[SPEAKER_01]: This is Jockel Podcast number 546 with Carrie Helton and me, Jockel Willink.
[SPEAKER_01]: Good evening, Carrie.
[SPEAKER_01]: Good evening.
[SPEAKER_01]: And order should not trespass on the providence of the subordinate.
[SPEAKER_01]: It should contain everything which is beyond the independent authority of the subordinate, but nothing more.
[SPEAKER_01]: It should lay stress upon the object to be attained.
[SPEAKER_01]: and leave open the means to be employed.
[SPEAKER_01]: That's a little quote right there from US Army Field Regulations.
[SPEAKER_01]: From 1905.
[SPEAKER_01]: 1905.
[SPEAKER_01]: So, you know, if people, they think, oh, well, back in the day, the military, you just told you just told everyone what to do and they did it.
[SPEAKER_01]: And sure, you can go back to, you know, Napoleonic times, but even then, Napoleonic times, they didn't want rope.
[SPEAKER_01]: They wanted this soldiers to be robotic in their movement, but they wanted the people, Napoleon wanted his people to think quick and make things happen.
[SPEAKER_01]: And this, this concept right here, your order shouldn't, shouldn't trespass on the providence of the sport.
[SPEAKER_01]: Meaning we want that person to think for themselves.
[SPEAKER_01]: It shouldn't, it shouldn't contain them.
[SPEAKER_01]: It should contain everything which is beyond the independent authority of the support.
[SPEAKER_01]: So look, I'm giving you, hey, if you've got to do this, here you've got to ask me if you've got to do that.
[SPEAKER_01]: This is what I want you to do.
[SPEAKER_01]: But other than that, it's up to you, man.
[SPEAKER_01]: But nothing more.
[SPEAKER_01]: It literally says, but nothing more.
[SPEAKER_01]: It should lay stress upon the object to be attained.
[SPEAKER_01]: So this is what, this is what I want you to get done.
[SPEAKER_01]: But leave open the mean
[SPEAKER_01]: This is 1905, 1905.
[SPEAKER_01]: So we need our troops to make things happen.
[SPEAKER_01]: We know our troops to step up and get things on.
[SPEAKER_01]: This is obviously, this is decentralized command.
[SPEAKER_01]: When that being said, when people go make things happen, sometimes they do things that we don't expect.
[SPEAKER_01]: And sometimes the things that they do that we don't expect are good.
[SPEAKER_01]: You give somebody some leeway and they go out to make something happen and they do a better job than you could have done yourself Because they're on the ground and they're thinking and this is the only thing that they're focused on And most of the time they do something good, most of the time they do something better than you could have done
[SPEAKER_01]: However, sometimes they do things that maybe aren't quite that good.
[SPEAKER_01]: Sometimes they do things that are outside the box and not in a good way.
[SPEAKER_01]: That because there is risk with decentralized command and I always try and explain to people, there's risk with decentralized command.
[SPEAKER_01]: Therefore, when you are employing decentralized command, occasionally it's going to bite you.
[SPEAKER_01]: Occasionally, it's going to bite you.
[SPEAKER_01]: It's like going to certain restaurants and getting certain food like real high spicy food and occasionally you get bit, you know what I'm saying?
[SPEAKER_01]: Occasionally it goes sideways.
[SPEAKER_01]: It's a very similar thing with decentralized command.
[SPEAKER_01]: So, I was reading through the Marine Corps doctrinal publication, six, MCDP, six.
[SPEAKER_01]: It's called Command and Control, and like most Marine Corps manuals, which are just outstanding, it had some great points on leadership that not only apply to combat, and not only apply to leadership, but they apply to life, and I think this knowledge is the kind of thing that can make us all better.
[SPEAKER_01]: And the manual which I'm not part of the manual which I'm not going to cover today is like a fictional story of a big combat operation.
[SPEAKER_01]: That shows some various leadership examples.
[SPEAKER_01]: It's cool.
[SPEAKER_01]: It's good to read.
[SPEAKER_01]: But I'm going to jump into some of the meat of the information which starts in chapter one.
[SPEAKER_01]: for some guidance.
[SPEAKER_01]: So chapter one, Marine Corps Doctional Publication Six Command and Control.
[SPEAKER_01]: How long are you in the Marine Corps for?
[SPEAKER_01]: Four years.
[SPEAKER_01]: Yeah.
[SPEAKER_01]: Did you ever see this manual?
[SPEAKER_00]: Yes.
[SPEAKER_00]: Oh, you did.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: I'm pretty sure it was a part of one of the just foundational courses you do is an elicid guy that you knock off every so often to try to get closer to your promotional cutting score.
[SPEAKER_01]: The Marine Corps manuals are outstanding and I actually, because warfighting, which is it's one of the best
[SPEAKER_01]: pieces of reading a human can do i mean i covered in one of the first podcast we did early early early on but it's so good it's so concise it's so clear it's so simple it's so straightforward and i have like a lead on the guy that wrote it but there's a dude he's like a huge like a major something and he was just a really smart guy and he understood the concepts and
[SPEAKER_01]: They gave him the care run with us and he did just an outstanding job, so I still got to try and track that because I'd love to sit down with him and go through that manual kind of even the writing process you know writing things is
[SPEAKER_01]: There's a process to writing things, when you chop it down and you make it clear, but you gotta add that one thing and then how important is this?
[SPEAKER_01]: And I would just like to see what this process was because it came out freaking dialed.
[SPEAKER_00]: Yeah.
[SPEAKER_01]: And a lot of times the military stuff is written by committee.
[SPEAKER_01]: And I can always tell when you get something that's written by.
[SPEAKER_01]: Not edited by committee because I can happen.
[SPEAKER_01]: You know, okay, if I write it, then you look at it, then your boss looks at it and his boss looks at it.
[SPEAKER_01]: I get it.
[SPEAKER_01]: But a lot of times, you know, you get nine different people working on the whole thing.
[SPEAKER_01]: And you end up with a Pontiac Aztec, you know, the Pontiac Aztec?
[SPEAKER_01]: No.
[SPEAKER_01]: Pontiac Aztec is the vehicle that they're using, breaking bad check.
[SPEAKER_01]: But it was a kind of a flop of a vehicle.
[SPEAKER_01]: And apparently, there was, you know, 19 different designers.
[SPEAKER_01]: And one guy like this little piece and this other guy like this little thing.
[SPEAKER_01]: And when they put it all together, they're like, you know, what is this thing?
[SPEAKER_01]: But it's too late in the car world.
[SPEAKER_01]: They're like, we're making it.
[SPEAKER_01]: So, when you're writing, if you have something that's good, clear language, which is that guy clearly did in Warfighting, great manual.
[SPEAKER_01]: But this manual is similar, so let's get into it.
[SPEAKER_01]: This is chapter one.
[SPEAKER_01]: The nature of command and control and starts off with a quote from classmates, war is the realm of uncertainty.
[SPEAKER_01]: Three quarters of the factors on which action and war is based are wrapped in a fog of greater or lesser uncertainty.
[SPEAKER_01]: The commander must work in a medium which his eyes cannot see.
[SPEAKER_01]: which is best, best deductive powers cannot always fathom, and with which, because of constant change, changes, he can rarely become familiar.
[SPEAKER_01]: Now, I would love to tell you that that's just a quote about war.
[SPEAKER_01]: But that's a quote about everything in life.
[SPEAKER_01]: I mean that you are always operating I mean even human nature human nature is a medium that you you cannot see with your eyes I mean I guess you can see people's emotions, but you can't see what people are thinking You can't see in many cases their ego flare up.
[SPEAKER_01]: You can't see what their emotions are again You can you sometimes see that in their face sure, but can you always know?
[SPEAKER_01]: can see some of it and so and not to mention what's going on with the market.
[SPEAKER_01]: What's going on with the competition?
[SPEAKER_01]: There's all these things that you can't see.
[SPEAKER_01]: What about your family?
[SPEAKER_01]: I was going off about this the other day.
[SPEAKER_01]: The amount of factors that come into play for you to decide where to go out for dinner with your wife.
[SPEAKER_01]: If you really broke that down, if you really broke down my wife and I big H and I are going to go out for dinner, she turns to me and says, where are we going to go?
[SPEAKER_01]: Can you imagine the amount of the amount of decision factors that fall into that?
[SPEAKER_01]: Well, what about the time two years ago when we went to this one restaurant that I like that she didn't like and choose in a bad mood for three days or what about the fact that she thinks that I have my hard-headed guy and she only want to go to this one?
[SPEAKER_01]: What about the financial factors?
[SPEAKER_01]: What are what are we lean on money right now?
[SPEAKER_01]: Or we got a ton of money right now?
[SPEAKER_01]: Or what about how much time we have?
[SPEAKER_01]: Like, do we have a lot of time to go and hey, what if she's going on a trip or I'm going on a trip or not going to see each other?
[SPEAKER_01]: There's so many things.
[SPEAKER_01]: What about the dog?
[SPEAKER_01]: What are we doing with the dogs?
[SPEAKER_01]: We take, we want to bring the dog with us, we're going to dog for like just just to go to dinner with your wife.
[SPEAKER_01]: So when you're starting to talk about more complex decisions, which basically almost all other decisions are more complex in that, they're all get these factors upon factors upon factors that you're trying to figure out what the hell's going on and make a decision.
[SPEAKER_01]: and war is kind of the ultimate of those, because now you got people trying to kill you.
[SPEAKER_01]: So the stakes are high.
[SPEAKER_01]: But regardless of what you're doing,
[SPEAKER_01]: You don't, you're, we are all operating in a realm of uncertainty.
[SPEAKER_01]: All of us, varying levels.
[SPEAKER_01]: All right.
[SPEAKER_01]: Just skip ahead a little bit.
[SPEAKER_01]: How important is command control?
[SPEAKER_01]: No single activity in war is more important than command and control.
[SPEAKER_01]: Command and control by itself will not drive home a single attack against an enemy force.
[SPEAKER_01]: It will not destroy a single enemy target.
[SPEAKER_01]: It will not affect a single emergency resupply.
[SPEAKER_01]: yet none of these essential war fighting activities or any others would be possible without effective command and control.
[SPEAKER_01]: Without command and control, campaigns, battles, and organized engagements are impossible.
[SPEAKER_01]: Military units denigrate degenerate into mobs and subordination of military force to policy is replaced by random violence.
[SPEAKER_01]: In short, command and control is essential to all military
[SPEAKER_01]: And again, apply this to your company.
[SPEAKER_01]: Apply this to your family.
[SPEAKER_01]: You're going to go to the supermarket with the fam.
[SPEAKER_01]: This could very easily what's the word they use degenerate into chaos if you don't have some command to control.
[SPEAKER_01]: continuing on with command and control.
[SPEAKER_01]: The countless activities and military force must perform gain purpose and direction done well.
[SPEAKER_01]: Command and control adds to our strength done poorly.
[SPEAKER_01]: It invites disaster even against a weaker enemy.
[SPEAKER_01]: Command and control helps commanders make the most of what they have.
[SPEAKER_01]: People information material and often most important of all time.
[SPEAKER_01]: Time the most important factor when I came up with the
[SPEAKER_01]: extreme ownership leadership loop the first thing in that loop is time because that's the that's the thing we have the least control over in in the world.
[SPEAKER_01]: The clock is ticking and you need to assess how much time do I have and as a leader you need to assess how can I best utilize this time that we have.
[SPEAKER_01]: in the broadest sense command and control applies far beyond military forces and military operations.
[SPEAKER_01]: Any, here we go.
[SPEAKER_01]: Any system comprising multiple interacting elements from societies to sports teams to any living organism needs some form of command and control.
[SPEAKER_01]: So the living organism that would be like your hormonal responses and stuff like that, that makes your body react to things.
[SPEAKER_01]: Simply put command and control in some form or another is essential to survival and success in any competitive or cooperative enterprise.
[SPEAKER_01]: Command and control is a fundamental requirement for life and growth, survival and success for any system.
[SPEAKER_01]: so there you go.
[SPEAKER_01]: And it's funny, some of you might be hearing these words for the first time, some of you guys might be thinking about this for the first time.
[SPEAKER_01]: Now, now, as you hear it, you might start to go, oh, I said, oh, yeah, that's happening to me, or I have done that before, kind of unknowingly, or maybe I haven't done that before, and I should be doing it.
[SPEAKER_01]: So recognizing what's happening is very important.
[SPEAKER_01]: It's like when you watch the movie,
[SPEAKER_01]: When you watch it the first time, things are going on, you don't really, it doesn't really mean much.
[SPEAKER_01]: But once you get to the end, it all makes sense looking back and now when you watch to get you see even more things that are happening.
[SPEAKER_01]: So, this is very important because when we understand things at a greater level, when we see the bigger picture, all of a sudden things start to make more sense.
[SPEAKER_01]: The movie, the sixth sense, makes more sense when you watch the second time.
[SPEAKER_01]: Because all these little things that you missed the first time, you notice them, but there's no context.
[SPEAKER_00]: context is important part of the world having context or they read is something different than you thought they were right true now with that little piece of knowledge you understand oh that wasn't him being cold to the other person he wasn't there you know what I mean to is how how we may misinterpret things without that additional piece of movement yeah our perception right can be totally wrong we got a question that I read last night for the
[SPEAKER_01]: A guy was talking about a What is it a sex offender moved into his neighborhood and he was asked and hey?
[SPEAKER_01]: I saw the guy I have whatever he's got like two daughters and a son or something like that of the age of this guy is was arrested for and went to jail for And he says you know I walked by him and I ignored him But I know that that's not the right thing to do as a Christian and I was like
[SPEAKER_01]: No, 100% ignore it and you know there's a whole bunch of varying things we could talk about I know we'll we'll talk about it on the underground but
[SPEAKER_01]: There's no question that you are totally good to go to ignore because you want that purse that individual to recognize he should not come near you or your family in interway shape or form.
[SPEAKER_01]: And we could discuss, does that mean you approach him?
[SPEAKER_01]: Does that mean you talk to him?
[SPEAKER_01]: So hey, listen, I know who you are, know what you did.
[SPEAKER_01]: If I see you anywhere near my family, you will be in trouble.
[SPEAKER_01]: Trust me.
[SPEAKER_01]: Like the only thing which is probably a good move, but you got to remember when you interact with people
[SPEAKER_01]: You've opened the door.
[SPEAKER_01]: Yeah, so at depending on that individual's personality It that might not be the right move.
[SPEAKER_01]: So I wouldn't make a jump like that out of the gate I would do like full ignored because when I full ignore you realize like I'm not even a human You know what I mean?
[SPEAKER_01]: I don't even I'm not even a human being I don't look at you and I don't acknowledge you your existence
[SPEAKER_01]: That is not a human thing to do.
[SPEAKER_01]: I'm not a human, so stay the fuck away from me and my family.
[SPEAKER_01]: It's where we're going.
[SPEAKER_01]: Now, sometimes, again, when you have any interaction, even if my interaction is like, hey, you better stay away from me and my family.
[SPEAKER_01]: That's a human being.
[SPEAKER_01]: That's a human interaction.
[SPEAKER_01]: And some people see that as a little way in.
[SPEAKER_01]: So you're not going to see me as a human.
[SPEAKER_01]: That's what we're doing.
[SPEAKER_01]: My point in saying all this out the context of what's going on and where what are we doing and how what is that behavior look like so yeah six cents gets on
[SPEAKER_01]: next phase here.
[SPEAKER_01]: What is command control?
[SPEAKER_01]: We often think of command control as a distinct and specialized function like logistics intelligence, electronic warfare, or administration with its own peculiar methods, considerations, and vocabulary, and occurring independently of other functions.
[SPEAKER_01]: But in fact, command and control encompasses all military functions and operations giving them meaning and harmonizing them into a meaningful whole.
[SPEAKER_01]: Everything's
[SPEAKER_01]: The common discrepancy that we run into with businesses in echelon front, where they are not all working together.
[SPEAKER_01]: You know, here they're talking logistics intelligence, electronic work for administration in the business world.
[SPEAKER_01]: We have marketing, we have operations, we have sales, we have legal.
[SPEAKER_01]: We have HR.
[SPEAKER_01]: So we have all these components as well.
[SPEAKER_01]: And if they get separated, there's a problem.
[SPEAKER_01]: And one of the things that unifies them is command and control, harmonizing them into a meaningful, that's what we're heading for.
[SPEAKER_01]: Command and Control is the means by which a commander recognizes what needs to be done and sees to it that appropriate actions are taken.
[SPEAKER_01]: Cool.
[SPEAKER_01]: And it kind of goes into this thing about the various types of the various forms that can take.
[SPEAKER_01]: It can be a conscious command decision, it can be a immediate action draws.
[SPEAKER_01]: A immediate action draws are command and control.
[SPEAKER_01]: Like, hey, I train you carry as a mortarman.
[SPEAKER_01]: And when this happens, here's your reaction with your mortar team.
[SPEAKER_01]: Now, I don't have to say anything, but it's still a part of command and control.
[SPEAKER_01]: It talks about rules-based procedures,
[SPEAKER_01]: It talks about even even technical things like computer weapon systems or a form of command and control because they can be pre-programmed to do things in certain scenarios.
[SPEAKER_01]: and then there's some that are only can be executed by people that have experience to devise a tactic and make a decision right so there's a whole bunch of different ways that command and control can be implemented and then it goes on to say sometimes command and control occurs concurrently with the action being taken real time guidance and sometimes it can happen beforehand
[SPEAKER_01]: That's what a plan is, right?
[SPEAKER_01]: So, command and control is a lot broader than I think sometimes people understand or think of it as, and then it says, this commander's intent, a commander's intent expressed clearly before the evolution begins is an essential part of command and control.
[SPEAKER_01]: Likewise, analysis after the fact which ascertains the results and lessons of the action and so informs future actions contribute to command and control.
[SPEAKER_01]: Yeah, the commander's intent, the most powerful part of a brief in the military, supposed to be the most powerful part, supposed to tell the troops what we're trying to accomplish.
[SPEAKER_01]: This is my overall intent.
[SPEAKER_01]: And if I don't give you any other part of the brief, and you have the commanders intent, you should be able to go out and execute.
[SPEAKER_01]: I didn't tell you what time, I didn't tell you what weapons to bring, I didn't tell you how many people to take, I didn't tell you where to approach the target, I didn't tell you any of that.
[SPEAKER_01]: I just gave you, hey, this is the target we need secure.
[SPEAKER_01]: And we need it done by this time.
[SPEAKER_01]: And if I tell you that,
[SPEAKER_01]: You can make it happen.
[SPEAKER_01]: That's why commanders intent so important and yet gets left off a lot Because people think well if I tell Carrie hey, here's here's the target.
[SPEAKER_01]: I want you to take here's who I want you to take here's how I want you to Hit it here's the weapons I want you to use here's the approach.
[SPEAKER_01]: I want you if I tell you all that stuff I think oh well now he's gonna go do it But when that plan gets tripped up for whatever reason down vehicle Enemy security force you didn't anticipate
[SPEAKER_01]: weather problems like there's all kinds of problems that come up that interfere with this detailed plan that I gave you and when that happens you can't execute anymore because the plan got derailed but if you knew what it was you were trying to do what that intent was overall you could make it happen figure out another way why it's so important
[SPEAKER_01]: Some forms of command and control are procedural.
[SPEAKER_01]: Others deal with overall conduct of military operations.
[SPEAKER_01]: Larger small scale involving formulating concepts to playing forces, allocating resources, supervising it and so on.
[SPEAKER_01]: But again, I work with all kinds of different companies, including my own companies.
[SPEAKER_01]: And like, there you go.
[SPEAKER_01]: This is like CEO, C Suite level stuff, right?
[SPEAKER_01]: Formulating concepts, deploying forces.
[SPEAKER_01]: allocating resources where we're going to spend this marketing money where we're going to spend this other capital that we have right now big parts of capital like that's uh that's what we're doing at the strategic level and that is part of command and control and the overall conduct of military operations is our primary concern in this manual unless otherwise specified this is uh this is what we're talking about so it kind of explains that
[SPEAKER_01]: Disapplies to everything, but they're talking about warfare, because you know what, it's the Marine Corps, that's their business, their business is war.
[SPEAKER_01]: Since wars are conflict between opposing wills, we can measure the effectiveness of command control only in relation to the enemy as a practical matter, therefore effective command and control involves protecting our own command and control activities against the against enemy interference and actively monitoring, manipulating and disrupting the enemy's command and control activities.
[SPEAKER_01]: That's an interesting target, right?
[SPEAKER_01]: Our target is not this building.
[SPEAKER_01]: Our target is not this bridge.
[SPEAKER_01]: Our target is not this piece of terrain.
[SPEAKER_01]: Our target in the ease and even securing the populace.
[SPEAKER_01]: Our target is interfering with the enemy's command and control activities.
[SPEAKER_01]: It's interesting, I did that kind of stuff.
[SPEAKER_01]: We would have that kind of stuff interfere with the, with their freedom of maneuver, interfere with their communication systems, interfere with their financing.
[SPEAKER_01]: That's all command and control that you're trying to interfere with, which is a more strategic target than, hey, we're going to go open up this bridge or shut down this bridge or take this one individual unless that individual is very senior.
[SPEAKER_00]: There was also a document we covered a while back that was about like sabotage, you know, and it was very much these things.
[SPEAKER_01]: It was like frustrating all these little command and control.
[SPEAKER_01]: That's the, that's the, that's a CIA document that we cover.
[SPEAKER_01]: That's what it was.
[SPEAKER_01]: Simple sabotage.
[SPEAKER_01]: Right.
[SPEAKER_01]: And what's funny is I work with businesses that that's what they have going on.
[SPEAKER_01]: Literally what the CIA would tell.
[SPEAKER_01]: Let's call them, let's call them actors inside like little spies inside of a foreign country.
[SPEAKER_01]: Oh, we got a spy inside of a foreign country.
[SPEAKER_01]: They're making a bunch of military stuff.
[SPEAKER_01]: Here's some things you can do to disrupt it.
[SPEAKER_01]: Ask a bunch of questions in a meeting.
[SPEAKER_01]: Hold a bunch of meetings that make no sense.
[SPEAKER_01]: Slow down the production.
[SPEAKER_01]: Like there's all these things that happens all the time in regular businesses.
[SPEAKER_01]: And yeah, so that's command and control getting jammed up by bad actors slash spies, so for sure that is an attack on command and control a subtle attack, but damn it's a training when I think about all the social media that's that's just inbound and everyone's head right now coming from all sides and you're algorithm by the way gets
[SPEAKER_01]: exponentially evolved in a direction that you are ready a little bit bias towards.
[SPEAKER_01]: That's what's happening.
[SPEAKER_01]: So the information warfare that's getting to you, you have no idea what's happening.
[SPEAKER_01]: You have no idea what's happening.
[SPEAKER_01]: It's crazy.
[SPEAKER_01]: So we got to be careful that.
[SPEAKER_01]: What is the base next?
[SPEAKER_01]: What is the basis of command control?
[SPEAKER_01]: The basis for all command control is the authority vested in a commander over subordinates.
[SPEAKER_01]: Authority derives from two sources.
[SPEAKER_01]: Official authority is a function of rank and position and is bestowed by an organization and by law.
[SPEAKER_01]: and body, some people like that kind of authority.
[SPEAKER_01]: Personal authority is a function of personal influence and derives from such factors as experience, reputation, skill, character, and personal example.
[SPEAKER_01]: It is bestowed by the other members of the organization.
[SPEAKER_01]: Official authority provides the power to act, but is rarely enough.
[SPEAKER_01]: Most effective commanders also possess a high degree of personal authority.
[SPEAKER_01]: So this is kind of the paragraph when I read this, I was like, I'm gonna put this on the podcast because so many people don't understand this.
[SPEAKER_01]: So many people think that they have the rank and position and therefore they're in charge and they don't have the personal authority.
[SPEAKER_01]: They don't have the reputation, they don't have the skill, they don't have the character.
[SPEAKER_01]: And the other members of the team have not designated them as the leader in their head.
[SPEAKER_01]: Sure, you can show me on paper all day long,
[SPEAKER_01]: But I don't care.
[SPEAKER_01]: I don't respect you.
[SPEAKER_01]: You don't have the character.
[SPEAKER_01]: You're not setting a good personal example.
[SPEAKER_01]: All those things just goes out the window.
[SPEAKER_01]: So where are you at?
[SPEAKER_01]: Where are you at?
[SPEAKER_01]: And by the way, one of the, if you're sitting here nod in your head right now and going, you know, I think I got those things, you probably don't.
[SPEAKER_01]: If you're not a little bit paranoid, thinking, man, I hope I'm setting a good enough example.
[SPEAKER_01]: Man, I hope my reputation is solid.
[SPEAKER_01]: I hope my character is strong enough that people respect it.
[SPEAKER_01]: If you're like, no, my character's great.
[SPEAKER_01]: My reputation's awesome, and I said a great example.
[SPEAKER_01]: If that's where you're at, you probably in trouble.
[SPEAKER_01]: You're probably in trouble.
[SPEAKER_01]: You're walking around thinking you've got a bunch of leaders of capital, you don't, you don't.
[SPEAKER_00]: And it should also be a little validating for those frontline individual contributors, too, right, because the authority doesn't necessarily come from the rank title or position.
[SPEAKER_00]: You that has personal relationships and authority amongst your peers, that gives you power, it gives you authority as well.
[SPEAKER_01]: 100% and this was uh, uh, what was I just called this?
[SPEAKER_01]: It was very obvious.
[SPEAKER_01]: It became very obvious to me.
[SPEAKER_01]: So I was running trade at, you know, you got Latunes coming through.
[SPEAKER_01]: And that first, I thought, well, you know,
[SPEAKER_01]: Either the platoon chief or the platoon commander will be good to go and they'll kind of be like the leader and then I was like, well Because I didn't always happen But we still have a good platoon.
[SPEAKER_01]: Why do you stuff a good platoon?
[SPEAKER_01]: Oh, well the LPO is a super stud and then sometimes you that or the assistant platoon commander Super studs you still got a strong platoon sometimes you'd get we call those the top four So the platoon commander the platoon chief the assistant platoon commander and the leading petty officer.
[SPEAKER_01]: We would call those in a platoon the top four
[SPEAKER_01]: Some, and if you, if you have a strong one in there, that's eagles under check, right?
[SPEAKER_01]: Because sometimes you can have some of that strong, but their eagles out of control and they ruin everything.
[SPEAKER_01]: But if you have one of those guys, one of the top four strong guys, I was like, oh yeah, this is solved too.
[SPEAKER_01]: but eventually I realized if you just had what you just said a dude in the E5 Mafia that had this kind of personal authority and an important component is if you had that and then you had the top four that were humble enough to recognize that this dog, this E dog, was going to make shit happen and give him the leeway to make shit happen, you'd be good to go, you'd have a great pitoon a great pitoon with a E5
[SPEAKER_01]: Gangster.
[SPEAKER_01]: That was just running things.
[SPEAKER_01]: That could happen all day long.
[SPEAKER_01]: Now, if you had a Platoon OIC or a platoon chief, oh, that guy I'm I've been in longer than any of your not problems Gonna get rebellion.
[SPEAKER_01]: You're gonna have issues But you're 100% right.
[SPEAKER_01]: If you have that personal authority and you're respected
[SPEAKER_01]: and you have a good reputation, and you have good experience, and you have strong character, and you're skilled, and you set a good personal example, that right there, you can do all kinds of leadership inside of an organization, regardless of where you are in the chain of command.
[SPEAKER_01]: And by the way, when you just have rank, and you don't have any of those things I just talked about, well, first of all, you should go about trying to earn them, which takes time, but you should be actively trying to earn them, and you should recognize that these are difficult things to earn,
[SPEAKER_01]: But if you think you can just flex your official authority, you're wrong.
[SPEAKER_01]: I mean, you're right to an extent.
[SPEAKER_01]: You can run around yelling, screaming, make a peep force people to do what you want to do.
[SPEAKER_01]: Force them to follow your little plan.
[SPEAKER_01]: Don't recommend it.
[SPEAKER_01]: I want last long.
[SPEAKER_01]: uh... continuing on responsibility or accountability for results is a natural corollary of authority where there is authority there must be responsibility in like measure which again that's why we have a junior person that's running things they also take ownership they might not be technically responsible no i don't have a boss that's on me conversely where individuals have responsibility for achieving results they must also have the authority to initiate the necessary actions
[SPEAKER_01]: continuing on.
[SPEAKER_01]: And that's an interesting one because what they're saying is like, hey, if I'm in charge of this project, then I need to have the authority to tell Kerry to do this thing, right?
[SPEAKER_01]: And that is true to an extent.
[SPEAKER_01]: I will tell you, and there's many examples of this, that if that's what you need to be successful, it's going to be problematic in the long run.
[SPEAKER_01]: If you need this kind of organizational authority, official authority in order to get people on board with your program, it's going to be a problem in the long run.
[SPEAKER_01]: There's nothing more impressive to me than someone that goes out of y'all roll and take over that project.
[SPEAKER_01]: Well, you're actually going to be a report to the guy that's been failing.
[SPEAKER_01]: That's cool.
[SPEAKER_01]: I'll figure it out.
[SPEAKER_01]: 100%.
[SPEAKER_01]: And there's a lot of people who will do it if they're not working for me.
[SPEAKER_01]: I'm not.
[SPEAKER_01]: I can't take over for that.
[SPEAKER_01]: You know what I mean?
[SPEAKER_01]: That's that's weak.
[SPEAKER_01]: Honestly, and I see what people I understand.
[SPEAKER_01]: But when someone nods their head and goes, yeah, I got it.
[SPEAKER_01]: Yep, cool.
[SPEAKER_01]: Oh, you owe me to go work for carry.
[SPEAKER_01]: And he's there.
[SPEAKER_01]: The project is failing right now.
[SPEAKER_01]: You owe me to go and go in there and get us right now.
[SPEAKER_01]: Cool.
[SPEAKER_01]: I got it.
[SPEAKER_01]: Well, you're you're still going to work for carry.
[SPEAKER_01]: Yeah, it's cool.
[SPEAKER_01]: It's done.
[SPEAKER_01]: It's no factor.
[SPEAKER_01]: Well, we'll make it happen.
[SPEAKER_01]: as we will, I need the authority, I need the authority, I need to be, I need to outrank, carry if you want me to get this problem fixed.
[SPEAKER_01]: And listen, I get it.
[SPEAKER_01]: I've carries a like a real arrogant asshole himself.
[SPEAKER_01]: And I come in with, hey, you know, here's this might work better and you've shown up on the guy in charge, okay, we might have some problems.
[SPEAKER_01]: But even that, I'm going to, I'm going to at least gather that information.
[SPEAKER_01]: I'm not just going to say, well, no, I need to throw no, okay, cool.
[SPEAKER_01]: Let me figure out what, what's carry pissed about.
[SPEAKER_01]: Carry might be pissed about some legitimate stuff.
[SPEAKER_01]: Maybe the guy that was working for him, he had to be in a forerterium, because the guy wasn't a knucklehead.
[SPEAKER_01]: And that's why you got me now, okay, I'm rolling, and then we'll get it handled.
[SPEAKER_01]: Next, and this is another kind of traditional debate.
[SPEAKER_01]: What is the relationship between command and control?
[SPEAKER_01]: The traditional view of command and control sees command and control as operating in the same direction.
[SPEAKER_01]: From the top of the organization toward the bottom.
[SPEAKER_01]: Again, this is the traditional view.
[SPEAKER_01]: Not the correct view, the traditional view.
[SPEAKER_01]: Commanders impose control on those under their command.
[SPEAKER_01]: Commanders are in control of their subordinates and subordinates are under control of their commanders and again I'm gonna point this out again.
[SPEAKER_01]: This is the United States Marine Corps Deviled dogs right the Marine Corps Tell me about the Marine Corps rank structure when you are
[SPEAKER_01]: uh uh a corporal and you are interacting with a Lance Corporal.
[SPEAKER_01]: How's that going down?
[SPEAKER_00]: There there is zero room for missing interpretation as to who is the higher rank or senior.
[SPEAKER_00]: I will say because even a month, even amongst the same grade.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: You've got the senior Lance Corporal on deck.
[SPEAKER_01]: And then timing grade?
[SPEAKER_00]: Yeah.
[SPEAKER_01]: This is timing grade.
[SPEAKER_01]: Yeah.
[SPEAKER_01]: 100%.
[SPEAKER_01]: then, and how long if you and I showed up or to stand watch and you and I are both corporals, how long does it take before, you know, we have to establish who's the Senior Landscore or the Senior Corporal immediately, really.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: immediately there in in that's you know that that's just ingrained in the Marine Corps you know there is there is the chain of command and you fall somewhere in that and we're going to establish that that hierarchy out of this is what we're doing that's why I'm putting this out I don't know
[SPEAKER_01]: I'm not sure if there is an organization that has a more clear cut chain of command than the Marine Corps.
[SPEAKER_01]: I'm not sure.
[SPEAKER_01]: The Army's certain units in the Army, like Rangers, they're in that zone as well, at least the ones I've seen and worked with, but it is as tight as it gets.
[SPEAKER_01]: First of all, that doesn't, that undermines the idea of official authority, right?
[SPEAKER_01]: It's like, hey, bro, you can be outrank me all day long, but if you don't have that respect, and you don't have that skill, you don't have that experience, you don't have that example, doesn't matter.
[SPEAKER_01]: That's what the Marine Corps saying right here.
[SPEAKER_01]: As strict as they are, even they have to admit that it's not enough.
[SPEAKER_01]: and now they're calling out the traditional view, which is, hey, I'm the commander-on-in-control, and you're subordinate, so therefore, you're under my control.
[SPEAKER_01]: but they don't believe that.
[SPEAKER_01]: The United States Marine Corps doesn't believe that.
[SPEAKER_01]: I'm going to tell you, they literally say that.
[SPEAKER_01]: We suggest, back to the book, we suggest a different and more dynamic view of command and control which sees the command as the exercise of authority and control as feedback about the effects of action taken.
[SPEAKER_01]: So they're using the term, they're almost replacing the word control with the word feedback.
[SPEAKER_01]: So the commander commands by deciding what needs to be done and by directing or influencing the conduct of others.
[SPEAKER_01]: Control takes the form of feedback, the continuous flow of information about the unfolding situation that returns to the commander, which allows the commander to adjust and modify command action as needed.
[SPEAKER_01]: So the commander's gonna put out the word and then he's gonna keep his ears open for feedback and then he's gonna adjust his word
[SPEAKER_01]: adjust and modify command.
[SPEAKER_01]: Feedback indicates the difference between the goals and the situation as it exists.
[SPEAKER_01]: Feedback may come from any direction and in any form.
[SPEAKER_01]: Intelligence about how the enemy is reacting information about the status of subordinate or adjacent units or revised guidance from above based on developments.
[SPEAKER_01]: One thing they don't listen here, which they should.
[SPEAKER_01]: Feedback is also just what your boys are telling you what's going on.
[SPEAKER_01]: That's what, that's what I'm looking for.
[SPEAKER_01]: Like sure, we're going to get into what do they say?
[SPEAKER_01]: They say intelligence, they say information about status.
[SPEAKER_01]: And I guess technically all those things would be coming from your subordinate.
[SPEAKER_01]: So I guess we're good.
[SPEAKER_01]: I want to write the Marine Corps to get this thing changed.
[SPEAKER_01]: Feedback is the mechanism that allows commanders to adapt to changing circumstances, to exploit fleeting opportunities.
[SPEAKER_01]: respond to developing problems, modify schemes, or redirect efforts.
[SPEAKER_01]: So yes, I spoke to you soon.
[SPEAKER_01]: All this stuff is what your subordinate is telling you.
[SPEAKER_01]: In this way, feedback controls subsequent command action.
[SPEAKER_01]: So we could be saying command and feedback because the control is the feedback.
[SPEAKER_01]: In such a command and control system control is not strictly something that seniors impose on subordinates rather the entire system comes under control based on feedback about the changing situation.
[SPEAKER_01]: So if you're in a leadership position you better have open ears and an open mind to listen to that feedback that you're getting because that's the true control.
[SPEAKER_01]: Command and Control is thus an interactive process involving all the parts of the system and working in all directions.
[SPEAKER_01]: The result is a mutually supporting system of give and take in which complementary commanding and controlling forces interact to ensure that the force as a whole can adapt continuously to changing requirements.
[SPEAKER_01]: So this really upends the traditional idea.
[SPEAKER_01]: And they have a graph in here that shows like the bad version.
[SPEAKER_01]: They call it the typical view of command and control.
[SPEAKER_01]: And it's just the commander at the top.
[SPEAKER_01]: And just word is going down.
[SPEAKER_01]: Both the command and control are both going down.
[SPEAKER_01]: And in the proper one, they show the commander at the top.
[SPEAKER_01]: And they show command going down.
[SPEAKER_01]: But then they say the control going back up.
[SPEAKER_01]: And this is what we should be looking for.
[SPEAKER_01]: This is how you really establish control by listening, listening to feedback.
[SPEAKER_01]: It says here, what does it mean to be in control?
[SPEAKER_01]: The typical understanding of effective command and control is that someone is, that is, someone is in command should also be in control.
[SPEAKER_01]: Typically, we think of a strong coercive type of command control as sort of push button control, by which those in control dictate the actions of others and those under control, respond promptly and precisely as a chess player controls the movements of the chess pieces.
[SPEAKER_01]: because those chess pieces do exactly what you tell them to do.
[SPEAKER_01]: You move them from G4 to H9.
[SPEAKER_01]: I'm going on a little limb there.
[SPEAKER_01]: I don't even know if it goes to H. But given the nature of war, can commanders control their forces with anything even resembling the omnipotence of a chess player?
[SPEAKER_01]: We might say that a gunner is in control of a weapon system or they pilot is in control of an aircraft, but is a flight leader really directly in control of how the other pilots fly their aircraft?
[SPEAKER_01]: Is a senior commander really in control of the squads of Marines actually engaging the enemy, especially on a modern battlefield on which units and individuals will often be widely dispersed even to the point of isolation?
[SPEAKER_01]: Those are some rhetorical questions.
[SPEAKER_01]: Clearly not.
[SPEAKER_01]: Yeah, you control your aircraft, but you don't control the other pilot and the other aircraft.
[SPEAKER_01]: Yeah, you control your machine gun.
[SPEAKER_01]: But if you're a leader, you can't control exactly what the machine gun is going to do.
[SPEAKER_01]: You might think you can, but you can't.
[SPEAKER_01]: And you probably can for six seconds in a gun fight.
[SPEAKER_01]: But that's not going to last.
[SPEAKER_01]: And eventually that guy is going to have to think and
[SPEAKER_01]: We are also fond of saying that commanders should be in control of the situation or that the situation is under control.
[SPEAKER_01]: The worst thing that can happen to a commander's lose control of the situation.
[SPEAKER_01]: But are the terrain and weather under the commander's control?
[SPEAKER_01]: Are commanders even remotely in control of what the enemy does?
[SPEAKER_01]: Good commanders may sometimes anticipate the enemy's actions and may even influence the enemy's actions by seizing the initiative and forcing the enemy to react.
[SPEAKER_01]: But it is a delusion to believe that we can truly be in control of the enemy or the situation.
[SPEAKER_01]: And this is a very important thing to remember.
[SPEAKER_01]: It's a very important thing to remember because so much of life is not in your control.
[SPEAKER_01]: And look, there is a lot of life we can't control.
[SPEAKER_01]: There's a lot of things we can take ownership of, but there are certainly things that we cannot take ownership of.
[SPEAKER_01]: There are certainly things that we cannot control.
[SPEAKER_01]: And how do you feel about that?
[SPEAKER_01]: And what does it do to you?
[SPEAKER_01]: What does do to your personality?
[SPEAKER_01]: What does it do to your ego?
[SPEAKER_01]: What does it do to your emotions?
[SPEAKER_01]: can be very problematic.
[SPEAKER_01]: It can disrupt people's whole pattern of thought when they lose control of something.
[SPEAKER_01]: Go completely sideways.
[SPEAKER_01]: This is why, you know, the kind of the stereotypical military leader that has everything highly disciplined and organized and people are going to do what I say and fly off the handle when things aren't going my way.
[SPEAKER_01]: Those people
[SPEAKER_01]: Generally speaking, they're not going to combat.
[SPEAKER_01]: It's combat is too crazy for them.
[SPEAKER_01]: They can't handle it.
[SPEAKER_01]: Like, I'm not saying you should be, you know, when you walk into someone's office and everything is like perfectly set up.
[SPEAKER_01]: and there's nothing out of place, right?
[SPEAKER_01]: It's kind of like, you ever go into someone's house and the term is, it doesn't look like it's lived in, right?
[SPEAKER_01]: Hey, it doesn't even look like someone lives here.
[SPEAKER_01]: Or a gym, like you go to a gym, it doesn't look like anyone uses the gym.
[SPEAKER_01]: Like if there's not some chalk on the floor, I'm suspect.
[SPEAKER_01]: But, and again, this is, of course, there's examples of people that are very neat.
[SPEAKER_01]: But if you have someone that's obsessively neat in all of a sudden, things are not neat, combat is not neat, business is not neat.
[SPEAKER_01]: And if that disrupts your chain of thought, it can be very problematic, so we have to be careful.
[SPEAKER_01]: Continuing on.
[SPEAKER_01]: The truth is that given the nature of war, it is a delusion to think that we control with any sort of servitude or precision.
[SPEAKER_01]: And the further removed commanders are from the Marines, actually engaging the enemy, the less direct control they have over their actions.
[SPEAKER_01]: We must keep in mind that war is at base, a human endeavor.
[SPEAKER_01]: in war, unlike chess, pieces consist of human beings, all reacting to the situation as it pertains to each one separately, each trying to survive each prone to making mistakes, and each subject to the vagaries of human nature.
[SPEAKER_01]: We could not get people to act like mindless robots even if we wanted to, and by the way, we shouldn't want to.
[SPEAKER_01]: We shouldn't want to, because
[SPEAKER_01]: cannot think.
[SPEAKER_01]: This is funny with AI right now.
[SPEAKER_01]: How many prompts does it take to get the damn thing to do what you actually wanted it to do?
[SPEAKER_01]: I got into an argument with which one is on Microsoft, which one is on Microsoft?
[SPEAKER_01]: Copilot.
[SPEAKER_01]: So I had been sent something, a document,
[SPEAKER_01]: And I wanted to put the document, it was an PDF, I put the document into Word, and I haven't really used the AI yet.
[SPEAKER_01]: And I just, when I copied the text from the PDF, I put it into this Word document.
[SPEAKER_01]: And it was all kind of jumbled up, you know, the font and the, it was a, it was a bulleted list, so it was all and I said, I'll try this co-pilot thing.
[SPEAKER_01]: And I said, hey, you know, make this into a bulleted list and then everything had a bulleted.
[SPEAKER_01]: And I said, well, make it into a bulleted list and the things that are bigger make them, you know, the title, boom, and then there was a blue shading.
[SPEAKER_01]: on all the subheadings and I said remove the blue shading from the subheadings and it fought and then it said there I moved it and I said no you didn't and it said I'll do it again.
[SPEAKER_01]: I said do it and it tried to and it couldn't do it and it couldn't do it and it couldn't do it.
[SPEAKER_01]: Any six year old human would have understood what I was talking about and would have made a good decision, but the AI was let me down.
[SPEAKER_01]: I finally had to just go in and change it myself manually.
[SPEAKER_01]: It thought it was doing it.
[SPEAKER_01]: So, if I tell carry, if I tell corporal carry to take his fire team and go take out that machine gun nest, charge up that hill and take out the machine gun nest, and as soon as you put your heads up from the foxhole, you guys are under withering enemy fire.
[SPEAKER_01]: I don't want you to continue.
[SPEAKER_01]: I want you to come up with a different plan.
[SPEAKER_01]: I don't want you to just stand up and in whatever eight seconds you're all dead.
[SPEAKER_01]: I want you to go, oh, too much fire.
[SPEAKER_01]: We need to do something else.
[SPEAKER_01]: We need to set some, let's get some close air support on them.
[SPEAKER_01]: Let's put down some covering fire.
[SPEAKER_01]: Let's maneuver around to the flank with, but I want you to think.
[SPEAKER_01]: So we don't want people to act like mindless robots.
[SPEAKER_01]: We're not good enough at giving them the correct prompt to make things happen.
[SPEAKER_01]: I mean we can't even, I couldn't even do it with my damn word processor, you know what I'm saying?
[SPEAKER_01]: And now you want me to do this on the battlefield?
[SPEAKER_01]: Can you imagine the kind of stupid shit that would be going out on the battlefield?
[SPEAKER_01]: If you're trying it, they were just following the exact orders that you had, no, it doesn't work.
[SPEAKER_01]: Things are too dynamic.
[SPEAKER_01]: So you've got to be careful with that kind of thing.
[SPEAKER_01]: And then to close out this little section and this topic for the day, it says given the nature of war, the remarkable thing is not that commanders cannot be thoroughly in control, but rather that they can achieve much influence at all.
[SPEAKER_01]: We should accept that the proper object of command and control is not to be thoroughly and precise in control.
[SPEAKER_01]: This is such a good lesson to learn.
[SPEAKER_01]: I'll say it again.
[SPEAKER_01]: We should accept that the proper object of command and control is not to be thoroughly and precisely in control.
[SPEAKER_01]: the turbulence of modern war suggests we need a looser form of influence.
[SPEAKER_01]: Something more akin to the willing cooperation of a basketball team than to the omnipotent direction of the chess player.
[SPEAKER_01]: And this is something I have a Getsu comparison to this.
[SPEAKER_01]: We have a guy with Yusetrain with who's a big and strong and really good at Getsu.
[SPEAKER_01]: And if I got top position on him, and he could basically just roll, he would just basically be able to roll me over.
[SPEAKER_01]: He would just grab a hold of something.
[SPEAKER_01]: And when he turned, I would just go with him.
[SPEAKER_01]: He was just too big and strong.
[SPEAKER_01]: And what I realized is when he wanted to move, instead of me stopping him from moving, I needed to let him move, let him move.
[SPEAKER_01]: Because if he turns to his stomach, if I hang onto him and he turns to his stomach, I'm now on the bottom.
[SPEAKER_01]: He could move me when I held onto him.
[SPEAKER_01]: So what you have to do is you have to let him go a little bit.
[SPEAKER_01]: And then he turns to a stomach, turn to a side.
[SPEAKER_01]: I'm still on top.
[SPEAKER_01]: I'm still on the dominant position.
[SPEAKER_01]: And this is very similar with leadership.
[SPEAKER_01]: If you try and hang on too tight, you're gonna end up in a bad scenario.
[SPEAKER_01]: You're gonna end up losing control of what you are trying to control.
[SPEAKER_01]: By the way, because in leadership, if I'm hanging on that tight to one thing, there's a bunch of other things that are happening
[SPEAKER_01]: So, that's why we have to do something more akin to the willing copper cooperation of a basketball team than to the omnipotent direction of the chess player.
[SPEAKER_01]: That provides the necessary guidance in uncertain, disorderly, disorderly, time-competitive environment without stifling the initiatives of subordinates.
[SPEAKER_01]: That's what we're trying to do.
[SPEAKER_01]: Gotta give people a room.
[SPEAKER_01]: Hey, is there a risk when you're doing this?
[SPEAKER_01]: Yeah, there's absolutely a risk.
[SPEAKER_01]: There's absolutely a risk when you're doing this kind of thing.
[SPEAKER_01]: But, is the risk outweigh the reward?
[SPEAKER_01]: No, the rewards are way superior, way superior.
[SPEAKER_01]: Yeah, and you're gonna, the ball's gonna get dropped sometime.
[SPEAKER_01]: Things are gonna go sideways from time to time.
[SPEAKER_01]: And by the way, if things start going sideways too much in one particular avenue, getting you're going to have to get into that avenue a little bit, it's no big deal.
[SPEAKER_01]: But this just like war isn't something that you can't completely control life as the exact same way.
[SPEAKER_01]: There's just so many variables, so many things that are impossible to predict.
[SPEAKER_01]: And that being said, there is one thing that you can't control.
[SPEAKER_01]: what you do, how you behave, how you respond when things go wrong or how you respond when things go right.
[SPEAKER_01]: But if you try and hang on to every detail and you try and hang on in
[SPEAKER_01]: You know, Fab, it gives you a little bit of comfort.
[SPEAKER_01]: A little bit of comfort in micromancer.
[SPEAKER_01]: We ever had the comfort of micromanagement.
[SPEAKER_01]: You ever felt that?
[SPEAKER_00]: Oh, yeah.
[SPEAKER_00]: You believe like, there's got it.
[SPEAKER_00]: There's a pole to it.
[SPEAKER_00]: In fact, you know, where you kind of feel like, oh, you know, my feedback is necessary and critical here and valued and, you know, it's a trap.
[SPEAKER_01]: Oh, it's a big trap.
[SPEAKER_01]: The one of the toughest traps about it is that it's successful at first.
[SPEAKER_01]: You know, it's like it's a win because the things went the way I wanted it to go and you get sucked into that trap where, okay, I guess what, I'm the my direct involvement is the reason for success.
[SPEAKER_01]: And then you got to figure out, okay, how many things can you be directly involved with?
[SPEAKER_01]: And you know, there's a, there's a point that I make talking about this at the last master.
[SPEAKER_01]: You know, the, a fire team is four or five guys, right?
[SPEAKER_01]: You can directly control four or five guys.
[SPEAKER_01]: There's a reason that a fire team is four or five guys because it takes me very little leadership To control four or five guys because you as a machine gunner if I'm your fire team leader I can literally grab you and put you where I need you and if the grenadier is next to you and the right from it I can I can physically directly Put you guys where I need you to be
[SPEAKER_01]: As soon as I'm in as soon as I'm a squad leader, bro, there's a couple guys that are out of my reach and they're out of my voice But I could barely yell if it's squad you can kind of talk to a squad you can kind of gun fight not so much But you might be able to catch the attention of the guys you can kind of want you to get to a platoon your your Ability to directly control things
[SPEAKER_01]: it approaches zero very quickly.
[SPEAKER_01]: The difference between fire team and Paltoon, you approach zero direct control.
[SPEAKER_01]: Because you can only, if you're a Paltoon leader, you can only get to three or four guys.
[SPEAKER_01]: You can't get so what you have to use what you have to use is leadership.
[SPEAKER_01]: That's what you have to, you have to lead through leadership.
[SPEAKER_01]: You can't lead through direct control.
[SPEAKER_01]: And so when you're a young and you're in charge of a fire team, what you learn is direct control.
[SPEAKER_01]: that's not the right lesson.
[SPEAKER_01]: You get good that you're learning the tactics.
[SPEAKER_01]: Like, okay, I put my machine gunner here, I put my rifleman here.
[SPEAKER_01]: Like, it's good that you're learning where to place people.
[SPEAKER_01]: But you're not learning how to leave yet.
[SPEAKER_01]: You're not learning, you're learning the fundamental basic of leadership, which is barely even leadership.
[SPEAKER_01]: You're more just a, you're more a director.
[SPEAKER_01]: And then now a good fire team leader, he's going to have to do a lot less good fire team leader.
[SPEAKER_01]: He says, hey, we're going north and the fire team gets in position.
[SPEAKER_01]: Pretty good positions are like 80% right.
[SPEAKER_01]: Maybe just this guy's field to fire a little bit, but we're good.
[SPEAKER_01]: You got a pull tune.
[SPEAKER_01]: I can't do that anymore.
[SPEAKER_01]: You have to use true leadership.
[SPEAKER_01]: So if you continue to try and lead by positioning each person in a
[SPEAKER_01]: Not only are you not going to be capable of doing it, but since you haven't allowed your troops to grow, they're not thinking for themselves.
[SPEAKER_01]: And so when you tell, when you got a robot that only responds to what you tell to do and then you don't tell to do anything because there's nine, there's 20 other people that you're trying to direct, they're not doing anything, not going anywhere.
[SPEAKER_00]: It's a failure or the other side of the coin once you get those reps in of micromanaging and that person expects you to micromanage them.
[SPEAKER_00]: Now, when something does go wrong, that person's coming to you and now they need you to approve or give direction or whatever and that's, and then you multiply that by four or five guys and the or by 12, you know, now you, you have cursed yourself with being inundated with questions and hey, I need your feedback or I need you and now that's your job.
[SPEAKER_01]: I told many task unit commanders, you know, coming back from just a big disaster out training in land warfare or urban combat training scenarios, come back and say, you know, total chaos, total confusion.
[SPEAKER_01]: And it's all the direct result of micromanagement, like they, they would have their
[SPEAKER_01]: to where they only respond to being told what to do, and it would just fall apart through the everything that we've just said.
[SPEAKER_01]: But I would tell these guys like, imagine if all of your fire team leaders were doing something smart, and we're heading in the direction that you wanted them to head.
[SPEAKER_01]: Just imagine that, just imagine that all your fire team leaders were doing something smart
[SPEAKER_01]: Because right now, you're telling them, hold that door.
[SPEAKER_01]: Hey, you guys punch across the street.
[SPEAKER_01]: They'll do that.
[SPEAKER_01]: That one fire team's gonna hold the door.
[SPEAKER_01]: The other fire team's gonna punch across the street.
[SPEAKER_01]: But now, what's the other six fire teams doing?
[SPEAKER_01]: What are they doing?
[SPEAKER_01]: They're not doing anything.
[SPEAKER_01]: They're waiting for you to tell them what to do.
[SPEAKER_01]: If you were to say, hey, we need to secure that building on the corner.
[SPEAKER_01]: and then all of your fire teams start to do something smart that's moving in that direction and they'll coordinate with each other
[SPEAKER_01]: They'll figure out that they need a coordinate.
[SPEAKER_01]: We said, hey, you cut, we're out.
[SPEAKER_01]: Oh, I got this.
[SPEAKER_01]: Hey, you punch out over here.
[SPEAKER_01]: Okay, and they will start to do things and guess what, your job will be nothing.
[SPEAKER_01]: Other than the overall strategic call of, hey, we're gonna go and secure that building on the corner.
[SPEAKER_01]: Strong point that building, okay?
[SPEAKER_01]: Cool, you didn't need him.
[SPEAKER_01]: I'm a fire team leader, bro.
[SPEAKER_01]: You tell me, just strong point of building, I'm good to go.
[SPEAKER_01]: I don't need you to tell me a damn thing.
[SPEAKER_01]: Nothing, don't tell me anything, I got it.
[SPEAKER_01]: And by the way, if my other fire teams
[SPEAKER_01]: Understanding what's going on or don't want to do.
[SPEAKER_01]: I'll handle them, too.
[SPEAKER_01]: And there's always a couple nugs like that ready to get it on.
[SPEAKER_01]: You know what I'm saying?
[SPEAKER_01]: It's so bad ass.
[SPEAKER_01]: You just, you know, you need to be.
[SPEAKER_01]: Now listen to people sometimes need to be told what to do.
[SPEAKER_01]: Yeah, and that's when you flex down.
[SPEAKER_01]: You get some confusion going on and you occasionally got a flex down and say, hey, we're holding this building.
[SPEAKER_01]: I need to two fire teams across the street.
[SPEAKER_01]: Now, do you need to do that sometimes?
[SPEAKER_01]: Yes, absolutely.
[SPEAKER_01]: It happens in business, things will be going sideways.
[SPEAKER_01]: Oh, I gotta get in there.
[SPEAKER_01]: I gotta make a decision here.
[SPEAKER_01]: That's what I need to do right now.
[SPEAKER_01]: I need to give guidance.
[SPEAKER_01]: The teen, the fire team leader, he's not looking, he's not seeing everything that you're seeing.
[SPEAKER_01]: He's not seeing the enemy troops to the north.
[SPEAKER_01]: He's not seeing the coalition troops to the south that are heading our way.
[SPEAKER_01]: They're gonna be able to handle the situation for us or support us.
[SPEAKER_01]: They can't see that.
[SPEAKER_01]: They're just going, dude, we're getting overwhelmed right now.
[SPEAKER_01]: Yeah, hey, don't worry.
[SPEAKER_01]: We're gonna strong point this building.
[SPEAKER_01]: We got coalition forces inbound.
[SPEAKER_01]: We got a QRF inbound.
[SPEAKER_01]: Oh, okay, cool.
[SPEAKER_01]: Until you tell him that he doesn't know he's worried about the freaking get his pig back up You know get that fucking gun up.
[SPEAKER_01]: You know that's what he's thinking about God bless him and he's thinking about where am I going next?
[SPEAKER_01]: He'll make a decision if you don't tell him But when you see the bigger picture which you should cool then you're giving that broad overall guidance of what where we're trying to go He's gonna get you there And occasion you gotta get down in there, but most of the time given that direction of what you're doing They'll make it happen
[SPEAKER_01]: But if you try and micromanage, you, you, you'll fail.
[SPEAKER_01]: So in order to truly maintain command and control, you have to influence what you can, you have to give broad guidance, you have to train people so that they will actively try and do some smart shit that is in support of what we're doing,
[SPEAKER_01]: wants to do that.
[SPEAKER_01]: Like your team leader at your insurance company or your construction company.
[SPEAKER_01]: You're those team leaders want they want to be doing something smart.
[SPEAKER_01]: They don't want to waste time.
[SPEAKER_01]: They don't want to be efficient.
[SPEAKER_01]: They want to do a good job.
[SPEAKER_01]: So when you show up to work and they haven't moved, it's not their fault.
[SPEAKER_01]: It's your fault that you haven't given them the direction that they needed.
[SPEAKER_01]: That's what's that's what's happening.
[SPEAKER_01]: you have not given them the direction that they needed and therefore or you've trained them to be responsive to what you tell them and some people that's a think that's a dream come true it's not a dream come true it's not a dream come true to have robots working for you i'm sorry Elon Musk i'm sorry uh uh these AI companies
[SPEAKER_01]: You don't want that.
[SPEAKER_01]: Hey, look, are there menial tasks they can do sure?
[SPEAKER_01]: Can the robot wash my dishes?
[SPEAKER_01]: Cool.
[SPEAKER_01]: What's the worst case scenario who washes my dishes and breaks one?
[SPEAKER_01]: We're all going to live.
[SPEAKER_01]: But if there's a fire in your house, do you want the robot going in there to try and figure some shit out that they haven't been programmed for?
[SPEAKER_01]: this is tricky one.
[SPEAKER_01]: I'll take that firefighter all day.
[SPEAKER_01]: That's going to figure out how to make this make this work.
[SPEAKER_01]: It's going to pick up on things that the no robots can understand.
[SPEAKER_01]: So, to maintain command and control, the first of all, you have to control yourself.
[SPEAKER_01]: Control your ego, pull your ego doesn't, boy your ego wants to be in control of everything.
[SPEAKER_01]: It's actually disturbing.
[SPEAKER_01]: It's actually disturbing how much your ego really wants, just impose your will on people.
[SPEAKER_01]: Don't let that happen.
[SPEAKER_01]: So you control yourself and free your people.
[SPEAKER_01]: That's what we're doing.
[SPEAKER_01]: Check, alright.
[SPEAKER_01]: One thing that we can definitely take command and control over is our physical activity and that's what we're doing.
[SPEAKER_01]: That means we're getting after it.
[SPEAKER_01]: We're running.
[SPEAKER_01]: We're lifting.
[SPEAKER_01]: We're boxing.
[SPEAKER_01]: Wrestling.
[SPEAKER_01]: Jiu Jitsu.
[SPEAKER_01]: Guitar is guitar.
[SPEAKER_01]: Fizz Galactivity.
[SPEAKER_01]: Are you still playing guitar?
[SPEAKER_01]: No.
[SPEAKER_00]: Well, how far deep did you get GCD?
[SPEAKER_00]: Yeah GCD.
[SPEAKER_00]: Okay.
[SPEAKER_00]: I'm good to go.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: I got some minors in there too.
[SPEAKER_00]: Okay, but I haven't haven't been given it the attention.
[SPEAKER_00]: It deserves man.
[SPEAKER_01]: Well, you know, you're acting all like you're disappointed the world.
[SPEAKER_01]: I've
[SPEAKER_01]: I've been on that program for since I was 14.
[SPEAKER_01]: I'm still there, Homer.
[SPEAKER_00]: Still there.
[SPEAKER_00]: I did write like a three-note song that I'm pretty proud of.
[SPEAKER_01]: Okay, check what's the name of the song.
[SPEAKER_00]: I wrote the music.
[SPEAKER_00]: I'll say I've been given it like lyrics or name or anything.
[SPEAKER_01]: What's the tone, what's the scenario?
[SPEAKER_01]: Is it a sweet song for your lady or what?
[SPEAKER_00]: She's about it.
[SPEAKER_00]: I can tell you that it's down, down, down, up, up, up, down, down, down.
[SPEAKER_00]: That's like the strumming pattern, I guess.
[SPEAKER_00]: But it's, yeah, it's D to E to E to E to E.
[SPEAKER_01]: G possibly have you ever seen the things where they break down like how many Songs are just the same GC.
[SPEAKER_00]: Oh, yeah, it's just that's what that's what it is cowboy chords.
[SPEAKER_01]: Yeah.
[SPEAKER_01]: Oh, no shame in that my brother.
[SPEAKER_01]: Yeah, I'm no shame with all but
[SPEAKER_01]: There's a physical activity kind of, you know?
[SPEAKER_01]: It's good for your coordination.
[SPEAKER_01]: So let's throw it on the plus throw it in the mix.
[SPEAKER_01]: We should probably get a little more guitar on at all of us.
[SPEAKER_01]: But regardless of what you're doing physically and mentally, you're going to need some fuel.
[SPEAKER_01]: Wait, we strongly recommend.
[SPEAKER_01]: Jacques O'Fuel.
[SPEAKER_01]: We got everything that you need.
[SPEAKER_01]: I am one go deep right now.
[SPEAKER_01]: One go and it feels really good.
[SPEAKER_01]: I'm also one hydrate deep because I got after this morning and we got protein, we've got muscle drive, we've got everything that you need technically speaking.
[SPEAKER_00]: Yeah, and the flavors are just on a different level now, like the across the board and go protein shakes especially, the raspberry gelato that's out right now, the fruity cereal flavor that you can't afford.
[SPEAKER_01]: The raspberry gelato is kind of a hitter.
[SPEAKER_00]: Oh, dude, summer?
[SPEAKER_00]: Yeah, I'm going to say it refreshing, like it just is, it feels good after.
[SPEAKER_01]: And then there's the nostalgic glory of fruity cereal.
[SPEAKER_01]: The fruity cereal protein check with no downside whatsoever, in it crazy to do something that has no downside.
[SPEAKER_01]: There's no downside.
[SPEAKER_00]: There's literally a one-word question when people try the fruity cereal, and we tell them the macros, it's how, how, and I always say science, because that's why it's.
[SPEAKER_01]: So that's what we have.
[SPEAKER_01]: We have the best products with no downside so that you can be mentally physically and spiritually straight up in the game.
[SPEAKER_01]: That's what we're doing.
[SPEAKER_01]: Check out jockelfield.com or just go to your store, go to your grocery store, go to your convenience store, go to your vitamin store, we're kind of to kind of taken over.
[SPEAKER_01]: We're on 50,000 stores right now.
[SPEAKER_01]: If you don't, if you don't see it, ask for it and they will reach out to us and we'll make it happen.
[SPEAKER_01]: So jockelfield.com or wherever you shop, we got you.
[SPEAKER_01]: Also origin USA, we make American made American made clothing and gear.
[SPEAKER_01]: So jeans boots, hoodies, t-shirts, jiu-jitsu gear, jiu-jitsu geese, I just gave Rana her
[SPEAKER_01]: You know, you're going to give your American daughter a brown belt.
[SPEAKER_01]: It's got to be an orange and one, right?
[SPEAKER_01]: Just think of that.
[SPEAKER_01]: It's glorious.
[SPEAKER_01]: American-made belts, American-made rash guards, American-made shorts.
[SPEAKER_01]: We can't everything.
[SPEAKER_01]: And it's all 100% American-made.
[SPEAKER_01]: This is, and look, I'll tell you right now, I'm happy to see that American-Americans are
[SPEAKER_01]: We're seeing people investing in building in America.
[SPEAKER_01]: Thankfully, it's great to see, but we've been doing this the whole time.
[SPEAKER_01]: We've been investing in America since day one.
[SPEAKER_01]: We didn't take the blood money, the slave money, the environmental disaster money.
[SPEAKER_01]: We didn't take that money.
[SPEAKER_01]: We did it the right way from day one.
[SPEAKER_01]: We led the charge on American manufacturing, restoring American manufacturing, bringing back these communities that were broken by corporate sellouts.
[SPEAKER_01]: We did not play that game.
[SPEAKER_01]: We kept it American.
[SPEAKER_01]: We kept it real, built by freedom here.
[SPEAKER_01]: So support America, support our economy, support our workers, support origin USA.com, go get some.
[SPEAKER_00]: We've also got JoccoStore.com.
[SPEAKER_00]: If you've ever thought to yourself, man, I would really like a shirt that says good.
[SPEAKER_00]: or discipline equals freedom that I can just rep when I'm going through my day.
[SPEAKER_00]: That's where you can find them.
[SPEAKER_00]: Got all kinds of gear on jocostort.com.
[SPEAKER_01]: Is it true that there's a certain percentage of personal discipline that increases when you are representing?
[SPEAKER_01]: Yes.
[SPEAKER_01]: I mean, if you get caught eating a doughnut wearing a deaf core t-shirt, is that like, and that's a real consideration.
[SPEAKER_00]: That's what I'm saying.
[SPEAKER_00]: You know you can't go to a percentage.
[SPEAKER_00]: You're not stopping by crispy cream and a sugar-coated lie shirt.
[SPEAKER_00]: You're just not doing it.
[SPEAKER_00]: Yeah.
[SPEAKER_01]: There's a legitimate increase in personal discipline, standard deviation, increase for sure.
[SPEAKER_00]: You're going to be, you're going to be just you have to be.
[SPEAKER_00]: Yeah.
[SPEAKER_00]: You have to be 100%.
[SPEAKER_01]: It's a little bit of that, uh, you know, you're in that talk about like the talk about your identity.
[SPEAKER_01]: Like what do you identify?
[SPEAKER_01]: Yes.
[SPEAKER_00]: How do you identify and then your identity does not allow right this like it's contrary to the identity.
[SPEAKER_00]: Yeah.
[SPEAKER_01]: Yeah.
[SPEAKER_01]: There's a big transition that kids make.
[SPEAKER_01]: when in their life, when they go from my parents, told me to do this or my parents told me not to do this, to I don't do this, right?
[SPEAKER_01]: So when you're a kid, like when I was a kid and I didn't drink and I didn't do drugs.
[SPEAKER_01]: And it wasn't really, for me it wasn't really because my parents, it was because it was, because the hard course, yeah.
[SPEAKER_01]: That's what we're doing.
[SPEAKER_01]: And but there was a big difference between a kid that would say, well, I don't want to get in trouble.
[SPEAKER_01]: Hey, well, you hate you want to be or no, I don't want to get in trouble or my parents are going to come home or whatever.
[SPEAKER_01]: There's a big difference between that kid who is is is obeying someone else and me and my friends that were like, no, I don't drink.
[SPEAKER_01]: This is me.
[SPEAKER_01]: You see what I'm saying?
[SPEAKER_01]: There was a huge difference.
[SPEAKER_01]: So I didn't that was a part of my identity was like, Oh, that's not my thing.
[SPEAKER_01]: You know what I do?
[SPEAKER_01]: I work out.
[SPEAKER_01]: I try and be strong.
[SPEAKER_01]: I try and be mentally clear.
[SPEAKER_01]: That's what I'm doing.
[SPEAKER_01]: So, when you represent, it's a real thing.
[SPEAKER_01]: I don't tell you, like, you know, when I got this heel teams, unfortunately, the big, I want to be a good seal.
[SPEAKER_01]: That what my identity changed, unfortunately, of, oh, we're drinking, cool, I've been let's go.
[SPEAKER_01]: And I kind of adopted that weakness.
[SPEAKER_01]: But,
[SPEAKER_01]: overall if you consider who you are and who you want to be and you make that a thing then all of a sudden it's a lot harder to waver becomes a lot harder to waver because you don't want it's not you so I recommend
[SPEAKER_00]: represent and hey if if you got a kid that's on the path and and wants to represent to we've got discipline equals freedom shirts for kids we've got warrior kids shirts for kids let's build that identity yeah get some build that identity for your kids help them build that identity huge
[SPEAKER_01]: It's huge.
[SPEAKER_01]: Now listen, it's also challenging when you're an adult because when you're a parent, because your children have to rebel against you.
[SPEAKER_01]: They have to.
[SPEAKER_01]: They have to rebel against you because they have to leave the house.
[SPEAKER_01]: They have to leave the nest.
[SPEAKER_01]: And psychologically, if they are always obeying you and following you, psychologically, they can't ever leave.
[SPEAKER_01]: You don't want to be like that.
[SPEAKER_01]: So there's going to be some former rebellion.
[SPEAKER_01]: That's why the things that you want to teach them, a lot of times it's easier to have someone else to teach them those things.
[SPEAKER_01]: And even in the warrior kid books, that's one of the reasons why it's Uncle Jake and not dad.
[SPEAKER_01]: Cause kids don't listen to dad.
[SPEAKER_01]: They have to rebel against him a little bit.
[SPEAKER_01]: They have to.
[SPEAKER_01]: They have to rebel against mom a little bit.
[SPEAKER_01]: That's why you get those fractions of teenage fractions.
[SPEAKER_01]: But you can't help them build the correct identity by giving them the right information.
[SPEAKER_01]: Because the word brainwashing, bad connotation, right?
[SPEAKER_01]: We don't want to brainwash people because we want them to think for themselves.
[SPEAKER_01]: But I regret to inform you, they're getting brainwashed.
[SPEAKER_01]: They're getting brainwashed.
[SPEAKER_01]: We are getting brainwashed.
[SPEAKER_01]: Because when you're allowing inputs into your brain, it's having an impact.
[SPEAKER_01]: So what are you going to allow into their brain?
[SPEAKER_01]: There's some stuff you're not going to have to control over.
[SPEAKER_01]: I mean, you can't lock them in a room and only have them listen to discipline equals freedom, field manual for the rest of their life.
[SPEAKER_01]: That'd be problematic.
[SPEAKER_01]: There's going to be other influences, but what is going to be strongest ones?
[SPEAKER_01]: So get those kids a warrior kid books.
[SPEAKER_01]: By the way, way the warrior kid.
[SPEAKER_00]: Also check out that shirt locker.
[SPEAKER_00]: New shirt every month.
[SPEAKER_00]: Deaf core.
[SPEAKER_00]: Cool designs.
[SPEAKER_00]: Creative designs a little more out of the box.
[SPEAKER_00]: A lot of good feedback.
[SPEAKER_01]: I just went on that whole that whole freaking tantrum.
[SPEAKER_01]: And you just, you had to bring it back to the shirt locker.
[SPEAKER_01]: That goes, you're like, I can't drop the ball with this.
[SPEAKER_01]: By the way, shirt locker.
[SPEAKER_01]: Jockel's over here trying to help save children from weakness, but we ain't echo over here.
[SPEAKER_01]: We got this Replacement guy.
[SPEAKER_01]: He's got the screw subscription scenario.
[SPEAKER_01]: All right cool.
[SPEAKER_01]: Hey, by the way, sure locker check that out, too Sometimes you got a no bro.
[SPEAKER_01]: Hey, if the vibe ain't there he's got heat
[SPEAKER_01]: I don't know if Texas, I don't know if Ecos got a text you up like yo, you didn't mention the subscription scenario He's gonna hammer you for that, but no now he's gonna be like, hey, thanks for getting it done Come on, yeah, I'm sure that's gonna have a big pack
[SPEAKER_01]: So there you go.
[SPEAKER_01]: Yeah, subscription scenario.
[SPEAKER_01]: Jogos to over the shirt locker.
[SPEAKER_01]: Also got a bunch of books.
[SPEAKER_01]: I wrote a bunch of books about for adults as well.
[SPEAKER_01]: Discipline goes for you and feel many all by the way.
[SPEAKER_01]: Haven't mentioned that one in a bit.
[SPEAKER_01]: Extreme ownership that got to be leadership leadership strategy and tactics.
[SPEAKER_01]: And then we got Dave Burke.
[SPEAKER_01]: He wrote the need to lead.
[SPEAKER_01]: We got put your legs on by Rob Jones.
[SPEAKER_01]: If you need to take, go to Coloradocraftbeef.com and get some steak.
[SPEAKER_01]: Check out Ashlam front.
[SPEAKER_01]: We have the monster coming up July 8 through the 10th, 2026.
[SPEAKER_01]: July 8th, 10th, 226 here in San Diego, California.
[SPEAKER_01]: It's in the summertime.
[SPEAKER_01]: It's after the fourth of July.
[SPEAKER_01]: If you want to, this is an opportunity for you to bring your fan out.
[SPEAKER_01]: Check out SD.
[SPEAKER_01]: Check out C World.
[SPEAKER_01]: Check out the wild animal park.
[SPEAKER_01]: Check out the San Diego Zoo.
[SPEAKER_01]: Check out the USS Midway.
[SPEAKER_01]: Check out the Navy Seal Museum.
[SPEAKER_01]: the UDT seal museum in downtown San Diego, which is epic.
[SPEAKER_01]: All these opportunities bring your fam out to San Diego.
[SPEAKER_01]: That's one of the reasons why we did a little summer master.
[SPEAKER_01]: So if you want to do that, check out echelonfront.com or if you and your organization need some kind of help with leadership.
[SPEAKER_01]: then check out us on front.com and we got you covered.
[SPEAKER_01]: We also have a online training program, which is extremownership.com, teaching the skills of leadership online.
[SPEAKER_01]: And if you want to help service members, active and retired, you want to help their families, you want to help gold star families.
[SPEAKER_01]: Check out Mark Lee's mom, mom, Lee.
[SPEAKER_01]: She's got an amazing charity organization if you want to donate, or you want to get involved.
[SPEAKER_01]: Go to America'sMightyOriors.org.
[SPEAKER_01]: Also check out HeroesAndHorses.org.
[SPEAKER_01]: Also check out Jimmy May's organization beyond the brotherhood.org.
[SPEAKER_01]: Also, warriors in need, warriors in need.org, they've got their taken military aviation technicians and bringing them into the civilian world to, well, quite frankly, to fill 30,000 job vacancies that are in the aviation world.
[SPEAKER_01]: So check out warriors in need.org and it's Stronghold Rescue.org
[SPEAKER_01]: and single parent project.
[SPEAKER_01]: We've got a lot of orgs trying to help all these people out.
[SPEAKER_01]: If you want to connect with us, check out juggle.com.
[SPEAKER_01]: And then on social media, I'm at juggle.
[SPEAKER_01]: Well, it carries that carry health and just watch out for the algorithm and the and the little brainwashing that's going on.
[SPEAKER_01]: The micro brainwashing, a little bit at a time, a little, another little, another little thought been putting me your head, leading you in their bad direction.
[SPEAKER_01]: Be careful that's a real thing.
[SPEAKER_01]: It's happening.
[SPEAKER_01]: Thanks to all our service members around the world right now, taking command and control of our peace and security.
[SPEAKER_01]: Thank you for your service also.
[SPEAKER_01]: Thanks to our police law enforcement, firefighters, paramedics, EMTs, dispatchers, correctional officers, board of patrol, secret service, as well as all other first responders, thanks for supplying us with peace and security on the home front and everyone else out there.
[SPEAKER_01]: Just keep it in mind, the world's a big place, and it's filled with unpredictable things, the weather, the wildlife, the tectonic plates, which apparently in California are built up to thousand-year highs right now, it's common, but least predictable of all!
[SPEAKER_01]: world is filled with human beings.
[SPEAKER_01]: And we can't control everything.
[SPEAKER_01]: We can't control what the enemy does.
[SPEAKER_01]: We can't control what the competitor does.
[SPEAKER_01]: We can't control what the market does.
[SPEAKER_01]: But what we can control is us.
[SPEAKER_01]: And that's the best we can do.
[SPEAKER_01]: Influence the rest as positively as we can.
[SPEAKER_01]: But don't hold on too tight or you'll get taken for a ride you don't want to be on.
[SPEAKER_01]: We cannot make everything perfect, but what we can do is lead.
[SPEAKER_01]: That's all we've got for tonight.
[SPEAKER_01]: Until next time, this is Carrie and Jocco.