[UNKNOWN]: This is Jockel, podcast number 550 with echo Charles and me.
[UNKNOWN]: Jockel will like, good evening, I go.
[UNKNOWN]: So that we know that leadership is the most challenging.
[UNKNOWN]: I'm in Devers.
[UNKNOWN]: No doubt about that.
[UNKNOWN]: And yet, you know what?
[UNKNOWN]: It happens all day every day.
[UNKNOWN]: In.
[UNKNOWN]: If you think about every capacity, every industry, every different team, right, large, small, whether they're accomplishing some simple, low risk task or completing the most complex, dangerous, high risk tasks imaginable, all that is done through leadership, all that.
[UNKNOWN]: Now the Marine Corps, the military out large, I'm going to talk about the Marine Corps for a second, does this all day, every day, and in the Marine Corps, it's in every capacity.
[UNKNOWN]: Not every job in the Marine Corps is hazardous, life-risk, or high-risk scenario.
[UNKNOWN]: Some of it is simple, you know, safe administrative tasks.
[UNKNOWN]: They do have the other end of the spectrum, obviously combat, dangerous tasks that they're doing missions, and they get it done.
[UNKNOWN]: And much of this happens at the company level in the Marine Corps and in the Army.
[UNKNOWN]: Led by a company commander, these are officers that have been in the Marine Corps for maybe
[UNKNOWN]: a company, generally speaking, is somewhere between 150 to 250 marines, somewhere in there, which is, when you think in the military, everything is the same, do you think that as a non-military person, if I said how many people are in a Marine Corps company?
[UNKNOWN]: When you think oh, it's always 172.
[UNKNOWN]: Yeah, I used to think that.
[UNKNOWN]: Yeah, I think, but the military they make adjustments and they they allow Variables to dictate what they're gonna do
[UNKNOWN]: So, but generally speaking, Marine Corps Company is going to have between 150 to 250 Marines in it and they do all kinds of different jobs.
[UNKNOWN]: Obviously you got your rifle company.
[UNKNOWN]: You got your combat, right?
[UNKNOWN]: Rifle company, weapons company, reconnaissance companies, light armor, reconnaissance companies.
[UNKNOWN]: You got all kinds of things that their job is to close with and destroy the enemy.
[UNKNOWN]: But then they also have Headquarters Company, which handles like the administrative stuff and the communications and the medical and logistical support for a battalion or for a regiment.
[UNKNOWN]: You have combat engineer companies, which by the way, see a ton of combat.
[UNKNOWN]: maintenance or supply companies, communication companies, intelligence companies, all these different companies that have different tasks, but regardless of what the task is, it's all executed through leadership, obviously.
[UNKNOWN]: and the Marine Corps learned a lot of lessons at that company level and they passed up these lessons on through the company commander handbook and I was reviewing this other day reading through it and I thought there's some lessons learned about leadership in here that our worth share so this is once again the company unit you know it's
[UNKNOWN]: And this thing, it was originally meant written in 1989, but there's been updates, 2006 to up to 2010.
[UNKNOWN]: And they say that this is a generic guide written for commanders or prospective commanders of company-level organizations.
[UNKNOWN]: We designed it as a handy reference, which presents guidelines, advice, and time-tested lessons derived.
[UNKNOWN]: from years of experience in leading and commanding Marines.
[UNKNOWN]: We did not design it to replace the need for an officer to study his profession or to supersede Marine Corps orders, directives, and manuals.
[UNKNOWN]: And you can see this is like a, it's kind of a bare bones, just put it out the word.
[UNKNOWN]: Like hey, this is a guidebook, like it's not the manual, it's a guidebook, a little company commander handbook.
[UNKNOWN]: And so this first part is talking to when you're preparing to go into command.
[UNKNOWN]: And this is a big deal.
[UNKNOWN]: This is a big deal in the Army and Marine Corps Company Command.
[UNKNOWN]: It's a huge leadership position.
[UNKNOWN]: You know, this is you get done with your Paltoon Commander, and then you're going to have some kind of a probably a disassociated tour or some point that you come back and be company command.
[UNKNOWN]: Above that's battalion.
[UNKNOWN]: So this company command.
[UNKNOWN]: These are the guys that are still, they're still in the mix we'll say and actually a task unit in the seal teams is the equivalent of a company commander.
[UNKNOWN]: The task unit commander is less people and in a lot of ways the company commander in the army and the Marine Corps is much more responsibility because you have a lot more people and you're going to be running all kinds of stuff.
[UNKNOWN]: It's a little even even a platoon in the
[UNKNOWN]: maybe 25 people and in the army where the Marine Corps is like 40, 40 plus people.
[UNKNOWN]: So it's a bigger unit.
[UNKNOWN]: The maneuver element, like the combat fighting element that you have, Jen again generally speaking in a company of Marines, is like almost all of them.
[UNKNOWN]: Whereas in a seal task unit generally speaking, again, things change, there's variables, but you have your support element is included in that.
[UNKNOWN]: So like in task and bruiser, we had like 40 seals, but we had 100 people.
[UNKNOWN]: So 60 of those people were CBs and Intel people and radio people and communications people and computer people, like they were there.
[UNKNOWN]: They're all part of this task unit or, yes, the task unit has all those people with you.
[UNKNOWN]: So you technically you're in charge of a hundred people, but and it could be more, it could be a hundred and fifty could be depending on the situation, but only 40 of those guys are shooters.
[UNKNOWN]: So the CBs, for example, that were attached.
[UNKNOWN]: Yep, that's exactly right.
[UNKNOWN]: Okay, I'll touch you guys.
[UNKNOWN]: They are technically in-task unit, bruiser.
[UNKNOWN]: Yeah, technically they're a part of task unit bruiser.
[UNKNOWN]: Yes, yes, they are technically part of task unit bruiser, but I would, you know, any one of them would immediately clarify.
[UNKNOWN]: I was a sport guy.
[UNKNOWN]: So, but yeah, they were there in task unit bruiser.
[UNKNOWN]: they were, they made it happen.
[UNKNOWN]: I mean, we would have been incapacitated if we didn't have our TVs or Intel people or our communications people.
[UNKNOWN]: All those people were great.
[UNKNOWN]: And we had some really awesome people.
[UNKNOWN]: I should get some of those.
[UNKNOWN]: I should get support.
[UNKNOWN]: I saw my radioman.
[UNKNOWN]: who was like a young guy and I don't want to say his name but he was great and he's a guy that I had I put his like office right outside of the tech cooperation center and I was like I said you need to be here because when I yell your name when I need something I want you to be all to hear me so I yell it as name let's say his name was you know
[UNKNOWN]: Smith, I'd be like Smith, and he would immediately be there and great dude But I've the last time I saw him was he was he's a master like he returned as a master to you So should get some of those guys on there get their perspective on what it was like
[UNKNOWN]: So this first chapter is assuming command and starts off with preparing for a command and this isn't good.
[UNKNOWN]: Interesting thing.
[UNKNOWN]: Many officers say, many officers say, I would do anything to command a company.
[UNKNOWN]: If you're one of those officers, do you really mean it?
[UNKNOWN]: Are you suited for command?
[UNKNOWN]: Have you really considered all that commanding a company entails?
[UNKNOWN]: Try honestly to answer the following questions.
[UNKNOWN]: do you really want to command?
[UNKNOWN]: Are you sure your motivation is more than simply having command experience entered on your record?
[UNKNOWN]: Are you willing to dedicate yourself solely to your unit?
[UNKNOWN]: Is your family willing to assume a role in helping you to create a happy Marine Corps community?
[UNKNOWN]: Is your family willing if necessary to be secondary to the unit?
[UNKNOWN]: You don't see them on paper very often.
[UNKNOWN]: I know I've said it a thousand times and I've heard of, I hear people say it.
[UNKNOWN]: Your family's
[UNKNOWN]: often.
[UNKNOWN]: Not all the time, but often.
[UNKNOWN]: Do you like to be with young people?
[UNKNOWN]: Can you live with their energy?
[UNKNOWN]: Their points of view, their prominent goes on this whole list.
[UNKNOWN]: Are you and your family willing to live in a goldfish bowl, open to observation and criticism by both subordinates and superiors?
[UNKNOWN]: Are you able to do many things at one time?
[UNKNOWN]: Can you manage a complex job?
[UNKNOWN]: Are you willing to take hard knocks and come from assuming responsibility for failures of your subordinates?
[UNKNOWN]: Are you confident that you can produce a superior unit from average men?
[UNKNOWN]: Can you inspire men to achieve outstanding results?
[UNKNOWN]: You're gonna get, like, you're gonna get, you're gonna get dudes.
[UNKNOWN]: And there's gonna be a bell curve.
[UNKNOWN]: Some great, most of them are pretty cool and a couple of losers.
[UNKNOWN]: Slugs, you're gonna have some studs and some duds and some in between.
[UNKNOWN]: That's what you're gonna get.
[UNKNOWN]: Can you turn that average group into an outstanding unit?
[UNKNOWN]: Are you flexible in dealing with changing situations?
[UNKNOWN]: Are you willing to risk new ideas?
[UNKNOWN]: Are you willing to take reasonable risk to allow your subordinates to grow and to become more productive?
[UNKNOWN]: Descentualized command has risk a lot of it sometimes.
[UNKNOWN]: Are you willing to let your subordinates be creative?
[UNKNOWN]: Are you accessible to your troops?
[UNKNOWN]: Does your manner invite communication?
[UNKNOWN]: Mine doesn't always.
[UNKNOWN]: That's for damn sure.
[UNKNOWN]: That's for sure.
[UNKNOWN]: Do you really listen?
[UNKNOWN]: Can you withhold judgment until all the factors?
[UNKNOWN]: So this is just an opening salvo to get you to think through these things.
[UNKNOWN]: And these are some rhetorical questions.
[UNKNOWN]: I don't think anyone's going to fill this out.
[UNKNOWN]: I'm going to be like, well actually, I don't think I really want to come back to you.
[UNKNOWN]: No.
[UNKNOWN]: You know, they should put together a list like this before before trying to go to Buds.
[UNKNOWN]: Even though some people, I think everyone would just be like, oh no, I don't know.
[UNKNOWN]: Surf something bigger than all those questions.
[UNKNOWN]: People would figure out how to answer them.
[UNKNOWN]: Yeah, it feels like to it like I said it's a rhetorical question.
[UNKNOWN]: So it might go over some people's head.
[UNKNOWN]: I think you know, it's kind of like, oh, yeah, I'll fill this out easy.
[UNKNOWN]: Yeah, yes.
[UNKNOWN]: Yes.
[UNKNOWN]: And then when it comes time, you know, you kind of forget it, whatever.
[UNKNOWN]: Well, they kind of got you covered here.
[UNKNOWN]: Because the next thing it says is if you're honest with yourself, you will probably answer no to some of these questions.
[UNKNOWN]: Yeah, yes.
[UNKNOWN]: Only if you're completely honest and answering these questions, will you gain real insight into what lies ahead?
[UNKNOWN]: So, ask yourself some questions, you know, it's a really good thing to do.
[UNKNOWN]: When you have a goal, ask yourself like, all these types of questions about what that goal is.
[UNKNOWN]: And figure out what the real deal is, what does it you really want?
[UNKNOWN]: I've worked with companies and companies are trying to grow, right?
[UNKNOWN]: Trying to scale.
[UNKNOWN]: And when you start asking them why they're trying to scale, all of a sudden they realize they don't actually want to scale what they want to do is,
[UNKNOWN]: maybe make a better product or have the opportunity to get higher income in the only way they can think of way to get higher income is to just scale.
[UNKNOWN]: They wanna grow, they wanna grow, they wanna grow.
[UNKNOWN]: And with growth comes problems.
[UNKNOWN]: It's not, the problems don't become less when you grow.
[UNKNOWN]: They become more.
[UNKNOWN]: And you know, they want more freedom so they're gonna grow their company.
[UNKNOWN]: Okay?
[UNKNOWN]: Well, hold on a second, just make sure.
[UNKNOWN]: And it looks, obviously, sometimes the answer is to grow.
[UNKNOWN]: Oftentimes that is the answer, but not always.
[UNKNOWN]: Um, this is before assuming command and I'm not reading this whole manual, but determine what your company's missions are and analyze them, obviously.
[UNKNOWN]: Study the FM's field manuals on how your company's supposed to operate.
[UNKNOWN]: This is, you ever heard me say, hey, there's, there are stupid questions.
[UNKNOWN]: There are stupid questions.
[UNKNOWN]: If you're taking over a role and you haven't done the basic background for what that role requires,
[UNKNOWN]: And you ask questions that are real obvious, you're stupid.
[UNKNOWN]: That's a stupid question you shouldn't do it.
[UNKNOWN]: Uptain copies of your units, SOPs be familiar with them.
[UNKNOWN]: So you don't want to show up, Dale.
[UNKNOWN]: Hey, how do you guys do this?
[UNKNOWN]: It's already SOP.
[UNKNOWN]: You had that manual for three weeks.
[UNKNOWN]: You didn't even look at it.
[UNKNOWN]: You don't care.
[UNKNOWN]: Get in good physical condition.
[UNKNOWN]: Hell yeah, you cannot do your best unless you're an excellent mental and physical health health.
[UNKNOWN]: Brush up on the MOS and leadership skills you need to do your job, your new Marines will see you as being out of touch if you cannot converse with them at their level of knowledge.
[UNKNOWN]: Again, since it's stupid questions, what kind of gun is that?
[UNKNOWN]: get a feel for the environment by visiting higher headquarters staff officers who help support your company.
[UNKNOWN]: Make sense?
[UNKNOWN]: Hey, hey, give me some feedback on this company.
[UNKNOWN]: What do they do?
[UNKNOWN]: Poorly.
[UNKNOWN]: Establish a good relationship with your fellow commanders.
[UNKNOWN]: Obviously, find out how they operate gain from their experience.
[UNKNOWN]: Ask for ideas from the battalion Sergeant Major.
[UNKNOWN]: Right.
[UNKNOWN]: You got your senior enlisted guy.
[UNKNOWN]: He knows what the deal is.
[UNKNOWN]: Maintain, when discussing the status or you're gonna be positive and maintain an open mind.
[UNKNOWN]: What others say, may or may not be correct.
[UNKNOWN]: That's an important one.
[UNKNOWN]: I was very, I would say I was pretty solid at trying to take information, gossip, as data points, and not becoming too skewed or biased on something that I heard.
[UNKNOWN]: You know, I hear something about a guy, that guy's a piece of shit.
[UNKNOWN]: Like, okay, well,
[UNKNOWN]: First of all, who's the source?
[UNKNOWN]: Second of all, how did, you know, that was three years ago, you know, I work with that guy back in such and such, you're like, bro, you don't think that guy's matured at all in the past nine years?
[UNKNOWN]: Yeah, take it easy.
[UNKNOWN]: Yeah, that when you said a data point for the first time, whatever, it's a data point.
[UNKNOWN]: And you said it to me too, off air, we're talking about something else here.
[UNKNOWN]: Like, oh, it's a, that's a data point.
[UNKNOWN]: And it's like, that, that was such a good way to like, clarify and kind of illustrate that concept.
[UNKNOWN]: of not going, you know, here let's say you hear one thing that's like kind of bad about somebody and then because it's I think I believe that it's natural for your mind to just be like, oh well he's a piece of shit, because of, you know, that one thing.
[UNKNOWN]: So you know, not necessarily,
[UNKNOWN]: You know, in fact, Frick, I was talking to him, I was talking to my friend, and we were talking about somebody where he was something came up.
[UNKNOWN]: He was like, no, no, no, it's a public thing, so whatever.
[UNKNOWN]: And, you know, he had run into a scenario, this guy, not my friend, we were talking about this guy who ran into a scenario.
[UNKNOWN]: And he's like, yeah, you know, and he's explaining all what this guy is known for and he's like, it's all bullshit, it's all bullshit and I was like,
[UNKNOWN]: I wouldn't I wouldn't say it's all it's all BS.
[UNKNOWN]: It's data.
[UNKNOWN]: Yeah, it's all day.
[UNKNOWN]: Yeah, it's all exactly right because one thing doesn't have necessarily have to do with the other It's just saying two things anyway, but you know, without going too deep in the details It's true, but that's the trap you can fall into you hear one thing and think that data applies to everything Doesn't necessarily
[UNKNOWN]: Well, yeah, I want you to get into the, like, the news media, I mean, you have to accept everything that's just data points from, you know, spin that's been put on the phone on yards, you know.
[UNKNOWN]: But keep that in mind when you're learning about people, like people have all kinds of opinions about other people and just just remember that that's not the perfect picture.
[UNKNOWN]: But there's just, there's just chocled forensic files.
[UNKNOWN]: I know I've read it up before.
[UNKNOWN]: There's a show called.
[UNKNOWN]: Show, okay.
[UNKNOWN]: Forensic files.
[UNKNOWN]: Is it a documentary?
[UNKNOWN]: Yeah.
[UNKNOWN]: That's real life.
[UNKNOWN]: Yeah, real life.
[UNKNOWN]: Real crimes that have been committed, you know, and they get to the bottom of how they solve these crimes, right?
[UNKNOWN]: So when they, everyone's all who, you know, they'll, they'll show the suspect, right?
[UNKNOWN]: And they'll be like, it's suspect John Smith.
[UNKNOWN]: Is an unemployed electrician, like he includes unemployed, you know, I think just for the drama.
[UNKNOWN]: Every time he says that I kind of think to myself, probably you didn't have to say that.
[UNKNOWN]: You didn't have to say, I'm in Floyd, you know?
[UNKNOWN]: But I mean, maybe he did, I don't know.
[UNKNOWN]: But it seemed like you was saying it for you to paint your own picture of this person.
[UNKNOWN]: You seem to say, if he's just unemployed just for a little bit.
[UNKNOWN]: I'm saying, I agree anyway.
[UNKNOWN]: And then it talks about, you know, gets to know the managers of the base facilities, check out the training here.
[UNKNOWN]: It's all good stuff, it's every junior officers and your non-commissed officers.
[UNKNOWN]: And then it says take time to sit down and write out your philosophy of command.
[UNKNOWN]: Include those things you plan to do to establish a type of climate you want in your unit to begin, begin to formulate your goals, milestones, recognizing that you may have to alter them as you're appreciative of the situation increases.
[UNKNOWN]: And then determine what you will say when you first meet with your Platoon Commanders executive officer first sergeant, staff, non-Christian officers and NTS.
[UNKNOWN]: And then it gets into this philosophy of command.
[UNKNOWN]: And I think when I was reading this, I was like, oh, we should probably do this on the podcast.
[UNKNOWN]: Successful commanders are those with a well-developed philosophy of command and a clear vision of what they want their companies to be.
[UNKNOWN]: As a result, they focus their energies and the energy of the company to make things happen.
[UNKNOWN]: This may sound easy, but consider what happens when a new commander fails to communicate his philosophy of command to establish a future vision or to think through a system, to measure progress toward that vision.
[UNKNOWN]: So what do you end up with?
[UNKNOWN]: You end up with indecision by subordinates.
[UNKNOWN]: They feel out as they feel out the new commander.
[UNKNOWN]: Constant initiation or revision of policy as the commander's intent is discovered.
[UNKNOWN]: Reduction of energy and focus as subordinate try to follow their commanders changing directions of March, inappropriate use of people's people and resources as priorities change and delays in building subordinates trust and confidence.
[UNKNOWN]: So that's what happens when you don't have this philosophy of command.
[UNKNOWN]: Now I will, I never did this.
[UNKNOWN]: And it wasn't when I was in task in a bruiser and I got done with the job and Seth Stone took over the job and I came down to his office, which was my old office like three days later and he had like the full philosophy of command up on this board and I was like, oh, nicely done Seth Stone.
[UNKNOWN]: In my reputation that like it was just kind of already there, you know what I mean, but for him it was like a good move Like hey, this is what we're doing Especially because Seth Probably I would say Was leaning towards Being too you know
[UNKNOWN]: being too friendly with the boys, you know, so I think that helped him, like, okay, this is, I need to get this down on paper for you guys and for me to but that was a step up, you know, I was like, okay, he's he's gonna hammer this out and then it says
[UNKNOWN]: Here's some key key ingredients before you assume command in your philosophy.
[UNKNOWN]: These are my values.
[UNKNOWN]: This is how I plan to exercise command.
[UNKNOWN]: These are my goals and objectives that are important to me.
[UNKNOWN]: This is how I evaluate.
[UNKNOWN]: This is how I will reward and punish.
[UNKNOWN]: Like, I'm not going to have you just put that out day one.
[UNKNOWN]: You're doing so good.
[UNKNOWN]: Hey, here's what's important to me.
[UNKNOWN]: Because a lot of times you take over and people are kind of like, oh, wait, wait, what's important to this guy?
[UNKNOWN]: Like, oh, is it?
[UNKNOWN]: You know, they're, oh, wait.
[UNKNOWN]: Uh, how does he get, he's, oh, he's decentralized command.
[UNKNOWN]: Oh, he's gonna micromanage me at first and he's trying to figure, make sure I know how to do my job and he's gonna let me look like those kind of things.
[UNKNOWN]: Ask yourself these questions as you take command.
[UNKNOWN]: How do I want this company look two years from now?
[UNKNOWN]: How do I make that happen?
[UNKNOWN]: How do I measure progress toward that vision?
[UNKNOWN]: How will I know that my subordinates understand my vision and my methods of getting there?
[UNKNOWN]: What are my priorities for the short term for the long term?
[UNKNOWN]: What is important for me on a daily basis?
[UNKNOWN]: Good stuff.
[UNKNOWN]: So again, anytime you write down stuff, you become detached from it, but you also are setting a goal and setting a standard that you can now
[UNKNOWN]: Aim towards, which is important.
[UNKNOWN]: Talks about meeting with your predecessor.
[UNKNOWN]: And again, we're talking about Marines, but this is anybody that's going to take over some jobs somewhere.
[UNKNOWN]: And you know, you're meeting with the guy that had it.
[UNKNOWN]: It goes, and if you're relieving your commander is simply moving onto a new job, it's a good idea for you to have a conference with him, to get to his views and strength of weaknesses and organization and key people.
[UNKNOWN]: Cool.
[UNKNOWN]: If you're relieving someone who's being removed because of poor performance, a conference with your future boss
[UNKNOWN]: discussed some problems at a reason and this is I did that I did that one time you know I took over for a platoon where the platoon commander was getting fired I've also taken over for situations like when I took over task and commander was a good good to go task you know just the guy was done with his job trade it took over trade ad you know like you normally you're going into someone that's doing fine if you're going into
[UNKNOWN]: You definitely want to meet with the guy's boss for sure.
[UNKNOWN]: She figured out what the problem is.
[UNKNOWN]: And then you, you know, generally speaking, get identified that problem really quickly.
[UNKNOWN]: And get things moving in the right direction.
[UNKNOWN]: In that particular case, and I think in most cases, if the boss is getting relieved, I would...
[UNKNOWN]: I would treat it out of the gate as if the boss is the problem and the boys are ready to move in the right direction, you know, that it's not a cancer and everyone's pissed off.
[UNKNOWN]: Even when I took over when the betweenpan or got fired.
[UNKNOWN]: Not all the guys wanted the guy to get fired some of the guys liked them.
[UNKNOWN]: So some of the guys were like, no, he's good to go and some of the guys were like, yeah, he sucked and generally speaking, I would say the Modures probably he probably had five guys that were kind of on his side.
[UNKNOWN]: Yeah, and they weren't bad guys, but they were just kind of like, oh, you know, they had a good relationship with them Yeah, I did and then probably five of them were pretty neutral like well, yeah He probably could have done better, but you know, I don't know you need to fire the guy and then five of them were like dude this guy had to go Yeah, so it was a little bit of a mix.
[UNKNOWN]: It wasn't like when Mypilton commander got fired
[UNKNOWN]: when we had a mutiny on him.
[UNKNOWN]: Then it was like a rapid rabbit hatred across the troops, which we were all just vegan assholes.
[UNKNOWN]: There's aided it, right?
[UNKNOWN]: So you could get anything, but my, but taking over that platoon, my assumption was like, oh, the guys were all screwed up.
[UNKNOWN]: In fact, I thought, you know, the guys were probably squared away.
[UNKNOWN]: Well, what I thought was, there's a bell curve.
[UNKNOWN]: There's gonna be some good guys.
[UNKNOWN]: There's gonna be some bad guys.
[UNKNOWN]: Uh, do you go in there and immediately cause there to be a rift between the guys that were lovers and the guys that were haters?
[UNKNOWN]: Like that's not a good move.
[UNKNOWN]: Like hey guys, I'm not worried about that.
[UNKNOWN]: I kind of did what Delta Charlie did.
[UNKNOWN]: Hey, look, I'm not worried about the guy that got fired.
[UNKNOWN]: I'm looking forward to working with you guys.
[UNKNOWN]: Obviously, you know, take another page out of Delta Charlie's book.
[UNKNOWN]: Just take it out.
[UNKNOWN]: You apply it.
[UNKNOWN]: Yeah, that actually happened to us too in football or could the whole cool stuff got fired and some guys what part of the season it like after season yeah, it's like in the transition And there was lovers and haters.
[UNKNOWN]: Yeah, exactly right some guys in fact some of the guys were like hey We want they like rallied and like went to I think to have a director to know of it Like what side where you want?
[UNKNOWN]: That's classified.
[UNKNOWN]: Okay
[UNKNOWN]: But nonetheless there was a spectrum to be honest I was neutral there were not you know I was kind of all over the place because some of those coaches I was like happy with like I did they all fired they're pretty straightforward with with that they give you a chance And then if you don't have like a winning season after you know however long it's like they they they replace the coaching staff Yes, you're saying it may be a new philosophy or whatever, but
[UNKNOWN]: Yeah, I liked, I liked some coaches and some coaches I didn't like as much, whatever.
[UNKNOWN]: Chuck, a one more note on this meeting with your predecessor, one of the things says I'm not reading all of them.
[UNKNOWN]: Attempt to learn the long range goals and objectives of your predecessor.
[UNKNOWN]: It is often difficult to alter the momentum or direction set by the commander and you may not want to.
[UNKNOWN]: I'm going to tell you it's going to be a hell of a lot easier.
[UNKNOWN]: Whatever you can, whatever you can kind of
[UNKNOWN]: a resurface and continue with that they were maintained is going to be good.
[UNKNOWN]: You know, unless it's some loser move, but you don't obviously don't take the loser things.
[UNKNOWN]: You take something that seems positive, keep going.
[UNKNOWN]: And then we get into the taking command part, fast forward a little bit.
[UNKNOWN]: It's as a void referring to your past, specifically your credentials, which you feel qualified you for command.
[UNKNOWN]: This is something we were just talking about this before we hit record today is when people kind of lead with their credentials, it's a red flag, I'm going straight up, it's a straight up red flag.
[UNKNOWN]: When someone explains to you, hey, I went to this school and I graduated with this degree
[UNKNOWN]: Nice to meet you.
[UNKNOWN]: It's a red flag because there's something wrong with them.
[UNKNOWN]: Like like I'm going deeper than just like a leadership red flag Like those people are weird right those people those people are they they're insecure right They're trying to prove themselves out of the gate.
[UNKNOWN]: They feel insecure They got to tell you what they've done in the past when someone just like hey good to meet you and Fred It's like oh cool when when someone's like hey, I'm Fred
[UNKNOWN]: I went to Harvard, I graduated this.
[UNKNOWN]: I was a football captain, I'm an Eagle Scout, and I did three combat deployments.
[UNKNOWN]: You're like, okay dude, great.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: You're just, you're like, I'm doomed.
[UNKNOWN]: Like this is gonna suck.
[UNKNOWN]: When someone's like, hey, I'm Fred, and you find out later that they went to Harvard, you find out later that they had three combat deployments, you find out later that you know, all that stuff when you find it out later, you're like, oh, sweet.
[UNKNOWN]: But when they float your ass with that stuff, it's like, bro, this is gonna suck.
[UNKNOWN]: Yeah.
[UNKNOWN]: I feel like there's some things and actually what do you think about this, where there's some occupations that maybe just part of the tradition or the culture, they say, like the title.
[UNKNOWN]: You know, how like some doctors will do that or like, um, I mean, yeah, obviously there's some of that.
[UNKNOWN]: It's like just the formality of the formality.
[UNKNOWN]: But there's a huge difference.
[UNKNOWN]: Okay, yeah, that's what I was wondering about your personal opinion where it's like are you?
[UNKNOWN]: How should I say do you notice that to you?
[UNKNOWN]: Yeah, I do but I also notice when someone when I'm talking to someone for like 20 minutes And you're like well actually I am a doctor.
[UNKNOWN]: Yeah, yeah, I suppose I'm like I mean I haven't I don't know if I the last time I had a person like introduce themselves as like doctors such and such
[UNKNOWN]: I don't know.
[UNKNOWN]: Maybe that's been a while.
[UNKNOWN]: But it's his red flag in my opinion.
[UNKNOWN]: If you have to lead with that stuff, it's a red flag.
[UNKNOWN]: If you're a person that wants to lead with that, you feel like compelled to do that.
[UNKNOWN]: Don't do it.
[UNKNOWN]: I'm telling you, it's so much better to not do it.
[UNKNOWN]: Yeah.
[UNKNOWN]: And everyone will find out eventually that you went to Harvard and that you're an eagle scout and that you got caught.
[UNKNOWN]: Everyone's going to find it out eventually.
[UNKNOWN]: Yeah, don't don't found a lot of people with that.
[UNKNOWN]: It's painful.
[UNKNOWN]: You're right.
[UNKNOWN]: There's a big huge difference between just the title, like the formal title.
[UNKNOWN]: Right.
[UNKNOWN]: You know, like they have a formal title, you know, like even judge, you know, like some judges.
[UNKNOWN]: And then it's contextual as well.
[UNKNOWN]: Like you're in some kind of formal like setting or something.
[UNKNOWN]: Sometimes people, sometimes people, sometimes people kind of like like the other people.
[UNKNOWN]: You know, like I'll have people address me as like,
[UNKNOWN]: Commander willing and first of all, I wasn't a commander.
[UNKNOWN]: I was a lieutenant commander.
[UNKNOWN]: Okay.
[UNKNOWN]: Now people all the song all the time even in the military will be like, it's, it's like calling a lieutenant Colonel Colonel.
[UNKNOWN]: Like sometimes you just like, hey, the Colonel said this.
[UNKNOWN]: Lieutenant Commander, you know, it's not, it's not a violation when someone's like, hey, Commander, willing, like I would respond to that all the time while I was in.
[UNKNOWN]: If somebody called me that.
[UNKNOWN]: What's the
[UNKNOWN]: Okay, so lieutenant commander is right before come on.
[UNKNOWN]: There's one before commander But it's not like some big violation like stolen valour They called you're Chuck was trying to be a commander as a matter of fact When I was going on deployment with task in a bruiser
[UNKNOWN]: I was a lieutenant, which is a O3, and they're like, hey, they're like, just put.
[UNKNOWN]: You can just, we're, we're spot promoting you, but it's sort of like, it's not official.
[UNKNOWN]: And I was like, hey, hold on a second.
[UNKNOWN]: I'm not going to go interact with Marine Corps and Army officers and be lying.
[UNKNOWN]: That's bullshit.
[UNKNOWN]: And so they gave me like an official.
[UNKNOWN]: They officially promoted me to that rank.
[UNKNOWN]: So I could be,
[UNKNOWN]: So I would be equivalent.
[UNKNOWN]: Otherwise, it's like, bro, I'll just be able to tell it.
[UNKNOWN]: It doesn't matter.
[UNKNOWN]: I'm not gonna go and like walk around because it's a big deal in the army in the Marine Corps.
[UNKNOWN]: That's why that's why the SEAL teams are just like, oh, you just, you know, just put it on.
[UNKNOWN]: It's no big deal.
[UNKNOWN]: I'm like, no, no, no, it is a big deal.
[UNKNOWN]: In the army in the Marine Corps, like, that's a big deal.
[UNKNOWN]: I'm not going to go and lie like meet a brigade commander and have him find out somehow at some point, be like, wait a second, you're not even a freaking lieutenant commander, you're not going to know for your lying?
[UNKNOWN]: Yeah.
[UNKNOWN]: That's horrible.
[UNKNOWN]: So they gave me a legit promotion, so I could do it.
[UNKNOWN]: Because I was...
[UNKNOWN]: you know, not going to be over there freaking lying to people.
[UNKNOWN]: Yeah.
[UNKNOWN]: So, uh, yeah, kind of like the belts and you do it, too, where you can't just roll up.
[UNKNOWN]: Yeah, you can't give it for real.
[UNKNOWN]: Yeah, you can't, yeah, exactly.
[UNKNOWN]: It'd be like if you were going to a school and I was like, hey, just, you know, just wear a black belt.
[UNKNOWN]: You'd be like, bruh, maybe like, no, no, no, just wear it.
[UNKNOWN]: No, no, no, it's not a big deal to whoever this karate guy is over here, but like in the
[UNKNOWN]: Okay, so important early impressions, the way you come across two Marines initially will provide long lasting impressions, some tips are, set the example on personal appearance and behavior, mm-hmm, yep, look sharp, now listen, don't don't get crazy.
[UNKNOWN]: my goal in appearance is to nothing on me will cause you to think about my appearance.
[UNKNOWN]: Yeah, yeah, yeah.
[UNKNOWN]: I don't and that's in this look in in the military.
[UNKNOWN]: There's a little bit of like hey, you want to
[UNKNOWN]: You want them to look you and go, oh, he's squared away not just he's standing you on it a little bit more a little bit like oh he's squared away The only thing I'm showing you is that I'm squared away I'm not trying to get you to look at me more in the civilian sector There's a lot of hey, I want you to just look at me and notice me because of my pants or my shoes or my whatever It's like no no no no set the example be squared away
[UNKNOWN]: Yeah, it feels like, and I think you might even put it into these words a long time ago, where you want to look as good as you can without being distracting, does it?
[UNKNOWN]: Yes, and so it's like, yeah, that makes sense.
[UNKNOWN]: Yeah, and it's, so with a uniform, like you just want that uniform to be super squared away, personal appearance and behavior.
[UNKNOWN]: Next one, be honest, be yourself.
[UNKNOWN]: Yup, otherwise they're going to see through it.
[UNKNOWN]: Avoid the my unit syndrome you have been getting given steward ship not ownership and an opportunity to serve those above and below you better That's a big red flag too.
[UNKNOWN]: Now it's there is a little bit of a There's a little bit of a of a of a of a dichotomy here not a dichotomy There's a little bit of a different take because sometimes you'll hear a Marine or a soldier and they're they're they're saying like
[UNKNOWN]: We don't do that in my platoon, you know what I mean?
[UNKNOWN]: And they mean it in a good way.
[UNKNOWN]: It's a good way of seeing it, yeah.
[UNKNOWN]: But to be like, all right, Jens, now that I'm the commander in my platoon, like that's what we gotta watch out for.
[UNKNOWN]: Yeah, there's a different time, there's like a positive ownership piece, like that shouldn't happen in my platoon, like we get that, but in, in like, hey,
[UNKNOWN]: We will be successful in my platoon.
[UNKNOWN]: Oh, red flag.
[UNKNOWN]: Red.
[UNKNOWN]: So make sure you don't.
[UNKNOWN]: That's a very thin line.
[UNKNOWN]: Yeah.
[UNKNOWN]: Got to watch out for that one.
[UNKNOWN]: There's that going.
[UNKNOWN]: And I noticed that long time ago I started noticing this.
[UNKNOWN]: where you're right.
[UNKNOWN]: It's almost like a vibe.
[UNKNOWN]: It's an intangible vibe where, okay.
[UNKNOWN]: So, and this applies even outside of the military.
[UNKNOWN]: So, there was a, I would tell a bar.
[UNKNOWN]: It was young, I don't know, 21, 21, 21, whatever.
[UNKNOWN]: Which I would tell a bar in, I was like, hey, do you have, it was a certain kind of tequila.
[UNKNOWN]: And I was like, you have this kind of tequila and he was like,
[UNKNOWN]: you know I got you know I got this and I got that I got this and I got that and he said he kept saying my whatever he wasn't the owner he just worked there you know but it seemed like he was kind of projecting like I'm the master of this domain you know like this is my this or my little or if his or if somebody didn't like it I did it was kind of off I was like yeah it was too much
[UNKNOWN]: Yeah, but I've also had like, let's say a waiter be like, oh, I got a really good state tonight and you're kind of fired up for exactly right and it depends on the vibe so even a waiter can do it with the vibe of like this is my, you know, like it's just the vibe so I'm saying it could go either way.
[UNKNOWN]: So man, I dig it man.
[UNKNOWN]: Got to be careful.
[UNKNOWN]: Take time talk to talk informally to the company exactly if it's to talk to people for sergeant platoon commanders Me with platoon commanders on their turf let them do the talking Boy, do we all have a problem with that we want to get there?
[UNKNOWN]: Yeah, yeah, yeah, yeah, yeah, yeah, yeah, let them talk Take the time to talk to the Marines If they sense you have a genuine interest in their well-being, you'll find out what's on their minds Talk with your Marines not down to them
[UNKNOWN]: Obviously.
[UNKNOWN]: Remember to exercise your listening skills more than your speaking skills.
[UNKNOWN]: Your Marines want to tell you their concerns, problems, and accomplishments.
[UNKNOWN]: This will be hard.
[UNKNOWN]: If you constantly dominate the conversation, they're one-on-one opportunities with their commanders are rare.
[UNKNOWN]: Learn to listen.
[UNKNOWN]: is not interesting.
[UNKNOWN]: The most underrated skill of leadership, listening.
[UNKNOWN]: The most underrated skill of communication, listening.
[UNKNOWN]: The most underrated skill of decision-making, listening.
[UNKNOWN]: Listen, listen, and listen.
[UNKNOWN]: The most underrated way to earn respect, listen.
[UNKNOWN]: The most underrated way to get people listen to you, listen.
[UNKNOWN]: The most underrated way to deal with someone that's frustrated.
[UNKNOWN]: Listen, the most underrated way to deal with someone that's angry.
[UNKNOWN]: Listen, the most underrated way to deal with someone that's sad.
[UNKNOWN]: Listen, listen, remember that you are not the only one in the unit who wants to succeed.
[UNKNOWN]: Remember that a good sense of humor and consistency will make it easier for people to approach you.
[UNKNOWN]: So it all just great points.
[UNKNOWN]: getting out to know your marines or sorry, getting to know your remains remains and it just out of the gates like get out of your office whenever possible, you know, let your exo, your executive officer, let him run the day to day stuff, you lead and command, you can't lead from behind your desk.
[UNKNOWN]: Marines, this is a great line.
[UNKNOWN]: Marines are not in the unit.
[UNKNOWN]: They are the unit.
[UNKNOWN]: they want to get you to know you just as much as you want to get to know them they will appreciate your efforts in breaking the ice but it's really important to remember that no matter what you do those guys are the unit you have a company the people in your company you're the CEO of the company you're a branch manager you're branch those guys are the branch those guys are the company and yes you can influence them to behave a certain way but it's them
[UNKNOWN]: seek their opinions, listen what they have to say, it's reiterate to be careful not to talk down to them.
[UNKNOWN]: That must be an issue that they run into from time to time.
[UNKNOWN]: You know, you could done with the Naval Academy, you go to the basic school, you've been, you know, you're an elevated position.
[UNKNOWN]: You've been told the importance of your role.
[UNKNOWN]: It's kind of messed up, right?
[UNKNOWN]: Because you're in a leadership position.
[UNKNOWN]: Everyone's gonna tell you, hey, this is the most important position.
[UNKNOWN]: You're in a leadership position.
[UNKNOWN]: You're taking care of these guys.
[UNKNOWN]: They're your responsibility.
[UNKNOWN]: You're gonna get elevated head.
[UNKNOWN]: You're gonna get an elevated ego from that.
[UNKNOWN]: So you gotta be careful.
[UNKNOWN]: Remember to tell them how much they are helping you to learn about your job.
[UNKNOWN]: Always important.
[UNKNOWN]: Participate in the events that they're doing, athletic events, visit Marines or family members who are in the hospital.
[UNKNOWN]: make unannounced visits to the B.E.Q.
[UNKNOWN]: What's the B.E.Q.?
[UNKNOWN]: The bachelor's in listed quarters.
[UNKNOWN]: This is where the young single Marines live.
[UNKNOWN]: Yeah, yeah.
[UNKNOWN]: Dude Zach Bell, veteran with a sign.
[UNKNOWN]: I do it.
[UNKNOWN]: When he was on the podcast and he's talking about when he showed up to his unit and they had just, his unit had just gone back from Ramadi.
[UNKNOWN]: Brother, that was like classic, classic B-E-E-Q scenario.
[UNKNOWN]: Like you are checking and you're living with your fire teeth.
[UNKNOWN]: You know what I'm saying?
[UNKNOWN]: You got your fire team leader is like in your room with you.
[UNKNOWN]: He's like in the, you're in the top bunk.
[UNKNOWN]: He's in the bottom bunk.
[UNKNOWN]: This is, this is Marine Corps activity right there.
[UNKNOWN]: So this is make, on announce this is the B-E-E-Q.
[UNKNOWN]: It'll be careful, you know, give me a little bit of ads of my PR.
[UNKNOWN]: Talk to the Marines in the area, spend some time talking with the sometimes forgotten few, the cooks, the corpsmen, mechanics, let them know how important they are to the unit.
[UNKNOWN]: Addressing your Marines, Marines want to hear as well as see their commander.
[UNKNOWN]: take the first step in establishing good communications up and down the chain of command.
[UNKNOWN]: Talk to troops as soon as possible after the change of command.
[UNKNOWN]: Share the standard goals and philosophy of your command.
[UNKNOWN]: This is, you know, if you're doing this right, you can come out of the, come out of the gate with so much good information and off on the right foot.
[UNKNOWN]: Talk to the entire unit at one time if you can and then address officers and NCO separately.
[UNKNOWN]: If your mission precludes this, then do it by
[UNKNOWN]: flipping that so that you kind of get you have some good conversations with the officers and NCOs so that everyone's kind of on the same page because you might you might miss something and you jump in and you're like hey we're gonna be though we're gonna be the hardest working guys here and you kind of miss the fact that these guys have been whatever on deployment work and hard working extra hours you know whatever the case may be and guys like bro and so
[UNKNOWN]: So don't just don't jump in with what you think is right because it might not be right It might not be right at that moment for the morale of the troops Beware of heavy-handed my policies tone Right makes sense this is how we do it this is how I do it New sheriff in town Don't criticize your prep predecessor or his policies brilliant
[UNKNOWN]: You're gonna make changes.
[UNKNOWN]: Don't worry about it.
[UNKNOWN]: You're gonna call anybody out.
[UNKNOWN]: Be aware of making promises that you cannot deliver.
[UNKNOWN]: Outstanding.
[UNKNOWN]: Take some action on the feedback you get, solicited or volunteer.
[UNKNOWN]: Not to do so.
[UNKNOWN]: We'll injure your credibility.
[UNKNOWN]: Don't let your Marines think that you want to hear what they have to say, but never do anything about it.
[UNKNOWN]: So yeah, when you take over, you gotta set that reputation real quick.
[UNKNOWN]: Oh, this is a problem, cool.
[UNKNOWN]: Let's get it fixed.
[UNKNOWN]: all good information for when you step into that role for the first time.
[UNKNOWN]: It's good.
[UNKNOWN]: Now he's talking about, and I'm going to skip in through, can he talks about like how you're interacting with the first sergeant, which is a unique thing in the military, where you have like a platoon chief and a platoon officer in the in the Marine Corps near army of a platoon sergeant.
[UNKNOWN]: You got a company first sergeant, but you got a company commander.
[UNKNOWN]: So you've got a unique relationship that you have to build and it talks about that, especially the idea of just roles and responsibilities.
[UNKNOWN]: Okay, this is what I need from you.
[UNKNOWN]: What do you need from me?
[UNKNOWN]: Make sure that you have that figured out.
[UNKNOWN]: Then anybody talks about the kind of the platoon commanders and how we're going to develop a relationship with the platoon commanders.
[UNKNOWN]: Get to know them, learn their strengths and weaknesses, develop a close-knit, command team by establishing close-working relationships based on mutual trust and confidence.
[UNKNOWN]: Again, sometimes people think building a relationship is going out, you know, to have a beer or going out to lunch and that stuff.
[UNKNOWN]: That's okay.
[UNKNOWN]: But you really build relationships with trustless and respect and influence and care.
[UNKNOWN]: You give those things to people and they give them back to you.
[UNKNOWN]: If it works, if I put trust in you and you break my trust, now we're moving in the other direction.
[UNKNOWN]: If I listen to you, but you don't listen to me, well, we've got to get that sorted out.
[UNKNOWN]: But we give these things in the beginning.
[UNKNOWN]: Ensure that they swim and don't sink.
[UNKNOWN]: Good point.
[UNKNOWN]: We don't mind guys struggling a little bit, but we don't want to watch them fail, especially in front of their troops.
[UNKNOWN]: Remember that you have the responsibility to teach them and pass on experiences for their future benefit.
[UNKNOWN]: Tell them what to do, not how to do it.
[UNKNOWN]: Simple, decentralized command mode.
[UNKNOWN]: Not telling you exactly how to do everything.
[UNKNOWN]: I just tell you what we need to get done.
[UNKNOWN]: Developing your Platoon Commanders is critically important.
[UNKNOWN]: You cannot delegate this to anyone.
[UNKNOWN]: Your company's performance, morale, and command climate will depend on your Platoon Commanders performance.
[UNKNOWN]: That's all new.
[UNKNOWN]: That is 100% on you.
[UNKNOWN]: You are responsible for your direct support and it's growth, right?
[UNKNOWN]: You are responsible for their growth.
[UNKNOWN]: Don't stifle their initiative.
[UNKNOWN]: allow them to make mistakes that will not damage their careers.
[UNKNOWN]: Ensure they don't make the same mistakes twice.
[UNKNOWN]: Very good advice.
[UNKNOWN]: When you are using decentralized command and you're giving people the opportunity to grow, they're not going to be perfect.
[UNKNOWN]: Do not stifle their initiative.
[UNKNOWN]: Keep that in mind.
[UNKNOWN]: Become the buffer between them and higher headquarters.
[UNKNOWN]: Keep the heat off them and let them do their jobs all day.
[UNKNOWN]: Because listen, your commander is gonna suck.
[UNKNOWN]: The next echelon of command always sucks.
[UNKNOWN]: The next echelon command is always terrible.
[UNKNOWN]: So everybody says all the time.
[UNKNOWN]: It's not gonna be unique, unique to you.
[UNKNOWN]: Don't let your platoon commanders and your subordinate leadership feel that.
[UNKNOWN]: Do your absolute best to buffer them.
[UNKNOWN]: Make sure they know what is expected of them, consistently let them know how they're doing, give them a straight shot to talk to you about things important to them, both good and bad.
[UNKNOWN]: So they should be able to come to you and say, this is a problem I got or this is what's going good.
[UNKNOWN]: Don't overreact to their bad news, killing messengers will keep them from telling you bad news in the future.
[UNKNOWN]: Yeah, just don't overreact how's that, just be chill, just listen what people have to say.
[UNKNOWN]: include them in the decision-making process whenever possible.
[UNKNOWN]: Avoid wasting their time with long-winded meetings which don't help them get their jobs done.
[UNKNOWN]: However, there's great value in periodic commanders call sessions when the commanders sit down with their commander.
[UNKNOWN]: They appreciate the exclusiveness and personal attention associated with that type of meeting.
[UNKNOWN]: Yeah, the amount of meetings that happen in globally, that don't help anyone get their job done, is criminal.
[UNKNOWN]: And we need to do our best to put a stop in that.
[UNKNOWN]: be aware of fostering competition between them at the expense of destroying cooperation and teamwork.
[UNKNOWN]: Clearly, and that's real easy to do.
[UNKNOWN]: Especially in the business world where I'm going to get paid more if I beat you in this thing.
[UNKNOWN]: I'm going to get promoted if I be, oh, got to wear it, got to be careful.
[UNKNOWN]: See each of your commanders at least daily on their turf, not yours.
[UNKNOWN]: training teach them to be better commanders don't be concerned with which one is best make each one the best that he can be.
[UNKNOWN]: Check.
[UNKNOWN]: Talking about the sergeant major get to know him.
[UNKNOWN]: He has lit years of experience.
[UNKNOWN]: Obviously same thing with a battalion commander, you want to understand what he expects from you.
[UNKNOWN]: You want to be clear on his standards and policies.
[UNKNOWN]: You want to give him an update on what's happening.
[UNKNOWN]: Anything that's significant.
[UNKNOWN]: Let him know.
[UNKNOWN]: Speak frankly to him about problems and issues that are bothering you.
[UNKNOWN]: But, you know, don't complain about a bunch of stuff, you know, if you have a legit problem and you've tried to solve it and you need some guidance, the legitimate guidance, cool.
[UNKNOWN]: And here's what I'm proposing to do, does this make sense?
[UNKNOWN]: If I do in the right thing, don't just go in there and blabber your mouth complaining about stuff.
[UNKNOWN]: That's not a good, not a good move.
[UNKNOWN]: And then there's a little section in here on checking facilities, which is just like, hey, you take over, it's like taking over a company and you got to go and make sure that what you're taking over is squared away.
[UNKNOWN]: Right.
[UNKNOWN]: So yeah, you want to go make sure that the freaking bathrooms work and to get the printers that you need or whatever the case may be.
[UNKNOWN]: And then we get into chapter two, by the way, we're only covering two chapters.
[UNKNOWN]: There's a whole bunch more.
[UNKNOWN]: Leading the company.
[UNKNOWN]: Leadership is an essential skill for an effective company commander.
[UNKNOWN]: Our 29th common dot, General AM Gray.
[UNKNOWN]: We did a podcast on Grayism's.
[UNKNOWN]: Defines leadership as the art of getting things done through people.
[UNKNOWN]: Leadership is a skill that can be learned through study, observation, and practical experience.
[UNKNOWN]: It is the most essential element of combat power on the battlefield, and therefore your most important concern in peace time.
[UNKNOWN]: Your goal is to demonstrate competent and confident leadership and to develop that same leadership in your subordinates.
[UNKNOWN]: In the words of General Gray, it is going to take bold, innovative and aggressive leadership to overcome the complexities of the modern battlefield.
[UNKNOWN]: Only this kind of leadership exercise by both the commander and his staff will provide purpose, direction, and motivation in combat.
[UNKNOWN]: At all levels of command, leaders must be men of character.
[UNKNOWN]: They must know how, they must know and understand their people and the physical tools of battle.
[UNKNOWN]: They must act with courage and conviction.
[UNKNOWN]: Their primary function is to inspire and motivate their people to do difficult things in trying circumstances.
[UNKNOWN]: That's general right.
[UNKNOWN]: One thing that the warning here, you must demonstrate competent and confident leadership.
[UNKNOWN]: Well,
[UNKNOWN]: If you don't feel confident about something, don't try and fake it.
[UNKNOWN]: Raise your hand and say, hey, I don't know how to do this.
[UNKNOWN]: What does that take?
[UNKNOWN]: What does it take for me to say, hey, echo, I've never done this kind of mission before?
[UNKNOWN]: Can you help me out?
[UNKNOWN]: What does that take?
[UNKNOWN]: Humility.
[UNKNOWN]: It takes humility, yes.
[UNKNOWN]: And it also surprisingly, shockingly takes confidence.
[UNKNOWN]: Humility and confidence aren't like opposites.
[UNKNOWN]: They're related.
[UNKNOWN]: The opposite of the opposite of competence is incompetence, right?
[UNKNOWN]: Like, hey, I don't know how to do this.
[UNKNOWN]: The opposite of competence isn't like, I'm going to make, I'm going to pretend that I know what I'm doing, right?
[UNKNOWN]: So humility and confidence, even though they're not opposites.
[UNKNOWN]: The opposite of confidence is not humility, it's not, even though it seems that way.
[UNKNOWN]: Yeah, that humility is kind of part of a greater confidence, right?
[UNKNOWN]: Yeah, secureness, when someone's insecure, they never ask for help.
[UNKNOWN]: Right.
[UNKNOWN]: I don't want to believe that guy.
[UNKNOWN]: I don't admit that.
[UNKNOWN]: No, when you're really confident, you're like, hey, you've never done this before.
[UNKNOWN]: You have to have the confidence, you have to be humble enough, you have to have the confidence to show humility.
[UNKNOWN]: It's a very bizarre relationship.
[UNKNOWN]: The Marine Officer's Guide defines leadership as leadership is a heritage which has passed from a marine to marine since the founding of the core.
[UNKNOWN]: It has been defined as the art of influencing and directing men so as to obtain their obedience respect, confidence, and loyal cooperation.
[UNKNOWN]: leadership is mainly acquired by observation, experience, and emulation.
[UNKNOWN]: Although some individuals possess greater instinctive gifts of leadership than others, anyone can sharpen his leadership facility faculties if he tries.
[UNKNOWN]: Now what's interesting here is it says obedience, right?
[UNKNOWN]: And that kind of like triggers me a little bit, right?
[UNKNOWN]: Because so often I talk about, you know, we want push back,
[UNKNOWN]: There is no doubt that if you are leading correctly, you when needed, you will need, there will be times when you need obedience.
[UNKNOWN]: In any organization, it could be business like, hey, I could get this done right now.
[UNKNOWN]: That is, I don't need, I would say that you once every eight years echo, do this right now.
[UNKNOWN]: I would need obedience.
[UNKNOWN]: By the way, it goes in both directions too, because there's the times where your subordinates are going to go, boss, we need this right now, and I need to obey.
[UNKNOWN]: Yeah, it feels like it should be fueled by trust and not tricking fear.
[UNKNOWN]: Oh, it should be fueled by trust, not a fort, not rank.
[UNKNOWN]: The primary goal of leadership is the objective of Marine Corps leadership is to develop the leadership qualities of Marines to enable them to assume progressively greater responsibilities to the core and society.
[UNKNOWN]: Bro, it's going societal at this point.
[UNKNOWN]: In North China, 1937, Captain Samuel B. Griffith said, wars and battles are not lost by private soldiers.
[UNKNOWN]: They win them, but they don't lose them.
[UNKNOWN]: They are lost by commanders, staffs, and troop leaders, and they are often lost long before they start.
[UNKNOWN]: So responsibilities of leaders.
[UNKNOWN]: Responsibility to leaders, this is important thing.
[UNKNOWN]: Number one, successful completion of the assigned mission.
[UNKNOWN]: That's the number one thing you're responsible for.
[UNKNOWN]: Sometimes, you know, at echelon front, we always have to make sure we go get the job done.
[UNKNOWN]: Mission accomplishment.
[UNKNOWN]: Execute the task.
[UNKNOWN]: That's part of leader.
[UNKNOWN]: In fact, that's what leadership is therefore.
[UNKNOWN]: The fundamental responsibility of leaders is to successfully complete the mission.
[UNKNOWN]: The mission of your unit is the only reason for the existence of the unit and its commanders.
[UNKNOWN]: All other obligations are secondary.
[UNKNOWN]: However, all leaders must be positive as to how this mission is accomplished, Marines and or their careers must not need to be sacrificed for the sake of accomplishing the mission.
[UNKNOWN]: I wasn't quite sure.
[UNKNOWN]: I'm not sure how to read this.
[UNKNOWN]: Marines and or their careers.
[UNKNOWN]: I understand Marines must not be needless to sacrifice for the cops of the admission.
[UNKNOWN]: I get that.
[UNKNOWN]: But how would we be sacrificing our career for admission?
[UNKNOWN]: And actually, I think the opposite is true.
[UNKNOWN]: Sometimes people are executing the mission for their careers.
[UNKNOWN]: You see what I'm saying?
[UNKNOWN]: Which is not a good move.
[UNKNOWN]: Number two, responsibility to higher headquarters.
[UNKNOWN]: While responsibility to accomplish the mission is paramount, inherent in the unit's mission is a leader's responsibility to higher headquarters.
[UNKNOWN]: There are two parts to this, strict compliance and vigorous execution of all legal orders directives policies, regulations, and decisions received from higher headquarters.
[UNKNOWN]: and two, inspiring confidence in higher headquarters.
[UNKNOWN]: If a subordinate leader openly criticizes his superiors, he can expect the same from his Marines.
[UNKNOWN]: Subordinate leaders should discuss those things that they disagree with in-orders from higher headquarters with their superiors.
[UNKNOWN]: However, if the decision still stands after the discussion, the subordinate must provide complete support.
[UNKNOWN]: Now, we're about to submit a subordinate tactics.
[UNKNOWN]: There are going to be times where I tell Echo to do something that's stupid.
[UNKNOWN]: And Echo has the conversation with me and he can't make any progress and I'm like, no, do this dumb thing.
[UNKNOWN]: No, do it.
[UNKNOWN]: I told you to do it.
[UNKNOWN]: I'm in charge.
[UNKNOWN]: Go do it.
[UNKNOWN]: Now you don't turn around your troops and say, hey, guys, this is what we're doing.
[UNKNOWN]: Jockel came up with this plan and we're going to go execute it and think that they're all going to go wait a second.
[UNKNOWN]: They're not going to see that it's stupid.
[UNKNOWN]: Nope.
[UNKNOWN]: And you already push back.
[UNKNOWN]: You already say, hey, boss.
[UNKNOWN]: I don't know if this is the right way.
[UNKNOWN]: You, you have to approach that with your troops in a delicate manner to not, to not give the impression that you didn't push back, that you think that this is the best way when it clearly isn't.
[UNKNOWN]: It's like, hey, guys, I'm not 100% sure why the boss wants us to do it this way, but here's what we're going to do.
[UNKNOWN]: I obviously haven't learned enough trust from him yet.
[UNKNOWN]: What we're going to do is we're going to execute this to the best of our ability.
[UNKNOWN]: We're going to try and pull it off.
[UNKNOWN]: If at a worst case scenario, it doesn't work.
[UNKNOWN]: I'm at least going to have feedback form, I'd explain to him what went wrong and what other elements we need to make this work.
[UNKNOWN]: And best case, I'll be able to we will get it done.
[UNKNOWN]: And I'll be able to say, hey, sir, we got it done.
[UNKNOWN]: Here's a couple things that would have made it even smoother.
[UNKNOWN]: And he's going to trust me more and he'll listen to me more.
[UNKNOWN]: That kind of approach is pretty positive.
[UNKNOWN]: You've got to be very careful because even that if you're not careful with that right there everyone Go, so this is a dumb plan and they won't do it vigorously So this is definitely an area where we have to use caution
[UNKNOWN]: If you think that the troops don't see when something is stupid, you're wrong, they're going to see it.
[UNKNOWN]: So be careful of that, generally speaking, if I tell Echo to take his troops and do something stupid and you go, hey, boss, I just want to make sure it's the way home to do.
[UNKNOWN]: I'm going to take casualties, we're not going to be able to get it done because you lose this manpower or whatever and I go, oh, I didn't know all that.
[UNKNOWN]: Hold on a second.
[UNKNOWN]: Can you find a better way?
[UNKNOWN]: Yes, that's 99% of the time what happens and by the way, when it doesn't happen, there's something else to play that I don't see or that you don't that that I don't see as a support Well, I boss tell me do something that makes no sense.
[UNKNOWN]: I'm gonna try and ask as many questions I can to try and figure it out Usually there's some strategic thing that I don't understand
[UNKNOWN]: like, oh, they wanted us to take out this, they want us to take out this, uh, this observation post, this enemy observation post, it's in a very difficult spot.
[UNKNOWN]: It's going to be really challenging.
[UNKNOWN]: Hey boss, we don't have the manpower for this.
[UNKNOWN]: And it's just a distraction.
[UNKNOWN]: We're just putting you out there.
[UNKNOWN]: Okay.
[UNKNOWN]: Cool.
[UNKNOWN]: Now I understand.
[UNKNOWN]: So, just be careful with that.
[UNKNOWN]: Obviously, responsible for training, your troops, training maintenance administration, all that.
[UNKNOWN]: Well-fair of Marines, leaders earn trust, confidence, and cooperation by looking after the needs of their Marines.
[UNKNOWN]: Those needs include satisfying the security, physical, and social needs of the individual.
[UNKNOWN]: Primarily, the leaders' responsible for ensuring that the Marine is trained satisfactorily and performs the job assigned competently.
[UNKNOWN]: Marines also have personal problems of both a military and family nature that leader must recognize these.
[UNKNOWN]: He must make himself and the chain of command available to council Marines when they have these problems.
[UNKNOWN]: Then he must ensure that unit leaders work with the Marines toward solving those problems.
[UNKNOWN]: Well, fair of Marines.
[UNKNOWN]: Gotta take care of your people.
[UNKNOWN]: Balance, all of the leaders' responsibilities, the responsibility to his remains, oh sorry, of all the leaders' responsibilities, the responsibility to his remains is by far the most satisfying.
[UNKNOWN]: As the leader works with and trains his Marines a strong sense of loyalty can develop, better develop.
[UNKNOWN]: This loyalty can conflict with the leaders' responsibility to the mission.
[UNKNOWN]: The commander cannot be overly protective of his Marines when directed to order them into combat or to make them work beyond their endurance.
[UNKNOWN]: It is difficult for a good leader to suppress the feeling for his men at times when he must plan for their possible death.
[UNKNOWN]: This is the opening chapter of the Decodomy of Leadership.
[UNKNOWN]: You care about these individuals more than anyone in the world and you are literally sending them all missions to where they make it killed.
[UNKNOWN]: Here it talks about the foundations of leadership.
[UNKNOWN]: Number one, authority.
[UNKNOWN]: Authority is the legitimate power of a leader to direct those subordinates to get him to act within the scope of his position.
[UNKNOWN]: The commander to delegate his power or part of it in his name by extending to his leaders regardless of their rank.
[UNKNOWN]: Now,
[UNKNOWN]: is that for real.
[UNKNOWN]: It is a thing.
[UNKNOWN]: I do have rank over you and therefore I can use my authority and that can be the foundation of leadership.
[UNKNOWN]: Is it really truly the foundation of leadership?
[UNKNOWN]: No, it's not.
[UNKNOWN]: The foundation of leadership is the respect, the trust, the listen, the influence, and the carrots, the relationships that you build.
[UNKNOWN]: That's where the real leadership is.
[UNKNOWN]: That's where
[UNKNOWN]: that's where it is.
[UNKNOWN]: That's the true foundation.
[UNKNOWN]: What do you do to earn the respect of your troops?
[UNKNOWN]: Do you listen to them?
[UNKNOWN]: Are you influenced by them?
[UNKNOWN]: And when you have a good relationship, you will have the primal authority.
[UNKNOWN]: Again, go back and listen to that judgment podcast that we did, literally the last podcast that we did.
[UNKNOWN]: What?
[UNKNOWN]: 549?
[UNKNOWN]: We talked about this very thing.
[UNKNOWN]: You have authority, but the real authority, the primal authority, is a different scenario than just what's on paper and what's on your collar and your rank.
[UNKNOWN]: There's something more powerful of that.
[UNKNOWN]: And by the way, all the advice that they're giving in this is going to elevate your primal authority.
[UNKNOWN]: But one thing that diminishes your primal authority is when you walk around thinking that your rank gives you authority.
[UNKNOWN]: It doesn't.
[UNKNOWN]: It gives you a little bit, little tiny bit.
[UNKNOWN]: Don't rely on it too much.
[UNKNOWN]: Responsibility, responsibility is at all levels of command for what Marines do or fail as well as the physical assets under the Commander's control.
[UNKNOWN]: Ultimately, all Marines are morally and legally responsible for their individual actions.
[UNKNOWN]: Right, so this does give you when I when I am responsible for everything and I take ownership of everything yes, that absolutely gives you a foundation of leadership when everyone knows I can do this is a job was as right here.
[UNKNOWN]: Accountability accountability is the reckoning wherein the leader answers for his actions and accepts the consequences good or bad accountability is the very cornerstone of leadership.
[UNKNOWN]: Yes.
[UNKNOWN]: Accountability is the final act in establishing one's credibility.
[UNKNOWN]: Yeah, you blame other people, you're not gonna have credibility.
[UNKNOWN]: Plainly speaking, the accountable leader is saying the buck stops here.
[UNKNOWN]: Remember accountability results in rewards for good performances as well as punishment for poor performance, obviously.
[UNKNOWN]: Values, the values are the benchmark for leadership.
[UNKNOWN]: Okay, we got Benchmark, we got these cornerstone, Benchmark, and foundation.
[UNKNOWN]: Values are the benchmark for leadership.
[UNKNOWN]: They are guides to our thinking and our behavior and that of our subordinates.
[UNKNOWN]: If a marine is left without any guidance or supervision, his personal values will determine what he will or will not do.
[UNKNOWN]: Facts.
[UNKNOWN]: And this is a good, this is a really important one.
[UNKNOWN]: It comes to kids.
[UNKNOWN]: getting establishing good values with your kids, so that when they're late night, peer pressure, illegal things happening, legal things happening, crazy things happening, decisions being made, you're not there, you are not there, and their values are gonna make their decision for them.
[UNKNOWN]: Leaders must provide guidance and supervision to inspire and control their Marines.
[UNKNOWN]: As a leader, you have the power to influence the beliefs and values of your Marines by setting the example by rewarding behavior that supports military values and attitudes and by planning and conducting tough individual collective training.
[UNKNOWN]: So, I've got some interesting documents that I might be getting into on the podcast, but the changes that happen to people in bootcamp, the psychological changes, because you're, hopefully, your psychological value system changes somewhat, because you're like a dirt bag bum going to bootcamp and you come out a squared away marine, or a squared away sailor or a squared away soldier.
[UNKNOWN]: That's what can happen.
[UNKNOWN]: Your values should be inculcated into you.
[UNKNOWN]: So, it gets into here personal values.
[UNKNOWN]: Can you identify your own values by examining your own behavior?
[UNKNOWN]: Think through the following questions.
[UNKNOWN]: What is important to me personally?
[UNKNOWN]: What do I stand for?
[UNKNOWN]: What activities do I spend my time on?
[UNKNOWN]: What values do I admire and others?
[UNKNOWN]: To who, to what or whom do I attribute to those values?
[UNKNOWN]: How do I impart values or beliefs on others?
[UNKNOWN]: Again, go back and listen to the last podcast about judgment.
[UNKNOWN]: Because we start talking about,
[UNKNOWN]: podcasts, universal, universally recognized values that are positive, integrity, doing what you say, discipline, like all those things are universally recognized by the way.
[UNKNOWN]: So you should figure out where you are, where are you at?
[UNKNOWN]: And that kind of flows right into your unit values.
[UNKNOWN]: Like what is your unit all about?
[UNKNOWN]: And it says the following values are critical to the development of effective marine units.
[UNKNOWN]: Integrity, trust, loyalty, justice, self-service and courage.
[UNKNOWN]: Again, these are all straight out of a list of people where I'll get in touch on these things.
[UNKNOWN]: Do you respect when somebody doesn't do what they say they're gonna do?
[UNKNOWN]: No.
[UNKNOWN]: Do you respect somebody when they break their trust?
[UNKNOWN]: They lie to you?
[UNKNOWN]: No.
[UNKNOWN]: When they stab you in the back and not loyalty, no.
[UNKNOWN]: When they do something, when they're picking on somebody that doesn't deserve it?
[UNKNOWN]: No.
[UNKNOWN]: When they do something that selfish?
[UNKNOWN]: No.
[UNKNOWN]: When they are a coward, of course.
[UNKNOWN]: Like these are values, these are universally accepted and respected values.
[UNKNOWN]: So you have to have them individually.
[UNKNOWN]: Leadership traits in trying to learn and to develop your leadership abilities and those of your Marines spend some time studying the traits of great marine leaders.
[UNKNOWN]: Remember, the way you see yourself may not be the way your Marines actually see you.
[UNKNOWN]: Again, go back and listen to the last podcast.
[UNKNOWN]: As you study this self evaluation checklist that be honest with yourself, step back and see yourself as your marine see you.
[UNKNOWN]: How do you measure up as a leader?
[UNKNOWN]: And it's got, they got some pretty good things to judge yourself on bearing, setting and maintaining high standards and appearance and personal contact.
[UNKNOWN]: Do you do that?
[UNKNOWN]: Avoid excessive use of profanity, do you do that?
[UNKNOWN]: Controlling your temper, do you do that?
[UNKNOWN]: Keeping your word, do you do that?
[UNKNOWN]: So all these things are bearing again, these can fall right into the judgment thing that we covered on the last podcast.
[UNKNOWN]: Courage, taking risks in combat and in peace, acting calmly and firmly in stressful situations, standing up for what is right regardless of what others think.
[UNKNOWN]: Accepting personal responsibility for your orders and for your mistakes, making on the spots corrections of Marines who need correcting, allowing your subordinates do their best jobs and make decisions.
[UNKNOWN]: It mentioned temper there and it kind of seems like in the military this I don't know if it's perform it ever what but it kind of seems like Then again, I'm going off the movie.
[UNKNOWN]: I was gonna say this is your military assessment of military Hollywood movie
[UNKNOWN]: You know, like losing their temper, you know, like, you know, do the guy getting a little so much.
[UNKNOWN]: A few good man knows watching a good man in the other day.
[UNKNOWN]: And, you know, my man is losing his temper many times.
[UNKNOWN]: Yeah.
[UNKNOWN]: He was kind of dope to be honest with you.
[UNKNOWN]: Hollywood, Hollywood, Hollywood.
[UNKNOWN]: What was less than me lost your temper?
[UNKNOWN]: Including printers and facts machines.
[UNKNOWN]: Like, actually lost your temper.
[UNKNOWN]: Yeah, including.
[UNKNOWN]: I did have a printer failure.
[UNKNOWN]: I got a new printer, by the way.
[UNKNOWN]: And I made it work by myself.
[UNKNOWN]: That's why my wife was out of town.
[UNKNOWN]: So I was like in charge of IT.
[UNKNOWN]: Solid, solid.
[UNKNOWN]: It's been a long time, man.
[UNKNOWN]: Do you remember any instance that you've lost your temper even way in the past, or whatever?
[UNKNOWN]: It's been a long, long, long time.
[UNKNOWN]: I'll wait them for the other day.
[UNKNOWN]: What was it?
[UNKNOWN]: I only remember two times in my whole life that I lost my temper and what happened though.
[UNKNOWN]: Well, this is totally understandable.
[UNKNOWN]: I was at the park.
[UNKNOWN]: We were writing me in my son.
[UNKNOWN]: He's nine writing our bikes.
[UNKNOWN]: And it's a park where the dogs are allowed, but they got to be on the leash.
[UNKNOWN]: And some people, they take their dogs off the leash, which, you know, it's kind of one of those things where you take your dog off the leash, the thing my and its own business or you have full control of your dog, no one's going to like, we're a trip, right?
[UNKNOWN]: And it's not a super crowded park either.
[UNKNOWN]: It's actually super mellow.
[UNKNOWN]: This is kind of like just, this is kind of a standard park in San Diego, California.
[UNKNOWN]: Yep.
[UNKNOWN]: They all kind of like that.
[UNKNOWN]: Yeah.
[UNKNOWN]: They like understand.
[UNKNOWN]: You got a dog because I got a dog parks.
[UNKNOWN]: You know with my dogs.
[UNKNOWN]: You got a dog.
[UNKNOWN]: It's cool.
[UNKNOWN]: Like no one cares.
[UNKNOWN]: It's off the leash.
[UNKNOWN]: No everyone's all good.
[UNKNOWN]: Clean up after the dog for the love of God.
[UNKNOWN]: But yeah, it's pretty chill.
[UNKNOWN]: So you're in the standard kind of park.
[UNKNOWN]: Is it a high frequency dog park?
[UNKNOWN]: Nope.
[UNKNOWN]: It's like a
[UNKNOWN]: If you've got five dogs there, that's a crowd, okay.
[UNKNOWN]: And this is full, like, consider a whole football field size, okay, a huge.
[UNKNOWN]: So we go there, we ride the bikes up there, we play football and stuff like that.
[UNKNOWN]: And so we ride onto the park and this German Shepherd do, by the way, starts chasing my son on the thing.
[UNKNOWN]: And we don't know, like, with his mouth open at this point, I'm like,
[UNKNOWN]: We didn't know if the dog's like, what he's doing, you know, it's straight up chasing.
[UNKNOWN]: Yeah, for sure.
[UNKNOWN]: And my son's nine.
[UNKNOWN]: So he's scared.
[UNKNOWN]: This fucking huge ass black, you know, the ones with a black face.
[UNKNOWN]: Yeah.
[UNKNOWN]: They look extra scary.
[UNKNOWN]: Hey, bro, a German shepherd chasing a nine year old kid is not.
[UNKNOWN]: Is it is a horrific situation?
[UNKNOWN]: Yes.
[UNKNOWN]: That is like, there is a, there is a,
[UNKNOWN]: I don't want to put a probability of percentage chance on it.
[UNKNOWN]: There is a not small chance that this kid is about to get bit.
[UNKNOWN]: Now listen, what a person that has a crazy dog like that have it off the leash in the park, most likely not, but do dogs or dogs, dogs or animals.
[UNKNOWN]: Yeah, correct.
[UNKNOWN]: And I've never seen that guy before.
[UNKNOWN]: Oh, then that's damn cool.
[UNKNOWN]: Yeah, yeah, check.
[UNKNOWN]: Oh, I've never seen that doggy there.
[UNKNOWN]: And it had in black face and freaking German shabby.
[UNKNOWN]: And it's running chasing.
[UNKNOWN]: Not the guy in like, it chased for a little bit and then left.
[UNKNOWN]: It was chasing.
[UNKNOWN]: And my son's like, he put it on turbo and he's going.
[UNKNOWN]: He's trying to...
[UNKNOWN]: You know all the dogs chasing them chasing them and I'm like brothers dogs not stop it and like it's for real It might sound as slow the I can see me getting more scared and more scared I said hey follow me because he's kind of maneuvering out maneuvering the dog a little bit So I was like we'll go by by the owner and the owner will grab the dog I'm saying and my son by the time we got over to the owner He's scared it's this panic motor.
[UNKNOWN]: He just flies past the owner.
[UNKNOWN]: I stopped by the owner
[UNKNOWN]: And he flies past the dog, just keeps chasing him.
[UNKNOWN]: And to the point where I'm like, bro, Mike, he's going to crash.
[UNKNOWN]: That's how fast he's going.
[UNKNOWN]: He's going over bumps and all this stuff.
[UNKNOWN]: And so I'm like, oh, man.
[UNKNOWN]: So I'm yelling, I'm hey, he's like, stop.
[UNKNOWN]: Come over here and stop or whatever.
[UNKNOWN]: But he's already in panic, going.
[UNKNOWN]: And that when I felt, that's when I felt myself like, oh, shit, kind of like losing it or whatever.
[UNKNOWN]: So I fly over there.
[UNKNOWN]: The owner's running kind of next to me a little bit.
[UNKNOWN]: And he's like, why won't he stop?
[UNKNOWN]: to me about my son, your father.
[UNKNOWN]: Yeah, yeah.
[UNKNOWN]: And I was like, Brad, and I just cost him out.
[UNKNOWN]: We finally get there.
[UNKNOWN]: The dog stopped because another person was coming with their dog and the dog kind of maneuvered and the lady was like, to my son, he was like, is that your dog?
[UNKNOWN]: What the hell's up with your dog?
[UNKNOWN]: He's like, no, this dog is just chasing me or whatever.
[UNKNOWN]: And she's like, oh my gosh, in the dog's kind of.
[UNKNOWN]: And the owner runs over there whatever and he's like saying this and that he's like, oh, he has a prey drive and all this stuff and I did lose my temper, just cost the guy out and he's like doing some weird stuff like he's basically Like so he's just been weird, you know, like kind of like he's trying to control his temper whatever it was kind of let's use a scene for sure And then he was like he kind of calmed down and he was like all you want me to leave and you know, I told him bunch of stuff like yeah, I see you failed to observe the old leash or whatever
[UNKNOWN]: All this stuff like control your dog kind, you know like, but you can't like we've been coming to this park for like 15 years Before my son was even bored and Freaky and he comes up there with his freaking dog freaking chasing everybody all this stuff.
[UNKNOWN]: I can't control his dog You know really has no you should not have been there.
[UNKNOWN]: You know kind of a thing, but anyway, it was super ugly and I remember thinking Dang I don't think I remember you say you lost your temper.
[UNKNOWN]: Yeah, yeah, you know I was was was was any of that
[UNKNOWN]: Was any of that performative?
[UNKNOWN]: No, that's the thing.
[UNKNOWN]: And I've done a performative thing.
[UNKNOWN]: Okay.
[UNKNOWN]: Oh, thank you.
[UNKNOWN]: At the club?
[UNKNOWN]: Oh, hell yeah.
[UNKNOWN]: Oh, you were a bouncer.
[UNKNOWN]: Yeah, yeah.
[UNKNOWN]: Yeah.
[UNKNOWN]: The performative.
[UNKNOWN]: Temporary.
[UNKNOWN]: No, this was the kind of like I for real afterwards.
[UNKNOWN]: I was like I was like out of control because I was ready to fight that Yeah, I did a performative Temporaloss like like I remember one time in the seal teams like some somebody did someone I was like Okay, they and I had already talking about it and I was like oh, and then as I was talking to him They were like acting like this was no big deal and I was like oh time for me to performatively lose my temper
[UNKNOWN]: Yeah, it's, that's way different to me.
[UNKNOWN]: Yeah, that's why that's why I asked you to specify because if you were just then it's still, that's not losing your temper.
[UNKNOWN]: Yeah.
[UNKNOWN]: To perform normally yelled someone like that's not losing your temper.
[UNKNOWN]: But yeah, you uncontrollably like to start yelling.
[UNKNOWN]: Yes, dude.
[UNKNOWN]: Yeah, and swearing itself, which was weird because I remember thinking like You know how you almost have this weird out of body experience like I'm like, bro, I'm Cussing this guy out like Full volume and my son was like right there.
[UNKNOWN]: He was happy.
[UNKNOWN]: He was like freaking.
[UNKNOWN]: Yeah, freak this guy Freak his dog like and then finally after everything calm down.
[UNKNOWN]: He's like
[UNKNOWN]: It's like, well, you want me to lead you on me to take them away or whatever, like take the dog away, you know, and I said, yeah, and then he like kind of got his How big it was, dude.
[UNKNOWN]: He was like tall.
[UNKNOWN]: Scrap would have been good scrap.
[UNKNOWN]: Oh, I don't know.
[UNKNOWN]: I don't know if he was trained, but if he was untrained, no, no, I would have smashed him.
[UNKNOWN]: Easy, easy money.
[UNKNOWN]: I wasn't worried about that.
[UNKNOWN]: It's been a long time since I legitimately lost my temper.
[UNKNOWN]: I'm thinking too if I, I'm thinking it's not going to be towards humans.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: Yeah.
[UNKNOWN]: Like I think, like maybe I was, you know, doing something with some piece of gear and be like, I'm doing.
[UNKNOWN]: Yeah.
[UNKNOWN]: Like even that is pretty rare, but I'm more apt to do that than like,
[UNKNOWN]: then have a person make me mad.
[UNKNOWN]: Yeah, I agree with you so much because most of the time, I feel like when people
[UNKNOWN]: elicit or I don't know if they do some behavior that causes maybe a normal protocol normal person whatever that even means uh to lose their temper I feel like you kind of win when you don't lose your temper actually really like the front running feeling that I have or whatever um the only time I think and I think this kind of goes for everyone no matter kind of who you are this is the formula is like when you feel like you're out of control of the situation when you have lost control of the situation
[UNKNOWN]: Then you lose your temper and some people when they have like short tempers or whatever I feel like this generally speaking they don't have control over their situation You know kind of make just mentally, you know kind of thing it always comes off like that anyway So yeah, yeah, like with people It's not very hard to just act right in life Yeah, to me anyway, so when people are not like not acting right and maybe my cause of the people lose their temper I'm like, for this is just a person not acting right, you know kind of thing, but that dog
[UNKNOWN]: And the thing just wouldn't stop and like I said like I thought he was going to get really hurt whether it be from the dog or crashing Yeah, if you crash then the dog bites him.
[UNKNOWN]: Oh, yeah, it was not good at all.
[UNKNOWN]: Yeah, it was a little little emergency scenario And then the guy like yeah when he would yell at and he was yelling at my son kind of like we were doing something wrong and he's the one that kind of you know like it I think and this is in hindsight
[UNKNOWN]: You know, I've had, you know, weird, weird people yell at me or whatever, you know, whatever is traffic or whatever, you know, I'm trying to think, oh, I ran by someone and they were like, as if they were going to die.
[UNKNOWN]: Oh, actually, I know what it was.
[UNKNOWN]: It was during COVID.
[UNKNOWN]: And I was on a run, and like I was not wearing a mask or following a social distancing, right?
[UNKNOWN]: And I was running on a cliff area.
[UNKNOWN]: And as I was running like there was a guy.
[UNKNOWN]: Dude, I mean, I'm out running, and this dude has three masks on in a face shield or whatever.
[UNKNOWN]: And I didn't really, I was just like, kind of weirdo.
[UNKNOWN]: And as I'm running, like, he, he thought I had bubonic plague that was going to cause instant death.
[UNKNOWN]: If I went by him, and he, like, kind of freaking tried to scramble to get six feet for me.
[UNKNOWN]: And then you know, I heard the
[UNKNOWN]: I just kept running, you know?
[UNKNOWN]: I wasn't like, I didn't even respond.
[UNKNOWN]: I don't even think I respond to people.
[UNKNOWN]: Like, I don't think I even respond.
[UNKNOWN]: Like when I'm driving in, I do like someone like whatever, something happens and someone asks me, I literally just completely ignore them and just keep doing whatever I'm doing.
[UNKNOWN]: Someone's going to have to like, someone's going to have to pit maneuver me, you know?
[UNKNOWN]: Just freaking knock for me to get me to respond to them.
[UNKNOWN]: Yeah, even then I probably like re-attack.
[UNKNOWN]: Yeah, yeah, I mean, yeah, I'm with you and I think just because I was, I was always Malone or whatever.
[UNKNOWN]: Like it's not that serious.
[UNKNOWN]: Most things in my life is I have thankfully not been that serious.
[UNKNOWN]: So yeah, the brother, the performative loose temper thing or whatever I did that one is for, you know, the, you know, Terry, right?
[UNKNOWN]: Big sexy use there.
[UNKNOWN]: And this guy kept like, you know, people, okay, you ever had a loud talking ever heard that expression like like like instead of me telling you I feel all just say it over here off to the side and make sure you can hear it because it's almost like this in between or confrontation.
[UNKNOWN]: So it was like he was kind of doing that, but in a weird way where he was talking to me, talking about, I'm from Chicago and I'm this and I'm that, but not in a way that was saying, therefore, I do something to you, but he's saying it to me and he kept getting closer and closer and like kind of bumping me or whatever.
[UNKNOWN]: And it was just more annoying than anything, but yeah, I wasn't looking my temper at all, but then I was just kind of tired of it or whatever, and then yeah, I like acted like I lost my temper.
[UNKNOWN]: Okay, you just reminded me of something.
[UNKNOWN]: This wasn't a temporal loss, but it was, I was, I began as loud talking.
[UNKNOWN]: Me.
[UNKNOWN]: You were loud talking.
[UNKNOWN]: I was loud talking.
[UNKNOWN]: So I'm on a hike with my family.
[UNKNOWN]: Oh, your sanity.
[UNKNOWN]: Oh, yeah, yeah, yeah, we get to the most beautiful place both of them up like what hey, I'm not kidding One of the most beautiful places on planet earth And it took you know four hours to get their hiking kids, you know everyone's hot tired We'll get up there.
[UNKNOWN]: There's a beautiful like a
[UNKNOWN]: You know, it's part of the waterfall scenario, but the water wasn't running too hard, so it's just a magic majestic swim.
[UNKNOWN]: We're gonna go swim and we find a nice little spot.
[UNKNOWN]: And we kind of set up there, we're gonna, you know, gonna go go in the water and everything.
[UNKNOWN]: And all of a sudden, I smell just smoke, cigarette smoke.
[UNKNOWN]: And sure enough, not eight feet away on the other side of like a rock.
[UNKNOWN]: There's this freaking family or not family, but a group, and they're from Europe.
[UNKNOWN]: And they're all just sitting there smoking cigarettes.
[UNKNOWN]: And I just was like, you know,
[UNKNOWN]: Hey, I'm like, oh, that's great.
[UNKNOWN]: That's beautiful.
[UNKNOWN]: Hey, can you blow some of that over?
[UNKNOWN]: I was just doing that kind of shit because it really, it really was a bummer.
[UNKNOWN]: Yeah, yeah, yeah, yeah.
[UNKNOWN]: And yeah, and then I crawled over the rock and I like sat down next to him and I started doing like whet, whet, whafting smoke.
[UNKNOWN]: I was like, oh, this is so nice.
[UNKNOWN]: This is beautiful.
[UNKNOWN]: I love this carcinogenics just into my look.
[UNKNOWN]: Can you blow that towards me a little bit more?
[UNKNOWN]: And these people were meant to mean while our horrified.
[UNKNOWN]: like they might get chopped up and thrown into the river themselves, but I was definitely, I didn't like lose my temper, but I was really, I was, I was, I was really, like, pissed.
[UNKNOWN]: I was like, are you serious right now?
[UNKNOWN]: You guys traveled up here, you traveled, you walked up here and you're gonna sit here and smoke a smoke four cigarettes in a group.
[UNKNOWN]: Are you serious right now?
[UNKNOWN]: Yep.
[UNKNOWN]: That piss me off.
[UNKNOWN]: Yeah, like a like an
[UNKNOWN]: It seemed like I could find a way where slapping them all would be appropriate.
[UNKNOWN]: Like, you know what I mean?
[UNKNOWN]: I didn't do it, but I could see like walking up to me, like take a cigarette out of the mouth, smack him in the face.
[UNKNOWN]: Like, you're so lost.
[UNKNOWN]: In what you're doing right now, that you should remember this and you need this spanking right in your face I didn't do it.
[UNKNOWN]: I'm not going to provoke this you know physicality like all that stuff, but maybe that would have been the right thing is it's just like hey slap turn around slap turn around slap turn around slap and then put out their cigarettes on their faces no on the on the ground can be like this is a no smoking area.
[UNKNOWN]: That would have been good, right?
[UNKNOWN]: This is the most lucky area.
[UNKNOWN]: After I, and I told you about my one friend that took a guy's cigarette from his mouth and shoved it up as no.
[UNKNOWN]: Yeah.
[UNKNOWN]: So like that would have been a little over the top.
[UNKNOWN]: Yeah, little bit.
[UNKNOWN]: That guy dropped when that friend of mine did that.
[UNKNOWN]: That guy dropped as if he'd been shot in the head with a 300-way lag.
[UNKNOWN]: Just like boom, just fell to the ground.
[UNKNOWN]: Oh, like, like, it was just so reactive when my friend took the cigarette out of his mouth and in the most Bruce Lee, right up his nose, direct it.
[UNKNOWN]: Oh, brother, what's the painful part of your nose?
[UNKNOWN]: The dude just collapsed.
[UNKNOWN]: Yeah, that's weird.
[UNKNOWN]: So interesting.
[UNKNOWN]: Yeah, don't lose your temper.
[UNKNOWN]: Yeah, the if you can avoid it.
[UNKNOWN]: I understand Brother that any I remember that story, too, and I was like, bro, I feel you so much because Like certain things are like and it's kind of one of those things where it makes you even more frustrated that it's kind of that
[UNKNOWN]: Gray area, you know like if something is a clear violation you know you can go over there and be like hey You can handle it in whatever way you can be nice about it You can be mean about whatever.
[UNKNOWN]: It's all justified very clear cut in dry You're saying but it's like one of those things where people are just flagrantly ruining your time and kind of a lot of other people's time And it's like shoot and what do I do and you just do it kids to it kids for a little kids They're breathing hard and here we are
[UNKNOWN]: So breathing and it's not cool.
[UNKNOWN]: We can tar.
[UNKNOWN]: Check.
[UNKNOWN]: Decisiveness, studying your alternatives and making the best possible course of action, obviously picking alternatives and making decisions quickly, and I make a recommendation use the iterative decision-making process, knowing when not to step into making decision, important quality.
[UNKNOWN]: Dependability, being places on time, or when you say you will be there and meeting deadlines for tasks that you've been ordered to total to do, completing the sustainability.
[UNKNOWN]: endurance, maintaining mental and physical stamina, having the ability to perform your duties under stress and for prolonged periods of time, had a good level of that, very lucky.
[UNKNOWN]: It has to be somewhat genetic to just be able to stay awake and keep going for a long time.
[UNKNOWN]: That's definitely respected and it's something that you, I think I don't know if you can
[UNKNOWN]: Yeah, you know what I mean like it's time to lock in.
[UNKNOWN]: I this is my hypothesis about it where if you Form formal or informal if you kind of teach yourself or train yourself to disregard your lack of sleep to just kind of disregard it And really truly Regarding it as a non-factor you can do it
[UNKNOWN]: There's been times where you've come to record the podcast and you've been like, after the podcast, you said, yeah, I got an hour and a half, or I didn't sleep last night.
[UNKNOWN]: So even echo Charles, you know, it could be like, all right, I'm just going to walk in.
[UNKNOWN]: Right.
[UNKNOWN]: So in the within the past, I'd say three years maybe, whatever.
[UNKNOWN]: for various reasons, I came up with that hypothesis, that like, because sometimes I'll forget that I didn't get good sleep, and I'll be like, ah, I don't really don't feel like working out, but whatever I work out, that's what I do, you don't whatever, how I feel, and I'll work out, and then I'll remember, oh wait, I didn't get good sleep.
[UNKNOWN]: but it wasn't a factor during the workout.
[UNKNOWN]: It did the full workout.
[UNKNOWN]: After full effort, like the whole thing, seems same.
[UNKNOWN]: So if lack of sleep was really that bad, I don't think I would have got the workout.
[UNKNOWN]: And it's happened many, many, many times.
[UNKNOWN]: And you know, sometimes I'd forget that I didn't get good sleep, sometimes I'd remember and just disregard it.
[UNKNOWN]: If you're like, no, we're still working out, we're still doing this thing, whatever.
[UNKNOWN]: And it's one of those things where and I actually read this where if you, you can trick yourself into thinking you got rest.
[UNKNOWN]: And you can trick yourself into thinking you didn't get good rest.
[UNKNOWN]: So like if you're like, um, oh, yeah, I can't really function with five hours of sleep if you tell yourself that your body kind of accommodates you But if you're like, oh, I don't care.
[UNKNOWN]: I don't like you know factor kind of a thing.
[UNKNOWN]: Yeah, and then over time Then it's truly no factor.
[UNKNOWN]: Yeah, something literally no factor.
[UNKNOWN]: Yeah, maybe it that maybe that's why I'm at Yeah, it's for so long.
[UNKNOWN]: I was like no factor.
[UNKNOWN]: Maybe maybe I made that my identity and therefore it's just like who I am.
[UNKNOWN]: I thought that before
[UNKNOWN]: But I have seen friends of mine that when they get tired, it's a breakdown.
[UNKNOWN]: It's like, it's like, it's a breakdown.
[UNKNOWN]: I have literally been like that in my lifetime for a long time, for sure.
[UNKNOWN]: And it's like I have convinced myself, no, no, no, I need to go take a nap.
[UNKNOWN]: I need to get my that one to hours sleep then, otherwise I can't function.
[UNKNOWN]: I've like consciously thought that before.
[UNKNOWN]: Or now you decided otherwise.
[UNKNOWN]: No fact, there.
[UNKNOWN]: No fact.
[UNKNOWN]: But yeah, the only concern about not getting enough sleep is the health stuff.
[UNKNOWN]: Yeah, yeah, you're so okay.
[UNKNOWN]: If everyone, if you're freaking out right now, get sleep, sleep is good for you in the book.
[UNKNOWN]: Later in the book, just when it goes for you and field manual, I said get sleep.
[UNKNOWN]: Rest is good for you.
[UNKNOWN]: Gotta recover all that stuff.
[UNKNOWN]: But if you've got to push through some shit, you can make it happen.
[UNKNOWN]: No, no, no, no big deal.
[UNKNOWN]: You're gonna die.
[UNKNOWN]: You're correct.
[UNKNOWN]: I think, yeah, and that's why I think yours is genetic because you don't have health issues.
[UNKNOWN]: Yeah, and there's been times where I've been like, oh, whatever situation I'm in, don't, don't.
[UNKNOWN]: I can sleep until whenever, and usually like six hours of sleep, you know, go to bed at 10, wake up at 430 in the morning.
[UNKNOWN]: That's whatever, six and a half hours of sleep.
[UNKNOWN]: That's kind of what I need.
[UNKNOWN]: So yeah, good to know, enthusiasm, what a good quality.
[UNKNOWN]: Right, consistently communicating a positive attitude to your Marines.
[UNKNOWN]: Never complaining in front of your Marines about they or the system.
[UNKNOWN]: Praising your Marines' success, explain to your Marines where why they must perform task-expected them of them in terms they can understand except, do just be positive, just be positive.
[UNKNOWN]: It's so easy to reframe things positively.
[UNKNOWN]: I think there's a saying of like, good.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: So things went wrong, good.
[UNKNOWN]: We got an opportunity.
[UNKNOWN]: I think that's a real thing that you can really do.
[UNKNOWN]: Initiative, you know, take action.
[UNKNOWN]: Be a self-starter, plan ahead.
[UNKNOWN]: Always look to improve things integrity, telling the truth to both your superior and your Marines.
[UNKNOWN]: Yep.
[UNKNOWN]: Using your authority as a commander to work toward the mission accomplishment, not personal gain or glory.
[UNKNOWN]: Yep.
[UNKNOWN]: Encouraging honest and open communication in your company.
[UNKNOWN]: You kind of just glossed over that self-starter thing.
[UNKNOWN]: I truly do believe that's a heart of thing for most people.
[UNKNOWN]: Oh, 100%.
[UNKNOWN]: Yeah, then it sounds like self-starter is what?
[UNKNOWN]: Are you a self-starter for?
[UNKNOWN]: Yeah, all day I'm brown, no we're not.
[UNKNOWN]: Put the most of us are not.
[UNKNOWN]: And most of us know that it's like, when you just think about it for a second, it's hard to like.
[UNKNOWN]: Self-start.
[UNKNOWN]: It is a big deal when you got self-starters, man.
[UNKNOWN]: It's so nice on your team.
[UNKNOWN]: Good.
[UNKNOWN]: Just, just problem up and let them run.
[UNKNOWN]: Yeah.
[UNKNOWN]: Because most people you're saying are not in your right.
[UNKNOWN]: Yeah.
[UNKNOWN]: Most people are not.
[UNKNOWN]: It's not normal.
[UNKNOWN]: Judgment.
[UNKNOWN]: Being able to weigh facts and get solutions.
[UNKNOWN]: Taking all sides of an issue into consideration before making a decision that a
[UNKNOWN]: being a calm, but not just calm, but being level-headed, right?
[UNKNOWN]: Not getting swayed by this or that.
[UNKNOWN]: That's what we're doing.
[UNKNOWN]: Just good solid judgment.
[UNKNOWN]: Knowledge, making sound tactical decisions, doing all duties well, showing your marines how they should perform their duties, recognizing correcting inadequate performance of your rinse.
[UNKNOWN]: Listen, are you always gonna be able to do some job that someone else does better than them?
[UNKNOWN]: No, you're not.
[UNKNOWN]: You're not.
[UNKNOWN]: This isn't saying you got to be able to do the job better, right?
[UNKNOWN]: But you better at least know about the job that they're doing.
[UNKNOWN]: Tact talking with your Marines, not at them.
[UNKNOWN]: There's a third time we're seeing that.
[UNKNOWN]: Speaking to your Marines with the same respect that you would expect.
[UNKNOWN]: Hmm.
[UNKNOWN]: Remember that one?
[UNKNOWN]: Treat people with respect.
[UNKNOWN]: So,
[UNKNOWN]: I've been thinking about this a lot lately so that notion but with your kids so a lot of people and it's subtle sometimes and sometimes it's like right but a lot of times we don't talk to her I try to but we don't talk to our kids the way we would want people to you know like you're like people are not polite to their kids sometimes I'm gonna tell you right now
[UNKNOWN]: I'm going to tell you right.
[UNKNOWN]: You're 100% right.
[UNKNOWN]: The trust lesson respect, influence, and care that I teach for building relationships with employees, with bosses, with adults, with peers, with all those people, it 100% 100% is applicable to your kids.
[UNKNOWN]: And for some reason, we carve out kids and be like, oh, no, that doesn't apply to them.
[UNKNOWN]: It 100% applies to them.
[UNKNOWN]: You want your kids to treat you with respect, treat them with respect.
[UNKNOWN]: You want them to listen to you, listen
[UNKNOWN]: You want them to have influence over them?
[UNKNOWN]: You better allow them to influence you.
[UNKNOWN]: If you do this, it is going to be infinitely better.
[UNKNOWN]: If you think you can command respect because you're the dad, nope.
[UNKNOWN]: You can ask sure you can force them to do the dishes.
[UNKNOWN]: They'll be pissed at you.
[UNKNOWN]: This is a kid that's going to end up freaking doing things that they shouldn't be doing.
[UNKNOWN]: Yeah.
[UNKNOWN]: When you're not around to impose your will on them,
[UNKNOWN]: but if you teach them those good values, and you do that by building a good relationship, they're going to emulate your values.
[UNKNOWN]: And how you talk to people, how you, you know, like probably, it's that's something that I'm so glad that I listened to.
[UNKNOWN]: What probably did this thing, since the beginning, I don't know.
[UNKNOWN]: I mean, so far so good, but you never know.
[UNKNOWN]: So my kids always and they still do it.
[UNKNOWN]: Literally since they're super small until now, they'll be like, hey,
[UNKNOWN]: I was like, bro, it's like, in theory, nothing because anything you do is my fault, like something I did or failed to do is like, it's kind of my fault.
[UNKNOWN]: So I'm saying, I was like, and they're like, what?
[UNKNOWN]: Really?
[UNKNOWN]: What about?
[UNKNOWN]: And they think of stuff I was like, yeah, but you think you would ever do it, like, what if I stole something from the store?
[UNKNOWN]: I was like, would you ever steal something from the store?
[UNKNOWN]: They're like, don't wait.
[UNKNOWN]: So it's kind of like, you know, it's like one of the, like I said, I don't know, maybe I didn't think it fully through, but I've maintained it and so far so good like the end and they kind of like trust me, you know, when they make a mistake or they do something they think is bad or what it's really my daughter, like she'll be like Let's say she's on a group chat or something and I'm like, oh, who are you talking to and then she won't mention maybe one of the, this actually happened in the past she didn't mention one of the people on the group chat just because I don't know, maybe else
[UNKNOWN]: Maybe didn't she believe that maybe I didn't want her to talk into this person I'm just her friends whatever just her innocent mind whatever she'll she'll omitted that person And then if you'd like hours later she's like she tells her mom like oh
[UNKNOWN]: Oh my gosh, I didn't tell that I lied and she's like, oh, I'll say that you can't see her.
[UNKNOWN]: I was like, actually good on you, you know, for that, because like lying by omission is the actual thing, but she came on her own.
[UNKNOWN]: It's not like mom told me that I was like, hey, you didn't, you know, it wasn't that, you know, she kind of on her own for getting told on herself because she didn't feel right about it.
[UNKNOWN]: Yeah.
[UNKNOWN]: And it was like getting to her.
[UNKNOWN]: Yeah.
[UNKNOWN]: It feels like right?
[UNKNOWN]: Yeah, there you go.
[UNKNOWN]: It's funny, my kids would like tell me.
[UNKNOWN]: something, you know, something that was, you know, there's something we do a party in, people were drunk or whatever.
[UNKNOWN]: And they wouldn't tell necessarily my, their mom, my wife, they gauge, you know, because she might be getting a little bit more hectic on.
[UNKNOWN]: Right, right, right, right.
[UNKNOWN]: You know what to mean?
[UNKNOWN]: But I would be like, oh, yeah, you know, even to the point where I'd be like, oh, anyone throw up right there.
[UNKNOWN]: She was like stumbling and they would kind of tell me what was up and so that's because you know the trustless and Respect and full and sink here.
[UNKNOWN]: Yeah, and yeah, if if if you earn their trust if you think you're earning their trust by freaking out when they tell you something like that doesn't It's not a good move.
[UNKNOWN]: Yeah, not a good move.
[UNKNOWN]: Yeah, even like the day to day stuff where
[UNKNOWN]: And this is just what I noticed, and I'm not judging at all, and what I know means I'm saying, I'm like, the greatest pair of nothing like this.
[UNKNOWN]: But like, you know, just your normal day-to-day telling your kids to do stuff, you know, whether it be chores or brush your teeth or
[UNKNOWN]: you know it's bedtime whatever the normal stuff or whatever like I feel like a lot of times all-witness parents talk to the kids like kind of more mean than they would someone else you know like their friend or something like what if you're like hey hey take out that trash that trash has been sitting there for a while would like would you ever talk to your friend your neighbor or you're like that you know or would you just sort of nicely playly remind them usually you probably probably politely remind your neighbor or your coworker or whatever but meanwhile
[UNKNOWN]: Yep, the thing that's I think is very scary right now.
[UNKNOWN]: It probably always has been scary, but not quite as scary is If you don't have a good relationship with your kids, your kids are gonna have a good relationship with Some one or something else, right now the amount of Brainwashing
[UNKNOWN]: that is available through the interwebs is psychotic.
[UNKNOWN]: It is truly psychotic.
[UNKNOWN]: And some of the people, some of these kids that have been brainwashed, it's horrific to see.
[UNKNOWN]: It's really truly horrific to see.
[UNKNOWN]: To see, look, dude, kids are kids are going to do kid shit, right?
[UNKNOWN]: And you've got to recognize that kids are going to do kid shit.
[UNKNOWN]: But if people can be absolutely manipulated, their kids, they're 12, they're 15, they're 13, they're 18, they're 9, those are impressionable brains.
[UNKNOWN]: So I haven't really had to deal, I didn't have to deal with it so much.
[UNKNOWN]: You know, looks some of the horror, some of the horrific stories that you hear of
[UNKNOWN]: through online social media is really horrific to see.
[UNKNOWN]: And if you don't have a good relationship, you probably won't see it until it's too late, as they say.
[UNKNOWN]: Because there is a lot of evil out there.
[UNKNOWN]: And kids are the victims.
[UNKNOWN]: And kids are not just the victims.
[UNKNOWN]: Kids are like the...
[UNKNOWN]: They're the goal.
[UNKNOWN]: It's the goal.
[UNKNOWN]: It's the it's the fertile ground is a kid a nine-year-old kid a 10-year-old kid a 11-year-old kid a 15-year-old kid Those kids become radicalized and It's horrific to see and so if you're not building your kid
[UNKNOWN]: And we know what comes with a good relationship with your parents, confidence, you get that value system, you kind of understand what's right and wrong, like all those things are so critical.
[UNKNOWN]: And what's scary right now is, you know, if your kid is nine years old in the 80s, they go out, look, you can't monitor everything that they're doing.
[UNKNOWN]: By the time they're, you know, 13, 14, 15, like when I was 14 years old, I was going to New York City.
[UNKNOWN]: on my own, going to hardcore shows.
[UNKNOWN]: Like, I'm actually kind of surprised I did that shit.
[UNKNOWN]: You know, that my parents were like, oh, whatever.
[UNKNOWN]: I mean, taking the train by myself to New York City and then going to freakin' Hell's Kitchen, going to CBGBs and there's crazy, it's crazy.
[UNKNOWN]: At that time, man, you could, it was, I don't know if this exists, but when you would walk through Times Square,
[UNKNOWN]: Every five steps that you took.
[UNKNOWN]: I'm not kidding.
[UNKNOWN]: Someone would say Coke drugs pot weed hookers like I'm not kidding He was freaking nuts dude and hold her yet this this is the late eighties So I'm in my teens, you know, probably between the ages of I mean I was definitely I was going down there before I could drive so I'm 15 and under and
[UNKNOWN]: You know, you, you, if you don't have those kind of pre-standing values, then you go into the world and it can be problematic.
[UNKNOWN]: But I had to be released to the world.
[UNKNOWN]: Nowadays, the world is in your pocket, the world is in the computer.
[UNKNOWN]: And so all this evils out there, trying to get into kids' heads, trying to lead them down a bad path, and it's very horrific to see.
[UNKNOWN]: It's really horrific to see what kids can turn into, and you know, it's funny because
[UNKNOWN]: the, you know, what was it, heavy metal was being, you know, it's satanic and stuff and it's evil and all that and then they put the warnings on the record labels from Al Gore's wife Tipper Gore was this big thing and explicit labels and all that made was the kids like, okay, this is the album I want now.
[UNKNOWN]: But think of a, they thought that like a song was gonna, you know, manipulate a kid's brain.
[UNKNOWN]: Now you get a kid that is interacting with another human whose goal it is to manipulate people.
[UNKNOWN]: And I've been trying to find some better information on brainwashing.
[UNKNOWN]: You know, I think we did a couple underground episodes about brainwashing.
[UNKNOWN]: Maybe I'll revisit some of those documents but it's If when you see it Look Pete look kids people can be convinced kids kids are called when I was a kid
[UNKNOWN]: there was people that got into cults that I knew and their parents had to go and get them they would kidnap the kids back and get them deprogrammed.
[UNKNOWN]: This is scary, and it's probably happening at a scale now that is much, much larger than it used to be once again because back in the 80s, for me as a cult leader to find someone, I had to go and physically find them on the street somewhere.
[UNKNOWN]: Now I can just access them through their phone.
[UNKNOWN]: So it's really disturbing.
[UNKNOWN]: And we've got to be, this is why we have to build good relationships with your kids.
[UNKNOWN]: And your kids have to have the, I got asked the other day on an interview.
[UNKNOWN]: Like, oh, you, this is kind of the, you know, the, the standard kind of Jocco joke of like,
[UNKNOWN]: Hey, you know, I loved I can't imagine what you would do to a guy that was coming to date your one of your daughters And he said, well, how would you treat someone?
[UNKNOWN]: How did you treat someone like that?
[UNKNOWN]: And I was like, well, quite frankly, my daughters can handle themselves.
[UNKNOWN]: They have strong values.
[UNKNOWN]: They're strong minded and they did just too.
[UNKNOWN]: And I'm not I've told my girl since day one.
[UNKNOWN]: I'm not always gonna be there.
[UNKNOWN]: I don't have to look over your shoulder Make sure that you're being treated correctly.
[UNKNOWN]: You will be treated correctly.
[UNKNOWN]: And if you're not you'll stand up for yourself I says I don't have to do I guard my daughters my daughters guard themselves
[UNKNOWN]: You want to get heel hooked, you want to get a straight kneelock, but that's the thing is the way this is done is by developing those strong relationships.
[UNKNOWN]: And by the way, this is what they're talking about the Marines and the Army when you have a Marine.
[UNKNOWN]: 18-year-old Marine like what kind of relationship does he have with his with his platoon leader with his platoon sergeant and if his platoon sergeant is okay we're Marines we don't do this we don't do that we just have to example like all those things but they're making the right decision how in town if their platoon sergeant is like hey we're Marines we party we drink which by the way when I got the seal seems that's what it was that's what we do and I was like okay that's what we do I was like on board I was brainwashed you know hey like this is what we do okay this is what we're doing yeah
[UNKNOWN]: You know, that's what we're doing.
[UNKNOWN]: We're, we're getting drunk.
[UNKNOWN]: We're going to party.
[UNKNOWN]: That's what we're doing.
[UNKNOWN]: Okay.
[UNKNOWN]: That's what we're doing.
[UNKNOWN]: Nope.
[UNKNOWN]: So what you do when you build a relationship with your kids get the right values in place.
[UNKNOWN]: And again, am I saying that you necessarily need to force those values down your down the throat?
[UNKNOWN]: And oh, no.
[UNKNOWN]: I will tell you the same thing that I told you about when I never have like a command philosophy like Seth had.
[UNKNOWN]: And it's because people knew me, they already knew my reputation.
[UNKNOWN]: They weren't gonna be like, oh, are we in a train hard like, no, no, they knew it.
[UNKNOWN]: And my kids was kind of the same way.
[UNKNOWN]: I never like sat them down.
[UNKNOWN]: I did have, I'll try and find it.
[UNKNOWN]: I did have like a way of the willings or something like that.
[UNKNOWN]: Hell yeah.
[UNKNOWN]: But it ended up being way of the warrior kid like with the cold the warrior kid coat is if is what that became But I never I shouldn't say I never I even though I put I wrote that one time like for my kids But I wasn't like hey here's the rules and like the wheeling I didn't I kind of wrote it and just like hey guys This you know, I don't even know if I haven't really been reviewed it But they knew they knew they knew like oh we need to get really good grades
[UNKNOWN]: I never said, like, you need straight days.
[UNKNOWN]: No, they just did it.
[UNKNOWN]: I never said, hey, you can, you know, you, you need to work hard.
[UNKNOWN]: Never said that.
[UNKNOWN]: They just did it.
[UNKNOWN]: So you have this, and I, and you're actually a good example of this where yeah, like shoving values down your kids throw to whatever, like as you've said many times, like that's not how it works and really put real simply.
[UNKNOWN]: Simply, if you can provide an environment with consistent values displayed,
[UNKNOWN]: What you're for and against or should I say what you're against and for to you know You can't just be like, hey, we're the willings.
[UNKNOWN]: We don't do XYZ mean while you're not really shedding light on what you do Yeah, or you're saying we don't do these things, but you're doing exactly right or sometimes doing them and sometimes not Yeah, so saying it's wish you washi, but
[UNKNOWN]: Yeah, you don't have to have a list of values or whatever.
[UNKNOWN]: If you're living the list of values every single day, you should say, so like, um, and this is usually how it works to where, um, like, it's, I know it is fun when we talk about your girls, where it's like, oh, yeah, they might get you hooked at whatever.
[UNKNOWN]: That's usually not what it looks like.
[UNKNOWN]: It's usually like when a guy will, like,
[UNKNOWN]: enter their life that is like substandard to their values whatever they simply will steer clear up just naturally They won't have to put on this big show of rejection.
[UNKNOWN]: It's not that they just like they're in it They don't gravitate towards me.
[UNKNOWN]: It's like if you mean you were cruising or I were walking I don't know down the street, you know, we're in some restaurant
[UNKNOWN]: And we see some homeless people doing drugs.
[UNKNOWN]: We're not going to be like, hey, let's go see what they're up to.
[UNKNOWN]: That looks like that's fun.
[UNKNOWN]: We're like, no, I'm just going to steer clear of the homeless people.
[UNKNOWN]: I'm just going to be saying extreme examples of how that works.
[UNKNOWN]: So you get like, you know, any girl younger with good, strong moral values or whatever, this bad boy, you know, player, dude or whatever, he's not really going to show up on her radar as an attractive thing.
[UNKNOWN]: soon saying and even if he does by looks like he immediately will go off the radar because it's like you just sort of steer clear because it's not like what you're attracted to in life you know you're right you're right and again I want to I want to I want to restate this I don't I said that I never really I never had like the the command philosophy for my guys I never really had like hey this is the this is what we're doing well like this
[UNKNOWN]: I-I'm not saying that that's bad.
[UNKNOWN]: I-I'm just saying I simply didn't do it.
[UNKNOWN]: I think that I had, you know, sort of a strong underlying tone in my existence.
[UNKNOWN]: Consistent.
[UNKNOWN]: Yeah.
[UNKNOWN]: That-that-that said that.
[UNKNOWN]: If I was listening to this podcast right now and I had a three-year-old and a five-year-old, I would be like, oh no, no, okay, we're right in the code.
[UNKNOWN]: I would get the way we were going to make this for us.
[UNKNOWN]: And we're going to start to, again, we're going to start to live it.
[UNKNOWN]: Not to dictate it to your kids, not to cram it down the throat, but this is what we're doing.
[UNKNOWN]: And when your kid goes, Daddy, why can't we get, you know, why can't I get some ice cream?
[UNKNOWN]: You know you don't say cuz we have to get into the code you go well.
[UNKNOWN]: Let's let's talk about what that does to your long term Yeah, and if you really want ice cream tonight, you can get ice cream tonight Cool, but let's think about low.
[UNKNOWN]: You know having Living it and being able to convey it in a way that makes sense.
[UNKNOWN]: This is just good
[UNKNOWN]: That's what I would recommend.
[UNKNOWN]: And the consistent part, as you remember, a long time ago with us, we were talking about some Sarah Armstrong who was like consistency.
[UNKNOWN]: As she's a her parents or her kids or adults, like mine, but that's one thing that she talked about was, hey, it's about consistency.
[UNKNOWN]: It's kind of like training a dog.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: Like with a dog,
[UNKNOWN]: Let the view, if your dog is not allowed to go past a certain point in the yard, and you correct them seven times.
[UNKNOWN]: You generally speak and they won't do it anymore.
[UNKNOWN]: If you correct them once and they go, they get away with it, and then you correct them again and they go to away with again, it's that you don't, they're not trained.
[UNKNOWN]: So being consistent and letting the kid see that you live this way is extremely important.
[UNKNOWN]: And when you fall short of it, another thing, when you fall short of it,
[UNKNOWN]: You need to own it and explain that you're sorry that you let them down, but you're sorry your behavior was, you know, you shouldn't have been doing whatever it is that you were doing.
[UNKNOWN]: You know, if you lose your temper with your kids,
[UNKNOWN]: You need to explain, you need to apologize.
[UNKNOWN]: This is bad stuff.
[UNKNOWN]: When you do things that are wrong, you need to own it.
[UNKNOWN]: And I think that that's the reason that I put the code in the warrior kid book is because people need to code.
[UNKNOWN]: That's why I wrote the code the evaluation of protocol.
[UNKNOWN]: With Dave Burkins here on Sean.
[UNKNOWN]: The reason I did this is because the same thing.
[UNKNOWN]: I'm like, you know what?
[UNKNOWN]: I wrote the book for, I wrote the kids book, but people humans need to code.
[UNKNOWN]: They need a code, because once you have it, then you go, okay, wait a second.
[UNKNOWN]: Is this real?
[UNKNOWN]: But it's important that you've got to understand the why.
[UNKNOWN]: You've got to understand, you can't just say, we keep our room clean.
[UNKNOWN]: You can't just say that.
[UNKNOWN]: You need to say, we keep our room clean and ready for action.
[UNKNOWN]: And the reason we do that, you know, this might not be in the code, but you say in the reason we do that, is here's some mistakes that you can make.
[UNKNOWN]: Here's why having a dirty room can trip you up.
[UNKNOWN]: What if the firefighters come, and there's a fire in the house, and they're coming in through the window to rescue you, and they trip over something and fall down and else and they can't get you out of there.
[UNKNOWN]: There's a reason for this.
[UNKNOWN]: So there's got to be a why it's kind of like standard operating procedures.
[UNKNOWN]: You have a platoon, you have standard operating procedures.
[UNKNOWN]: You just can't impose them on people.
[UNKNOWN]: They got to have the understanding of why this standard operating procedure exists.
[UNKNOWN]: So even though I'm telling you, I did not write a code for my platoon or for my task unit or even really for my family, I strongly recommend that you do it.
[UNKNOWN]: Kind of like in this thing, they write, hey, write out what is your command philosophy and explain it.
[UNKNOWN]: Like explain to your kids, hey guys, when you make a mistake, here's what I'm going to do.
[UNKNOWN]: I'm not going to lose my mind.
[UNKNOWN]: I'm not going to punish you out of anger, but there will be consequences, especially if these following things are broken.
[UNKNOWN]: You know, I mean, and they should know what the limitations are.
[UNKNOWN]: They should know what they can and cannot get away with.
[UNKNOWN]: And there's some lines, there should be some red lines.
[UNKNOWN]: You know, like, if you cross this line,
[UNKNOWN]: your whole world is going to change, which is something I told my kids.
[UNKNOWN]: There were a couple lines.
[UNKNOWN]: And I actually only told that to my son.
[UNKNOWN]: There's a couple lines that if you cross these lines, in fact, I used, uh, I swore at him.
[UNKNOWN]: You know, when he was like, I never swore in front of my kids.
[UNKNOWN]: Never swore in front of my kids.
[UNKNOWN]: I never swore in front of my wife or kids.
[UNKNOWN]: I say I use the past tense because now, you know, they're adults and so I also weren't in front of them now.
[UNKNOWN]: But, you know, at a certain point I told my son, like, hey, if this thing happens,
[UNKNOWN]: you're all fucking world is going to change and he was he was probably 13 right around the time frame where your world you can make really bad decisions and I think he understood that no uncertain terms like you have a good that's another thing is like you've heard me say treat your kids like adults as much as you can yeah
[UNKNOWN]: And I treated my kids like adults.
[UNKNOWN]: Even when they were 12, 13.
[UNKNOWN]: Okay, you know, you trust you.
[UNKNOWN]: Go out.
[UNKNOWN]: You're gonna do this.
[UNKNOWN]: You're gonna do that.
[UNKNOWN]: Sleep over, uh, uh, you know, party, whatever, 15, party, beach, like, you know, drinking, like, there's that, it's all that stuff is happening.
[UNKNOWN]: Okay.
[UNKNOWN]: You can do it.
[UNKNOWN]: I trust you.
[UNKNOWN]: You trust me.
[UNKNOWN]: So important stuff to think about.
[UNKNOWN]: Back to these traits here, unselfishness, clearly, you know, if you're selfish as a leader, you're going to be, you're going to be looked down upon.
[UNKNOWN]: Loyalty, displaying faithfulness to your country, the core, your unit, your seniors, your subordinates, and your peers, displaying enthusiasm and carrying out an order, although you may privately disagree with it.
[UNKNOWN]: Again, you got to
[UNKNOWN]: Gotta be careful, because they'll see it.
[UNKNOWN]: What you really should do is ask the question why up the chain of command, and you're gonna realize that you're doing it for a reason.
[UNKNOWN]: Because the amount of times that I was, I always bring up a little, you get ordered to do something dumb.
[UNKNOWN]: The amount of times I was actually ordered to do something dumb was minuscule.
[UNKNOWN]: Minuscule.
[UNKNOWN]: My boss is always like, well, hold on a second.
[UNKNOWN]: What'd you say?
[UNKNOWN]: And I said, well, let's listen this and this.
[UNKNOWN]: And here's the secondary effects.
[UNKNOWN]: And here's the church.
[UNKNOWN]: They're like, oh, didn't see that.
[UNKNOWN]: Okay, cool.
[UNKNOWN]: Jockel, go ahead and do what you want.
[UNKNOWN]: That's most of the time.
[UNKNOWN]: most of the time yeah can you do something like hey guys this is gonna suck but here's why we're doing it hey we got to go do this thing again but guess what it's because the whole battalion screwed this up and now we got to do repeat we can't just we don't want to skip out to anyone here want to look like with the people that said hey we don't want to work hard tonight no of course not we're Marines we're gonna go do this boom
[UNKNOWN]: I think that's the last thing we're going to get into is the leadership principles and these are stuff that we've covered before Know yourself and seek self-improvement Value weight yourself by leadership traits determine your strengths and weaknesses achieve self-improvement by reading and observing Ask your friends and seniors for an honest evaluation of your leadership.
[UNKNOWN]: This will help you to know your weaknesses and strengths important
[UNKNOWN]: be tactically and tactically proficient, of course, know your job.
[UNKNOWN]: Again, these are stuff we've covered before.
[UNKNOWN]: Know your Marines, look out for their welfare.
[UNKNOWN]: This is one of the most important principles.
[UNKNOWN]: Might be the most important principle.
[UNKNOWN]: You should know your Marines and how they react to different situations.
[UNKNOWN]: A Marine who is nervous and lack self-confidence should never be put in a situation where an important instant decision must be made.
[UNKNOWN]: Knowledge of your Marines, personalities will enable you as a leader to decide how to best handle each Marine and to determine
[UNKNOWN]: So put your Marines welfare before your own, of course, determine what your Marines mental attitudes are, keep in touch with their thoughts, encourage individual development.
[UNKNOWN]: Share the hardships of your Marines that you can better understand the reactions check.
[UNKNOWN]: Keep your Marines informed, Marines by nature are inquisitive.
[UNKNOWN]: Explain the why.
[UNKNOWN]: detect the spread of rumors and stop them by replacing them with the truth.
[UNKNOWN]: Build morale and a spread of core by publicizing information concerning successes of your unit.
[UNKNOWN]: Yes, set the example.
[UNKNOWN]: Set the example as a Marine leader.
[UNKNOWN]: Your duty is to set the standards for your Marines by personal example.
[UNKNOWN]: Your appearance, attitude, physical fitness, and personal example are all watched by Marines in your unit.
[UNKNOWN]: If your personal standards are high, then you can rightfully defend the demand, the same of your Marines.
[UNKNOWN]: If your personal standards are not high, you are setting a double standard for your Marines, and you will rapidly lose their respect and confidence.
[UNKNOWN]: Remember your Marines reflect your image.
[UNKNOWN]: Leadership is taught by example.
[UNKNOWN]: There you go.
[UNKNOWN]: Be physically fit, well groomed, and correctly dressed.
[UNKNOWN]: Do not expose your personal habits to criticism.
[UNKNOWN]: I'm not quite sure there's a couple other ones in here, but do not expose your personal habits to criticism.
[UNKNOWN]: I think what that means is, don't do shit that you will, is open to criticism.
[UNKNOWN]: Like if you're acting like a drone kid, it's an idiot.
[UNKNOWN]: you're it's not good if you're falling out of runs it's not good you know and it's it's saying personal habits or whatever like uh you know you got you you're you're missing your car payment your car's getting repot like oh that ain't looking good yeah that makes sense exercise initiative to promote the spirit of initiative in your marines
[UNKNOWN]: avoid over supervision.
[UNKNOWN]: Number six, ensure that the task is understood, supervised, and accomplished.
[UNKNOWN]: This principle is necessary to exercise command before you can expect your Marines to perform.
[UNKNOWN]: They must know first what is expected of them.
[UNKNOWN]: You must communicate your instructions in a clear concise manner, boom.
[UNKNOWN]: The most important part of this principle is to accomplish the mission.
[UNKNOWN]: Otherwise, all leadership supervision and guidance in the world are wasted.
[UNKNOWN]: You gotta get the job done.
[UNKNOWN]: Train your Marines as a team, teamwork is the key to successful operations.
[UNKNOWN]: Teamwork is essential.
[UNKNOWN]: From the smallest to the largest element in the entire Marine Corps, as a company commander, you must insist on the work teamwork from your Marines.
[UNKNOWN]: Train, play, and operate as a team, be sure that each Marine knows his position and responsibilities within the team framework.
[UNKNOWN]: Reward and discipline the team.
[UNKNOWN]: Never publicly blame an individual for the team's failure nor praise, one individual for the team's success.
[UNKNOWN]: Good.
[UNKNOWN]: consider the advice and suggestions of your subordinates whenever possible.
[UNKNOWN]: Develop a sense of responsibility among your subordinates.
[UNKNOWN]: Another way to show your Marines that you're interested in their welfare is to give them the opportunity for professional development, signing tasks and delegating authority to accomplish tasks promotes mutual confidence and respect between the leader and the subordinates.
[UNKNOWN]: It also makes a note operate through the chain of command.
[UNKNOWN]: Give your Marines frequent opportunities performed duties usually performed by the next higher racks up.
[UNKNOWN]: Let's give people another laid a chance.
[UNKNOWN]: Let Marines know that you accept honest errors without punishment in return.
[UNKNOWN]: Check.
[UNKNOWN]: Resist the urge to micro-manage.
[UNKNOWN]: Don't give restrictive guidance which destroys initiative.
[UNKNOWN]: Assign Marines positions according to demonstrated or potential ability.
[UNKNOWN]: Good.
[UNKNOWN]: Number 10, employ your command according to its capabilities.
[UNKNOWN]: Successfully competing a task depends on how well you know your unit's capabilities.
[UNKNOWN]: Assigning a task that your unit has not been trained to do will result in failure.
[UNKNOWN]: Failures lower your units morale, self esteem, and confidence.
[UNKNOWN]: Seek out challenging tasks for your unit, but be sure your unit is prepared for and has the ability to successfully complete the mission.
[UNKNOWN]: important.
[UNKNOWN]: Sometimes I'll get asked, you know, I got bad morale in my team or whatever.
[UNKNOWN]: And, you know, how can I improve my win?
[UNKNOWN]: And even winning small things look not stupid things, but small things.
[UNKNOWN]: It's okay.
[UNKNOWN]: If you do that, you'll be, you'll make some progress.
[UNKNOWN]: And over time, you can take on bigger challenges and you'll be all right.
[UNKNOWN]: And this is the last one that we're going to cover.
[UNKNOWN]: Seek responsibility and take responsibility for your actions.
[UNKNOWN]: I think there's a book
[UNKNOWN]: Yeah, I hear good things.
[UNKNOWN]: You are responsible for all that your unit does or fails to do.
[UNKNOWN]: You are responsible for the decision and its application regardless of your subordinate's actions.
[UNKNOWN]: You must issue all orders in your name.
[UNKNOWN]: Stick by your convictions and do what you think is right, but accept justified criticism.
[UNKNOWN]: never remove or demote a subordinate for a failure, resulting from your own mistake.
[UNKNOWN]: It's important.
[UNKNOWN]: And just remember, stick by your convictions doesn't mean keep doing the same thing when it's not working.
[UNKNOWN]: Learn the duties of your immediate senior.
[UNKNOWN]: Be prepared to accept responsibilities for these duties.
[UNKNOWN]: Take every opportunity that offers increased responsibility.
[UNKNOWN]: That's a rough one.
[UNKNOWN]: perform every act, larger small to the best of your ability.
[UNKNOWN]: Stand up for what you believe is right.
[UNKNOWN]: Have the courage of your convictions.
[UNKNOWN]: That doesn't mean close your mind.
[UNKNOWN]: That doesn't mean don't listen to people.
[UNKNOWN]: In fact, I would add a caveat.
[UNKNOWN]: Try and understand other people's perspectives because what you believe is right might not be right.
[UNKNOWN]: Carefully evaluate a subordinates' failure before taking action.
[UNKNOWN]: Ensure that the apparent shortcomings are not due to an error on your part.
[UNKNOWN]: They probably are.
[UNKNOWN]: They work for you.
[UNKNOWN]: You're the boss.
[UNKNOWN]: Take ownership.
[UNKNOWN]: Consider marines that are available.
[UNKNOWN]: Salved to one if possible replace when necessary.
[UNKNOWN]: You don't want to always get a new marine.
[UNKNOWN]: The seal between you fire a seal, you're probably not getting a replacement.
[UNKNOWN]: Sometimes you do.
[UNKNOWN]: Sometimes you don't.
[UNKNOWN]: Can't count on it.
[UNKNOWN]: In the absence of orders take the initiative and to perform the actions that you believe your senior would direct you to perform if you were present.
[UNKNOWN]: And then closing it out, here's the summary.
[UNKNOWN]: These leadership principles are proven guidelines, which if followed will substantially enhance your ability to lead Marines.
[UNKNOWN]: Remember, by implementing these principles, you'll earn the respect of your fellow Marines, juniors, and seniors, and you will become an effective commander.
[UNKNOWN]: So, there you go, anything we have not heard before?
[UNKNOWN]: I don't really think so.
[UNKNOWN]: Why do we need to keep hearing it over and over again?
[UNKNOWN]: That's the question.
[UNKNOWN]: The answer to that is because it's against our instincts.
[UNKNOWN]: Our instincts are telling us to do the opposite.
[UNKNOWN]: Blame other people, work inside those.
[UNKNOWN]: That's what our instincts are telling us to do.
[UNKNOWN]: Leadership is counter-tuitive.
[UNKNOWN]: So we have to pay attention.
[UNKNOWN]: It's a good guide.
[UNKNOWN]: There's a little guidebook.
[UNKNOWN]: Kind of let you know, little reminders.
[UNKNOWN]: To pay attention and do what you're supposed to do.
[UNKNOWN]: Now what you want to do, not what feels good, not what seems right, not what you can convince yourself of, not what you can debate with yourself about, not what you can rationalize.
[UNKNOWN]: Do what you're supposed to do.
[UNKNOWN]: That's how we're leading.
[UNKNOWN]: Also part of leadership, we heard it a couple times today, physical fitness.
[UNKNOWN]: Man, you gotta be physically fit.
[UNKNOWN]: Should be your number one strategic goal in your life.
[UNKNOWN]: Does that sound crazy?
[UNKNOWN]: To me that does not sound crazy.
[UNKNOWN]: The number one strategic goal of your life should be to be hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell, hell
[UNKNOWN]: Now, look, does that mean that every season of your life, it's going to be the number one thing?
[UNKNOWN]: No, there might be three weeks where, you know, work is consuming or get sick or something you got to do.
[UNKNOWN]: I mean, I got a friend that had a very sick daughter and he, like physically wasn't able to do anything for months.
[UNKNOWN]: He was explaining to me, it's like awful.
[UNKNOWN]: But that's what you do.
[UNKNOWN]: You know, you take care of family.
[UNKNOWN]: So are there going to be seasons?
[UNKNOWN]: Yep.
[UNKNOWN]: Where the strategic priority becomes taking care of your daughter?
[UNKNOWN]: Yeah, absolutely.
[UNKNOWN]: As soon as you get through that, guess what?
[UNKNOWN]: Get back on the path.
[UNKNOWN]: You got to get back on the path.
[UNKNOWN]: The health, again, I'm going to quote RFK junior, a healthy person has a thousand problems, a sick person only has one.
[UNKNOWN]: So you've got to, so if you want to contend with the world, all the problems that we have in the world, all the things that we've got to do in the world, you've got to contend with all those things.
[UNKNOWN]: So, that means, guess what, we're getting after it, we're lifting, we're running, we're sprinting, we're training the DJ2.
[UNKNOWN]: Which is generally getting after it, that's what we're doing.
[UNKNOWN]: And when we do that, echo Charles, is there anything specific that we need?
[UNKNOWN]: Some fuel, we need fuel.
[UNKNOWN]: Hey, check out Jockel Fuel.
[UNKNOWN]: We have everything that you need.
[UNKNOWN]: We got protein, get the best tasting protein.
[UNKNOWN]: Get the most efficacious protein.
[UNKNOWN]: We got protein that tastes like dessert.
[UNKNOWN]: We got the best energy drinks that are clean and healthy.
[UNKNOWN]: We get hydration.
[UNKNOWN]: We got supplementation.
[UNKNOWN]: We got everything that you need.
[UNKNOWN]: Create a team.
[UNKNOWN]: Get on the creatine train.
[UNKNOWN]: I just, someone just hit me up on social media, they doubled their creatine dosage.
[UNKNOWN]: They're getting into my zone.
[UNKNOWN]: No, I think, no, they doubled their creatine dosage and their half my zone.
[UNKNOWN]: Okay, fine, my zone.
[UNKNOWN]: Yeah, what do you do in 10 grams of that?
[UNKNOWN]: Morning, night, morning, morning.
[UNKNOWN]: Two, two scoops in the water.
[UNKNOWN]: No.
[UNKNOWN]: Make sure to hydrate water.
[UNKNOWN]: You know, some other big stuff.
[UNKNOWN]: The muscle drive?
[UNKNOWN]: Do you have muscle drive?
[UNKNOWN]: No.
[UNKNOWN]: You got to get on the muscle drive.
[UNKNOWN]: A muscle drive is...
[UNKNOWN]: It's very interesting.
[UNKNOWN]: It's very helpful.
[UNKNOWN]: Like, one thing that kind of...
[UNKNOWN]: Especially for me, because a lot of times I'm not hungry in the morning, right, but I know my body needs a little bit of fuel Me too.
[UNKNOWN]: That muscle drive is good to go and it gives you it's it's exaciating oddly enough It's kind of makes you your body goes out cool.
[UNKNOWN]: Thank you.
[UNKNOWN]: We're good for a little bit.
[UNKNOWN]: Right.
[UNKNOWN]: We're good for a little bit of hunger for for weight cutting
[UNKNOWN]: got some folks wait cutting obviously we have a gym where we compete and People are cutting weight and that muscle drives been clutch Clutch I was talking to Nate and he was like yeah, he's been cutting some weight and he was like good to go
[UNKNOWN]: maintain the strength, cut the weight, so muscle drive we got all kinds of great products, so available kind of anywhere right now.
[UNKNOWN]: But if it's not available at the store that you go to, well, ask them for it.
[UNKNOWN]: And in the meantime also, jockelfield.com, you can just order it, we'll ship it to your house.
[UNKNOWN]: We got an amazing logistics team and they will get it to you ASAP.
[UNKNOWN]: Usually ships same day.
[UNKNOWN]: By the way, it's kind of crazy, you know, that the Jocco fuel team, this is so many, so much data is gets analyzed.
[UNKNOWN]: Sure, but I know, like on a daily basis, usually I get the report on Friday's, but every day, the logistics team knows,
[UNKNOWN]: how many packages to ship are outstanding that day and it's like oh yeah we got with seven packages that didn't go out they're going out first thing because of whatever you know but you know you're shipping thousands of packages like oh yeah good seven that didn't ship it's pretty fun it pretty amazing so the logistics team jockelfuel.com they'll get you what you need look at it to you stack
[UNKNOWN]: Also, since we are training, and we're training due to hopefully, OrgenUSA.com, we've got due to geese, due to two rash guards, due to shorts, we get everything.
[UNKNOWN]: But not only that, you're not training due to all the time, unfortunately.
[UNKNOWN]: We're also going to the restaurant with our spouses, good-in-eat jeans, OrgenUSA jeans.
[UNKNOWN]: Made in America for husband and wife by the way husband and wife husband and wife.
[UNKNOWN]: We got everything that you need hoodies t-shirts everything 100% made in America no communism
[UNKNOWN]: No communism.
[UNKNOWN]: This is an American-owned company.
[UNKNOWN]: This is Made in America.
[UNKNOWN]: This is the material that the shirts are made of is American.
[UNKNOWN]: The zippers are American.
[UNKNOWN]: The buttons are American.
[UNKNOWN]: The strings are, it's all Americans, 100% American made.
[UNKNOWN]: This is what we're doing.
[UNKNOWN]: We rebuilding the manufacturing capability in America.
[UNKNOWN]: We're rebuilding the economy in America.
[UNKNOWN]: And we're rebuilding the communities in America.
[UNKNOWN]: So I've got an origin USA dot com and get yourself some American made goods freedom let's go Yes, shout out to those little uh What are those the dry fit who kind of hoodies that you get?
[UNKNOWN]: Mm-hmm.
[UNKNOWN]: Oh, yeah, yeah, yeah, yeah, yeah, yeah, that's like a everyday scenario Everyday scenario slash
[UNKNOWN]: I have one of those at all times with me, so when I travel, I have one in my bag, it's real small.
[UNKNOWN]: I have that and I have the winsher, that thing goes with me whenever I go.
[UNKNOWN]: You can survive like 90% of such scenarios that you'll encounter in the continental United States without right there.
[UNKNOWN]: So with you, so the way you called it, the winsher.
[UNKNOWN]: You call the winsher.
[UNKNOWN]: It's a technical name for it.
[UNKNOWN]: Okay, so it's that the jacket is like a jacket the zipper right now.
[UNKNOWN]: Okay, I'm 100% with it, because it fits anywhere.
[UNKNOWN]: It fits anywhere.
[UNKNOWN]: But you can put in your pocket if you need to yeah, rather that the other things so clutch.
[UNKNOWN]: And the reason we, that's one of the first things that we made like outerwear and when we started reviewing like, hey, what are we going to make?
[UNKNOWN]: I was like, hey, we're going to make a winch shirt.
[UNKNOWN]: The reason I knew that is because in, when I was in the team's work the day, yeah.
[UNKNOWN]: I would carry that wind shirt with me because it's saved me.
[UNKNOWN]: It's saved me.
[UNKNOWN]: You're getting this because when you cut that wind out, you're kind of, you're kind of, you're kind of GTG.
[UNKNOWN]: And look, if it's a torrential rain, it's not waterproof, but you know, like the light rain that you're going to get, that you can seek shelter from, you know, you'll be okay.
[UNKNOWN]: But the wind,
[UNKNOWN]: Sometimes we get in situations you can't escape the wind, you know, so you've got to break that thing out and then you have that little and I'll tell you what, just kind of made it into my arena and this kind of an admission on my part because you remember I used to hassle you about the light weight, hoodies.
[UNKNOWN]: Well, that stealth wool shirt is clutch.
[UNKNOWN]: And once again, it's way smaller than like a hoodie hoodie because it's just thinner, but that wool, that stealth wool is GTG.
[UNKNOWN]: So I have one of them has little buttons on it.
[UNKNOWN]: Yeah, there's a name, there's like a special name for it.
[UNKNOWN]: And then there's a one of them that just has a hood and so yeah, they're really good to go.
[UNKNOWN]: Yeah, good to go.
[UNKNOWN]: So we got some stuff for you, originusa.com 100% communist free.
[UNKNOWN]: It's true.
[UNKNOWN]: Also don't forget about Jokastor.
[UNKNOWN]: You know, you want to represent T-shirts.
[UNKNOWN]: We got some hoodies on there as well.
[UNKNOWN]: Some are timers about to end soon in a month, whatever.
[UNKNOWN]: Either way, we got something for you.
[UNKNOWN]: Discipline equals freedom.
[UNKNOWN]: Represent.
[UNKNOWN]: Good.
[UNKNOWN]: Represent.
[UNKNOWN]: Stand by to get some.
[UNKNOWN]: that's a little sleeper a lot of people been like they see that one they grabbed down to don't forget and also get after it that's a good one so real good one got a new get after it well kind of a few months old but available nonetheless also the short locker subscriptions an area new design every month
[UNKNOWN]: This month I got a fun one.
[UNKNOWN]: Oh, you got to check out the website just to see what it is Yeah, new design every month It's called the shirt.
[UNKNOWN]: I'm using teasing teasing everyone You're gonna turn up on upset.
[UNKNOWN]: Feel it in description for it if you're generation X You're gonna know you're going to know you can be happy.
[UNKNOWN]: It's not even remotely close to a description Yeah, it's a hint Okay, great.
[UNKNOWN]: Thank you.
[UNKNOWN]: Appreciate it.
[UNKNOWN]: Yeah, either way
[UNKNOWN]: It is available on justice.com.
[UNKNOWN]: Check.
[UNKNOWN]: Also, we got some books.
[UNKNOWN]: Put your legs on, but Rob Jones need to lead by Dave Burke.
[UNKNOWN]: Extreme ownership.
[UNKNOWN]: That caught him in leadership.
[UNKNOWN]: Leadership, charging tactics.
[UNKNOWN]: This one equals freedom field manual.
[UNKNOWN]: And.
[UNKNOWN]: wave the warrior kid, Mikey in the track.
[UNKNOWN]: We got everything for you.
[UNKNOWN]: So check that out.
[UNKNOWN]: Also call rattlecraft beef.com if you need.
[UNKNOWN]: If you need steak, which you do, go to callrattlecraft beef.com and get the best steak that you can find.
[UNKNOWN]: here in America.
[UNKNOWN]: Ashlandfront.com.
[UNKNOWN]: We teach leadership principles.
[UNKNOWN]: We heard a lot about them today.
[UNKNOWN]: We teach them.
[UNKNOWN]: We bring them inside your organization.
[UNKNOWN]: We help you with the problems that you have through leadership.
[UNKNOWN]: So check out Ashlandfront.com.
[UNKNOWN]: Also, extremownership.com.
[UNKNOWN]: This is our online training academy for leadership skills.
[UNKNOWN]: Check out extremownership.com.
[UNKNOWN]: If you want to get engaged with that, and if you want to help service members,
[UNKNOWN]: Active and retired.
[UNKNOWN]: You want to help their families.
[UNKNOWN]: You want to help gold star families.
[UNKNOWN]: Check out Mark Lee's mom.
[UNKNOWN]: Mama Lee.
[UNKNOWN]: She's got an amazing charity organization.
[UNKNOWN]: If you want to donate or you want to get involved.
[UNKNOWN]: Go to America's mighty warriors dot org.
[UNKNOWN]: Also check out heroes in horses dot org.
[UNKNOWN]: and then Jimmy May's organization beyond the brotherhood.org got a swim going in New York City.
[UNKNOWN]: So if you want to get involved with that, go and check out BeyondTheBrotherhood.org.
[UNKNOWN]: And then of course, there's warriorsinneed.org.
[UNKNOWN]: Take you know her.
[UNKNOWN]: aviation field from the military and getting you into the civilian sector, 30,000 jobs, waiting, so get engaged with that.
[UNKNOWN]: If you want to crack with us, check out jockel.com and then on social media, I'm at jockel-willink Ecosetical Charles, just want out for the freaking stupid algorithm and the stupid people that are trying to build them up.
[UNKNOWN]: The people, they're not stupid, they're trying to brainwash you.
[UNKNOWN]: Turn the brain wash, I'm, look, I talked about kids.
[UNKNOWN]: They're trying to brain wash me.
[UNKNOWN]: Trying to brain wash echo Charles.
[UNKNOWN]: They're definitely trying to brain wash all of us.
[UNKNOWN]: Even if the brain washing is merely to just stay there longer and look at more stupid shit, they're in there.
[UNKNOWN]: So it's a monster, don't let it get you.
[UNKNOWN]: Thanks to all of our service members.
[UNKNOWN]: that are deployed around the world right now.
[UNKNOWN]: They're in harm's way.
[UNKNOWN]: Clearly, we've been taking casualties.
[UNKNOWN]: It's awful to see.
[UNKNOWN]: But we thank you for executing the missions that you're on.
[UNKNOWN]: And security and stability for America.
[UNKNOWN]: We thank you for your sacrifices and thanks for what you do.
[UNKNOWN]: Also, thanks to our police law enforcement firefighters, paramedics, EMTs, dispatchers, correctional officers, border patrol, secret service, as well as all other first responders.
[UNKNOWN]: Thanks for what you do to protect us here at home.
[UNKNOWN]: And everyone else out there just remember some of these lessons from the Marine Corps, 250 years.
[UNKNOWN]: They've been gathering these lessons, pay attention to what you're doing, pay attention to how you act, set the standard.
[UNKNOWN]: Control your tempo, echo your jaws.
[UNKNOWN]: Yes, sir.
[UNKNOWN]: keep your word.
[UNKNOWN]: Own your mistakes.
[UNKNOWN]: Beyond time.
[UNKNOWN]: Be physically and mentally prepared.
[UNKNOWN]: Don't complain.
[UNKNOWN]: Always improve.
[UNKNOWN]: These are the things we need to do.
[UNKNOWN]: And if you keep these thoughts in front of mind, if you don't get pulled off the path by your lizard brain.
[UNKNOWN]: which is constantly like it's not a lizard.
[UNKNOWN]: It's a commodo dragon.
[UNKNOWN]: It's made of just be a straight up dragon.
[UNKNOWN]: And it's trying to grab a hold of you and get you to, you know, eat a donut, get you to scroll a more, get you lose your temper, get it's all doing all those things.
[UNKNOWN]: Modern distractions.
[UNKNOWN]: It's trying to employ your emotions, trying to employ your ego.
[UNKNOWN]: Just keep the real.
[UNKNOWN]: elements of being a good person and a good leader front of mind, and if you do that, you can lead yourself, and then you can lead others.
[UNKNOWN]: And that's all we've got for tonight.
[UNKNOWN]: And until next time,