_02]: He part of his hand once and got a week and a half hospital rest, but was never tired, never tried.
[SPEAKER_02]: Said his pistol went off by accident.
[SPEAKER_02]: never found him until the scrap died down, bugged out twice, once carrying some rounds up for mortars, a burp gun opened up on him and he dropped the ammo and went back to the bottom of the hill.
[SPEAKER_02]: Strictly scared, nervous enemy opened up, had gone in the hole and hid through ammo away to move fast, so there you go.
[SPEAKER_02]: There's a people that just run into a way.
[SPEAKER_02]: The next one is, is all for himself.
[SPEAKER_02]: He's all for himself, never helps or is friendly with anyone, even doesn't like it if you ask him for a drink of water or a cigarette.
[SPEAKER_02]: He's got to go to the attitude for a free world.
[SPEAKER_02]: I can do what I want.
[SPEAKER_02]: Independent in Garrison only does his job and no more, only thinks of himself.
[SPEAKER_02]: Same way in a fight, digging foxhole doesn't pitch in.
[SPEAKER_02]: We'll do his share, but not a bit more.
[SPEAKER_02]: This is, again, you were talking earlier, echo like, put, just keep this front of mind.
[SPEAKER_02]: Cause you don't think it's a big deal.
[SPEAKER_02]: You don't think it's a big deal to help the people move the boxes, to help clean it up the floor, to somebody spill something and go get my hand.
[SPEAKER_02]: You just don't think it's a big deal.
[SPEAKER_02]: You think no notices everybody notices that you're all for yourself.
[SPEAKER_02]: On the line, he wouldn't want to help others.
[SPEAKER_02]: He said, why should I help clean the gun?
[SPEAKER_02]: I'm not a gunner.
[SPEAKER_02]: He always has an excuse for not helping.
[SPEAKER_02]: men don't like him.
[SPEAKER_02]: He selfish doesn't share.
[SPEAKER_02]: So there you go.
[SPEAKER_02]: Do not be all for yourself.
[SPEAKER_02]: Next one takes unnecessary risks.
[SPEAKER_02]: Doesn't care about giving away position by firing when he shouldn't.
[SPEAKER_02]: On patrol we drew fire.
[SPEAKER_02]: Squad leader said to get in position behind a rocker tree or something.
[SPEAKER_02]: He sat down on the path right in the ridge line with a rifle across his lap.
[SPEAKER_02]: We started out, he'd stand straight up on the skyline.
[SPEAKER_02]: Went to sleep on guard one night.
[SPEAKER_02]: They attacked, he woke up just in time, had to shoes off and everything.
[SPEAKER_02]: Takes more chances than our necessary.
[SPEAKER_02]: Next one is unwilling to follow orders.
[SPEAKER_02]: Doesn't give a damn about what he's being told.
[SPEAKER_02]: Bad temper.
[SPEAKER_02]: Doesn't like people to tell him things likes to do it his own way.
[SPEAKER_02]: Don't want a new one to tell him what to do.
[SPEAKER_02]: do something wrong and tell him about it and he couldn't take it.
[SPEAKER_02]: So this is just people that just can't get on board.
[SPEAKER_02]: gives a lot of lip to the squad leader.
[SPEAKER_02]: He's a hot head when told to clean the gun.
[SPEAKER_02]: He just lay around and when told again, he'd come back with more lip.
[SPEAKER_02]: Lacks interest drafted in just didn't care for the country or the army took no interest in anything.
[SPEAKER_02]: Lack behind didn't care about learning getting a header or damn thing.
[SPEAKER_02]: Didn't care much of trying much.
[SPEAKER_02]: Man, it is so important to get in the game in whatever you're doing.
[SPEAKER_02]: is physically inadequate.
[SPEAKER_02]: Not physically fit.
[SPEAKER_02]: Can't keep up on marches, cracked up a couple of times, threw down equipment and started back saying he was going home.
[SPEAKER_02]: Rejected twice before, on draft.
[SPEAKER_02]: Don't look as if he's fitted for combat, all run down, lagged behind, couldn't keep up.
[SPEAKER_02]: He spent most of his time with us in the hospital with frozen feet.
[SPEAKER_02]: is preoccupied with personal affairs he had a wife and kid in Germany worries about them does not want to get killed had a wife and two kids fought a lot about them and worried about them his folks aren't well his dad is cancerny word worried his broods around got to have that little ability to separate work and home very important
[SPEAKER_02]: and now we get into the characteristics of a bad or poor combat leader.
[SPEAKER_02]: Number one is temperamental, had a bad temper.
[SPEAKER_02]: Does say things at times a person can resent, would hear something and jump on a guy, but occasionally backtrack if he was wrong.
[SPEAKER_02]: So you want to remain calm, take special privilege, drawing cards for taking turns at guard, he'd fixed it so he'd go first because everybody wants that fur because you're already awake.
[SPEAKER_02]: So he'd like, I'll take a watch right now and then echo you can get it through your clock in the morning.
[SPEAKER_02]: You know, uh, tell a man not to do something that he would do it himself like drinking whiskey.
[SPEAKER_02]: His only fault would be that he sometimes a little too easy with goofoffs, played around with the men too much.
[SPEAKER_02]: They would laugh at him and he wouldn't, and wouldn't do what he wanted to get done, figured he was their buddy, and they could say screw you.
[SPEAKER_02]: It happened under fire and he'll 202.
[SPEAKER_02]: So you got it.
[SPEAKER_02]: That's the decademy of leadership close enough with your men, but not so close that they don't understand what the mission is and what we're doing.
[SPEAKER_02]: Squad leader didn't know how to place men in position or tell them how the enemy would come.
[SPEAKER_02]: That's lacking combat know how won't admit mistakes He was bad because he when he was wrong.
[SPEAKER_02]: He would not admit it.
[SPEAKER_02]: Just a little thing.
[SPEAKER_02]: It doesn't take that much.
[SPEAKER_02]: Everybody knows you're wrong.
[SPEAKER_02]: Everybody knows you're wrong Everybody knows you're wrong.
[SPEAKER_02]: It's glaringly obvious when you're in leadership position.
[SPEAKER_02]: Everybody knows you're wrong
[SPEAKER_02]: is unwilling to undergo the same risks as his men.
[SPEAKER_02]: Big wheel in Garrison, but in combat he would order others to do something and would wait out of danger.
[SPEAKER_02]: We counterattack Hill on second, and he turned Platoon over to assistant.
[SPEAKER_02]: He came up afterwards to see how we made out.
[SPEAKER_02]: fails to give his men proper information and assistance, never give out information never helped a man, fails to take proper precautions for his men's safety.
[SPEAKER_02]: As a squad leader he was a bit careless at times, for example he sometimes let men throw ration cans around the area where the sun would flash on them and once or twice he marched us on the skyline.
[SPEAKER_02]: And there you go, those are the characteristics of a poor combat leader.
[SPEAKER_02]: And then this next appendix here, it talks about the duties of combat and it goes through the duties and these are very tactical and very specific it goes through like the duties of a machine gunner, a light machine gunner, a heavy machine gunner.
[SPEAKER_02]: It goes through the duties of a mortarmen and a riflemen and a
[SPEAKER_02]: 75 gunner and a 57 gunner and a bazooka gunner and a scout and a bar gunner and so he goes through I mean like things as tactical as As heavy weapon squad leader disperse man on each side of the machine gun to give it flank position as machine guns squad leaders See that the gun is dug in properly and keep your men together.
[SPEAKER_02]: So it's it's very tactical level stuff but I'm not gonna go through those but
[SPEAKER_02]: It also talks about what is required and the duties of a squad leader.
[SPEAKER_02]: So squad leader, job duties, on defense, I place men, foxholes and ammo where I think best.
[SPEAKER_02]: Men come first, got to supervise, see rifles and shape, change socks, every move they make, you've got to see they make it.
[SPEAKER_02]: This is like hardcore responsibility and accountability going on.
[SPEAKER_02]: You're in combat.
[SPEAKER_02]: You gotta make sure they're changing their socks.
[SPEAKER_02]: They're gonna human nature's gonna take over.
[SPEAKER_02]: You know what, actually, if I can go in a few more hours with the same socks, even though they're sweaty inside these rubber stupid boots that we're issued.
[SPEAKER_02]: And they're gonna sit here and I'm now gonna freeze my toes and I'm gonna be able to walk tomorrow.
[SPEAKER_02]: You actually have to use intrusive leadership in situations like that.
[SPEAKER_02]: got to boot them along up the hill, make them dig in, make sure they're on the ball at night, stay dispersed, under fire, keep them moving when fired on a hardest job in the army.
[SPEAKER_02]: And actually, as I read through the other leadership and job duties, everybody's talking about dispersion, which is a huge thing, it's don't bunch up.
[SPEAKER_02]: And it's a really weird instinct that people have in combat situations is when you are in danger, you huddle up.
[SPEAKER_02]: and sometimes you hot a lot because there's like a little bit of cover so you get three four guys behind a little piece of cover which is terrible.
[SPEAKER_02]: Sometimes you hot a lot just because you're you're just scared and you just feel it's comforting to be by your other guys and clearly obviously if you know anything about tactics you just made a target of one now becomes just five people that are going to get wounded by a grenade or a machine gun fire like all some four guys
[SPEAKER_02]: So dispersion and don't bunch up is a huge piece of what these guys talked about and he says the same thing Stay dispersed under fire keep moving wind fired on hardest job in the army On attack I generally lead men try to keep control of them holler and motion to show them where to go
[SPEAKER_02]: see that they keep clean, watch their mesguer, good, and repair rips in their clothes like this is, you are a charge of every responsible for everything, going in action, call your men together, tell them what you want them to do, and how many enemy there are.
[SPEAKER_02]: when you get on the hill, have them dig a good hole and clean the rifle if there's no firing going on.
[SPEAKER_02]: And again, you gotta remember how much laziness creeps in.
[SPEAKER_02]: And you wouldn't think it was, right?
[SPEAKER_02]: So Echo, if I took your, you right now and said, okay, you're gonna go to this hilltop in Korea.
[SPEAKER_02]: And you'd think, well, yeah, once I got my fox hold on, I make sure my weapon was good to go.
[SPEAKER_02]: And you probably would tonight.
[SPEAKER_02]: And maybe the next night, but now it's been a month, now it's been two months, now it's freezing cold.
[SPEAKER_02]: And if someone is not enforcing these things, human nature will take over.
[SPEAKER_02]: So we, as leaders, have to help people avoid human nature.
[SPEAKER_02]: We would get that a lot, you know.
[SPEAKER_02]: If echo Charles isn't meeting his sales quota,
[SPEAKER_02]: Well, do I just let him slide?
[SPEAKER_02]: No, no, no, no.
[SPEAKER_02]: I actually, you want to meet your sales quota.
[SPEAKER_02]: You're the one that wants to downpayment for your new house.
[SPEAKER_02]: You're the one that wants to get a new car, whatever the case may be.
[SPEAKER_02]: I got to help you get there by helping you overcome your human nature to be lazy and not want to work, which is excessively strong with you.
[SPEAKER_02]: That's it, thanks.
[SPEAKER_02]: Thanks.
[SPEAKER_02]: But do you see them saying?
[SPEAKER_02]: We have to help people overcome their human instincts.
[SPEAKER_02]: That's what we're doing as leaders.
[SPEAKER_02]: and then what goes into doing to job well.
[SPEAKER_02]: He says some tactical stuff like knowing how to read a map and compass, know how to direct our artillery, carry an extra oil and patches and rod for cleaning rifle and rolls and tape to bandage men's feet.
[SPEAKER_02]: Like these guys are in the game.
[SPEAKER_02]: When we talks about what you need to do as a leader, he says the first thing he says is, make sure men like you.
[SPEAKER_02]: Again, does that seem to be a counter to the idea that I have to make you wash your feet, make sure you clean your weapon, make sure you change your socks like I'm doing, all those things, but I have to make sure that the men like me.
[SPEAKER_02]: So, you can't confuse helping with discipline and requiring discipline with being liked.
[SPEAKER_02]: Because if I say, oh, you know, echo if you're too tired to clean your weapon, go ahead and just get some sleep.
[SPEAKER_02]: And now we get attacked and overrun because your weapon doesn't work because it's too dirty.
[SPEAKER_02]: so make sure men like you we we had this thing um sometimes there was some sometimes people had the attitude uh you're not here to be their friend right we actually lay for my life and I lay for one of the the junior officer training course and he had a officer senior officer that would come in like hey
[SPEAKER_02]: It's not your job, if they like you, you're doing something wrong.
[SPEAKER_02]: See, we'd say this.
[SPEAKER_02]: And life would have to be like, okay, thanks for appreciate it.
[SPEAKER_02]: And then life would have to like, deprogram the troops.
[SPEAKER_02]: And be like, no, actually, you should, your men should like you.
[SPEAKER_02]: And if they don't like you, you've got to freaking problem.
[SPEAKER_02]: Be sure men take care of their weapons, dig in good on the hill, make sure the men are digging good.
[SPEAKER_02]: Don't try and scare the new men, tell them the truth.
[SPEAKER_02]: Help the men any way you can.
[SPEAKER_02]: Boy, that's a good, that's a good mantra for a leader.
[SPEAKER_02]: Help the men any way you can.
[SPEAKER_02]: anything you can show them out as weapon.
[SPEAKER_02]: Tell them.
[SPEAKER_02]: And that's, and that's what we got there.
[SPEAKER_02]: And then the last thing we're going to finish up for this, for this document is a普通 sergeant, same thing.
[SPEAKER_02]: What are the duties of the, of the普通 sergeant and how do you get it done well?
[SPEAKER_02]: So job duties for a普通 sergeant, find out the best route of approach in case we run into enemy fire.
[SPEAKER_02]: Under fire, tell them to spread out here to get, here it is again, get that dispersion, but what's going on in your business, in your team, what natural instinct do you have the constantly pay attention to?
[SPEAKER_02]: and make sure that it doesn't creep back in.
[SPEAKER_02]: Tell them not to fire too much in waste ammo, tell them to cross their fire, not everybody fired the same place, so these are all just kind of tactical things.
[SPEAKER_02]: He also says, I always reconnoiter as best I can and then tell squad leaders what we are going to do and how if possible.
[SPEAKER_02]: That's the job.
[SPEAKER_02]: and then he goes into, what goes into doing the job well?
[SPEAKER_02]: So a couple of tactical things, be sure they have enough ammo and equipment at all times, check, pick good positions to see their well dug and check.
[SPEAKER_02]: Always try and commit the whole platoon.
[SPEAKER_02]: You know what that means?
[SPEAKER_02]: Echo trunks?
[SPEAKER_02]: Prioritize an execute.
[SPEAKER_02]: So you're gonna have, oh, we got to assault this.
[SPEAKER_02]: We got a maneuver over here.
[SPEAKER_02]: We got to flank this.
[SPEAKER_02]: Use the whole platoon.
[SPEAKER_02]: Commit the whole platoon.
[SPEAKER_02]: Always try to commit the whole platoon.
[SPEAKER_02]: You don't want to use a squad.
[SPEAKER_02]: You don't want to use a squad plus.
[SPEAKER_02]: You don't want to use a fire team.
[SPEAKER_02]: If you're gonna do a job, trying to use the whole platoon.
[SPEAKER_02]: That's prioritizing an execute.
[SPEAKER_02]: Don't piecemeal things out.
[SPEAKER_02]: Don't try and do nine things at the same time.
[SPEAKER_02]: usually deal through squad leaders, builds confidence and gets better results.
[SPEAKER_02]: But I try to breathe the entire puttune, perfect, right?
[SPEAKER_02]: So as often as we can, we let the squad leaders, hey, tell the squad leaders what's going on.
[SPEAKER_02]: Use your support and leadership, let your support and leadership go out there and make things happen.
[SPEAKER_02]: But at the same time, there are, you do need to breathe the whole platoon.
[SPEAKER_02]: Hey guys, everyone this is what's going on.
[SPEAKER_02]: Now Echo, you get your team to go do this and, you know, Bill, you're going to get in Fred, you're going to, but we're going to brief everyone together so that everyone has the overall concept of operations.
[SPEAKER_02]: And then the last things, and this is the last thing from this document, I'm going to finish up with here.
[SPEAKER_02]: The last thing he says is know how to handle men.
[SPEAKER_02]: That's what we're doing.
[SPEAKER_02]: That is what leadership is, right?
[SPEAKER_02]: You have to know how to handle people.
[SPEAKER_02]: You have to know how to interact with people.
[SPEAKER_02]: We have to know how to communicate with people.
[SPEAKER_02]: And look, so many of these characters, so we just talked about, we've talked about them over and over and over and over again.
[SPEAKER_02]: But what makes them so challenging is that they are counterintuitive.
[SPEAKER_02]: They are counterintuitive, otherwise we wouldn't have to teach these things.
[SPEAKER_02]: We wouldn't have to talk about them.
[SPEAKER_02]: They wouldn't have to put this report together in 1951 to try and explain people how to be good leaders and how to be good combat men.
[SPEAKER_02]: If it was natural, we wouldn't have to put this together.
[SPEAKER_02]: But it's not natural.
[SPEAKER_02]: It's counterintuitive.
[SPEAKER_02]: It's against your instincts.
[SPEAKER_02]: We want to look out for ourselves.
[SPEAKER_02]: We got to overcome that.
[SPEAKER_02]: We want to take the easy path.
[SPEAKER_02]: We got to overcome that.
[SPEAKER_02]: We want to avoid things that we're afraid of.
[SPEAKER_02]: We've got to overcome that.
[SPEAKER_02]: We want to pass the blame.
[SPEAKER_02]: We've got to overcome that.
[SPEAKER_02]: We don't want to accept responsibility when we make a mistake.
[SPEAKER_02]: We don't want to take ownership.
[SPEAKER_02]: We've got to overcome that.
[SPEAKER_02]: We want to be lazy and we've got to overcome that.
[SPEAKER_02]: That's why that goes back to what we were talking about earlier.
[SPEAKER_02]: This is why if you just let the world happen, this is what you end up lazy, looking out for yourself, it's not going to go well, taking an easy path all the time, not being disciplined.
[SPEAKER_02]: That's what happens if you don't push back against the instincts that you have in your genetics.
[SPEAKER_02]: Because genetically 5,000 years ago, if you echo Charles, caveman echo Charles had an opportunity to lay down and get some rest, you should.
[SPEAKER_02]: If you had an opportunity to eat ton of food, you should.
[SPEAKER_02]: It's gonna keep you alive, your instinct was correct.
[SPEAKER_02]: Whatever, the instinct you had to get warm and get comfortable, you should take advantage of that.
[SPEAKER_02]: That's how you survived.
[SPEAKER_02]: But I didn't like that anymore.
[SPEAKER_02]: You could just sit there on the day, instant card order enough that donuts.
[SPEAKER_02]: And that's the instinct.
[SPEAKER_02]: Make this as easy as possible.
[SPEAKER_02]: So that's what we're fighting against.
[SPEAKER_02]: That's what we're fighting against.
[SPEAKER_02]: We cannot allow ourselves to follow our weakest instincts.
[SPEAKER_02]: Because they're wrong.
[SPEAKER_02]: They're wrong as humans and they're wrong as people and they're wrong as leaders as well.
[SPEAKER_02]: That's what we're fighting against, we need to do better, we need to be better.
[SPEAKER_02]: That's what we're at.
[SPEAKER_02]: Part of that in this modern era.
[SPEAKER_02]: get after yourself mentally physically we're training we're lifting we're we're studying we're running we're training jiu jitsu we're sprinting for those things we're gonna need fuel i recommend jockel fuel jockelfield dot calm this is where you can get protein to where you can get hydrate i just got done training some jiu jitsu i need hydrate real bad that was just as
[SPEAKER_02]: There was steam.
[SPEAKER_02]: The entire victory was steam.
[SPEAKER_02]: 21,000 square feet of mats.
[SPEAKER_02]: It was just a, well, 21,000 square foot gym.
[SPEAKER_02]: I don't know how many square feet of mats, but it's a lot of mats.
[SPEAKER_02]: It's a lot of mats.
[SPEAKER_02]: Probably 10,000 square feet or something like that of mats.
[SPEAKER_02]: Anyways, there was like that fog.
[SPEAKER_00]: You know what I'm saying?
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[SPEAKER_02]: You're lagging.
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[SPEAKER_02]: Are you cycling it where like you take more and then less and then more?
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[SPEAKER_00]: Check those out.
[SPEAKER_02]: Also, check out some books, put your legs on by Rob Jones, check out Need to Lead by Dave Burke.
[SPEAKER_02]: Check out things my brother used to say by Ryan Manion.
[SPEAKER_02]: We also have a leadership consultancy.
[SPEAKER_02]: We talk about all these principles, all these, these instincts that we have that are bad and how to overcome them and what we should do instead if you need help inside your organization with leadership.
[SPEAKER_02]: Go to sondfront.com.
[SPEAKER_02]: If you want to learn these skills,
[SPEAKER_02]: go to extremeownership.com.
[SPEAKER_02]: We have an entire entire library of courses in order to improve your leadership skills.
[SPEAKER_02]: And then of course, if you want to help service members active and retired.
[SPEAKER_02]: You want to help their families, you want to help gold star families.
[SPEAKER_02]: Check out Mark Lee's mom, mom Lee.
[SPEAKER_02]: She's got an amazing charity organization.
[SPEAKER_02]: If you want to donate or you want to get involved, go to America's Mighty Warriors.org.
[SPEAKER_02]: Also check out heroesenhorses.org.
[SPEAKER_02]: and finally Jimmy May's organization beyond the brotherhood.org.
[SPEAKER_02]: And for us, if you want to connect with us, you can check out jacquad.com and then on social media.
[SPEAKER_02]: I'm a chocolate willink, echoes that echo Charles, just be careful on there.
[SPEAKER_02]: It's freaking chaos, and it's a monster that's trying to eat your time and ruin your life.
[SPEAKER_02]: So just use caution.
[SPEAKER_02]: Thanks to our uniformed personnel around the world, those who are serving currently and those who have served with a solemn salute to the Korean war veterans.
[SPEAKER_02]: You heard some of those examples today of our American
[SPEAKER_02]: Warfighters in a brutal war who stepped up and held the line.
[SPEAKER_02]: Also thanks to a police law enforcement firefighters paramedics, EMTs, dispatchers, correctional officers, board patrol, secret services, as well as all other first responders.
[SPEAKER_02]: Thank you for holding the line here at home and for everyone else out there.
[SPEAKER_02]: It's a pretty straightforward.
[SPEAKER_02]: Know your job.
[SPEAKER_02]: keep going when things get tough, remain calm, even when things get crazy, especially when things get crazy.
[SPEAKER_02]: Keep yourself and your gear, clean and ready, treat people with respect, put the team ahead of yourself, always.
[SPEAKER_02]: And you know what, these are not characteristics
[SPEAKER_02]: do not be a poor combat man or a poor combat leader, be a good combat man and be a good combat leader by making the right choices and that's all we've got for tonight and until next time the Zeco and Jocco out