[UNKNOWN]: This is Jockel podcast number 551 with echo trails in me.
[UNKNOWN]: Jockel willing good evening echo.
[UNKNOWN]: So last podcast episode 550.
[UNKNOWN]: We introduced a book called the company commanders handbook.
[UNKNOWN]: It's from the United States Marine Corps and obviously the Marine Corps executes all kinds of missions all kinds of tasks all kinds of projects and and we gotta remember that goes from basic administrative stuff like paperwork all the way up to the most complex and dangerous combat operations and all of that
[UNKNOWN]: They do through leadership and they've learned a lot of lessons along the way 250 years worth of lessons.
[UNKNOWN]: You know what I'm saying?
[UNKNOWN]: That's a lot of lessons.
[UNKNOWN]: It's a pretty tough environment.
[UNKNOWN]: The toughest environments.
[UNKNOWN]: So they've captured a lot of these lessons learned about leadership in this handbook.
[UNKNOWN]: And so if you want to go back and listen to episode 550, I then come back here and we're going to cover down on some of the other lessons from the company commander handbook United States Marine Corps.
[UNKNOWN]: This next section is leading the company and this particular one is chain of command.
[UNKNOWN]: and it starts off by saying the chain of command is the most basic and and important organizational leadership technique used in the core.
[UNKNOWN]: It is essential for getting any task done in an organized manner when the efforts of more than one person are required.
[UNKNOWN]: They're just saying, hey, if there's two of you, and this is something you hear from day one about the Marine Corps.
[UNKNOWN]: If there's two Marines in a room, one of them is the senior man.
[UNKNOWN]: They are, they are, they are on that stuff.
[UNKNOWN]: Now I will say this and I've been saying this
[UNKNOWN]: Relationships are stronger than the chain of command.
[UNKNOWN]: So as much as we got to understand and we got to support the chain of command But we got to remember that relationships are stronger than the chain of command when it comes right down to it and These things are gonna play You know when you're watching a race between two real close competitors and one will pull ahead a little bit And then the other one will pull ahead a little bit and then the other one that kind of going back and forth
[UNKNOWN]: That, this most of the time, 99% of the time, if you're doing things right, the lubrication ships should be out front.
[UNKNOWN]: And occasionally, rare occasion.
[UNKNOWN]: And by occasionally, that that chain of command has to, has to come out front.
[UNKNOWN]: But if you're, the better you're doing, as a leader, the less that's going to happen.
[UNKNOWN]: I mean, I, I, I, I just have not pulled rank on people.
[UNKNOWN]: Yeah, I mean, we talk about working with Dave for a long time, 20, 20 something years, JP for 20 something years, Dave for 20 something years, working with these guys, the amount of times that I was like, hey, no, actually, I'm the boss, this is what we're doing.
[UNKNOWN]: The amount of times that is zero, even with your dumb ass literally by sudden we're working
[UNKNOWN]: I was like, I was like, okay, oh look, why do you think that because it was his long story that brought him to He was he was he was working out and he's thinking of cool sayings He's nine by the way, so also he was like, hey, we should make a shirt of that.
[UNKNOWN]: I was like, oh, yeah, maybe we could do that So we're just going over what was the same.
[UNKNOWN]: I'm the support.
[UNKNOWN]: Yeah, yeah, he had two of them.
[UNKNOWN]: One is pain is just a feeling Okay, all right, and then the other one was it's supposed to be her
[UNKNOWN]: Jack.
[UNKNOWN]: So I'm like, okay, okay, Cairo coming up with them.
[UNKNOWN]: The real deal.
[UNKNOWN]: Yeah.
[UNKNOWN]: So he's fired up and he's and then so he's all happy and stuff.
[UNKNOWN]: Can we do two birds with one stone and put like one on the front one on the back?
[UNKNOWN]: Maybe.
[UNKNOWN]: Well, yeah, well, what workshop it?
[UNKNOWN]: I see a nine year old kid with a with a t-shirt that says pain is just a feeling.
[UNKNOWN]: Props.
[UNKNOWN]: You know what I'm saying?
[UNKNOWN]: Yeah, you're right.
[UNKNOWN]: Props.
[UNKNOWN]: So he's like, um, I was like, hey, you have the best job in the world.
[UNKNOWN]: I was like, okay, why?
[UNKNOWN]: He's like, because you can just make a shirt.
[UNKNOWN]: Like, you know, it's not like you have to see Jocco, we have to make this shirt.
[UNKNOWN]: You just can make the shirt and then I was like, oh, yeah, and you know, maybe I'll give Jocco a shirt if he's, you know, if he's lucky, he's like, yeah, it's like, yeah, that's the best and I'm thinking and which is exactly what you're saying, you know, like you don't like what he can pull rank, you know, it's like, but, um, when you kind of think about that part of it and which, of course, it did make me think like, oh, yeah.
[UNKNOWN]: where yeah like this it's not just like that at any given moment and that's it it's because of like this past of course you know behavior like dynamic it's relationship stronger than the chain of clean right it's funny because at echelon front I
[UNKNOWN]: because you got to have examples when you're talking to people and there's so few examples of me being like all right all stop this is what we're doing and we have to go to the first master when we're at the master and I walked into the the set up in the morning and everything's all set up like it's six o'clock in the morning doors open at seven or something like that and I say uh
[UNKNOWN]: I look it in there and the lighting is blue and the doors are opening pretty soon, you know, in like an hour and I look at it and it looks This is not what I had in mind and I look at Jamie and I go hey make all this ice red and she was like cool got it You know, it's one of that's that's how far and deep I got to go to go like oh, this is a time where I I would made a call another time was J.P. and Lave had come up with some other PT plan for the master we hadn't really rehearsed it
[UNKNOWN]: And I came out as a guard.
[UNKNOWN]: What are we doing?
[UNKNOWN]: And they started briefing me the plan.
[UNKNOWN]: And there's now 700 people on their way 12 in whatever and a half an hour that are going to be here 700 people.
[UNKNOWN]: You cannot be not square it away With a PT program with 700 people.
[UNKNOWN]: It's got to be simple clear concise.
[UNKNOWN]: It's got to be straightforward.
[UNKNOWN]: There's no room for confusion and We're at a leadership event.
[UNKNOWN]: Yeah, and Ashill on front is putting on a leadership event and we are in charge of the PT
[UNKNOWN]: I mean that's just not a good look at all.
[UNKNOWN]: So we're sitting there.
[UNKNOWN]: They start briefing me a little bit and 40 seconds into the brief.
[UNKNOWN]: I say we're doing we're doing what we normally do boom like and they were they said Roger I think JP might have said like no it'll and I was like nope
[UNKNOWN]: I looked at my watch.
[UNKNOWN]: I was like, nope, not doing it.
[UNKNOWN]: And they were like Roger.
[UNKNOWN]: And I said, you know, afterwards, because we didn't have time.
[UNKNOWN]: You know, we had to do because what we do is we do the PT first and then the people show up.
[UNKNOWN]: So we only have an hour to get it done.
[UNKNOWN]: And I said, hey, if we want to try this, we got to run through it when we have time to run through it and square it away and hone it and make it good.
[UNKNOWN]: But we can't just...
[UNKNOWN]: You know out of the hip pocket just throw a new PT with 700 people that are coming over here That's right out.
[UNKNOWN]: Yeah, that's not a good time to try it out.
[UNKNOWN]: Yeah, so There are times Where where you have to do that now.
[UNKNOWN]: I'll tell you there's other times where you know J. P's like Hey, I got to do this now.
[UNKNOWN]: We need to do this and forget cool got you right so it goes in both directions There's times where Jamie's been like do this right now and I'm gonna got it, you know that that's the way it works It doesn't happen often But it does happen
[UNKNOWN]: So, you know, normally the relationships are in lead occasionally, the chain of command will come into play, but even like I said, you know, most of the time, even then it's like I said with Jamie Stanley, what's doing, what's doing, what's doing, what's doing, what's doing, what's doing, what's doing, hey, we need this right now, like cool got it, because the mission, what takes priority is the mission.
[UNKNOWN]: You know, the mission that we're trying to achieve, everyone's trying to achieve the mission, this is what we're doing, cool got it.
[UNKNOWN]: Yeah, you, um, and I'll actually do you one better as far as like the relationship is that one and I've heard that story before the one about the blue lights and switch it to the red That actually to me doesn't count as pulling rank because you like it wasn't like Jamie was like no, no, no, no, no, no, like blue is better Oh, yeah, and you were like well, no, I think red is better.
[UNKNOWN]: It's like well, well, you know, don't forget on your boss, you know, it wasn't that extreme
[UNKNOWN]: It was like hey, it was red James was like well, obviously he sees something you know that I don't or what whatever the thought process It wasn't to me that wasn't it was not pulling rake J.P. is one maybe if J.P. thought that his way was like no, no, this is the way and then Jocca's you know Not that he would contend your way or nothing like this, but more like you know that little bit might be and everybody like all all those people that you just mentioned you J.P. Jamie
[UNKNOWN]: They know if I say something like that.
[UNKNOWN]: There's a reason why I'm saying it.
[UNKNOWN]: I'm not just like, hey, there's what we're doing and I don't I haven't thought through it.
[UNKNOWN]: There's no reason behind it.
[UNKNOWN]: They know there's something going on.
[UNKNOWN]: Yeah, I'm the boss.
[UNKNOWN]: So they're like pulling like actually pulling right what that means.
[UNKNOWN]: I don't think I've even come close to witnessing that.
[UNKNOWN]: Yeah, even like with other people, whatever.
[UNKNOWN]: Yeah.
[UNKNOWN]: Yeah, and it, you're right about it being that kind of level of trust, where it's like, oh, he sees something that I don't, or like, you know, a lot of times, a lot of us, we're just trying to do like the best we can kind of a thing.
[UNKNOWN]: Like, I want, and we, and I think most of us, I think all of us really, we want, we want the, just the best for the group, what we're doing.
[UNKNOWN]: You know, we don't want the, like, to be the guy who did it.
[UNKNOWN]: First, and then, you know, whatever I think it's a, but then even that comes from like just from the beginning, that's how we were all interacting.
[UNKNOWN]: So I'm saying it wasn't like, I don't know, like someone would have to be the front runner, you know, and now we'd get them ahead, you know?
[UNKNOWN]: Yeah, and as you do grow an organization, the reason that the chain of command is so important is because what the chain of command allows you to do is communicate up and down the chain of command.
[UNKNOWN]: Up and down the chain of command.
[UNKNOWN]: everyone thinks about communicating down the chain of command people don't think as much about communicating up the chain of command and how important that is but that's to me that's what from that perspective that's why the chain of command is so important you can't just abandon it because people got to be able to pass the word effectively up and down the chain of command and really everyone says up and down the chain of events really down and up the chain of command so
[UNKNOWN]: Going back to the book here, a simple and direct chain of command helps to send orders from the highest to the lowest levels in a minimum of time with the least chance of missing interpretation.
[UNKNOWN]: The chain of command must be open the other way as well so that the commander can receive official communications and informal feedback from subordinates.
[UNKNOWN]: There you go, that's what I just said.
[UNKNOWN]: That is, that is the part of the chain of command that really matters.
[UNKNOWN]: Actually, they both matter, but it's the one that gets ignored more often.
[UNKNOWN]: Fast forward a little a ground combat force fights and small units and depends on the initiative of junior leaders the toughness of individual Marines and the chain of command the bottom links of the chain in particular Forging a strong reliable chain in peacetime Marine Corps with a high rate of personal turbulence
[UNKNOWN]: remains a challenge.
[UNKNOWN]: So when it's peacetime and you've got, you know, personal turbulence, it can be, it can be hard.
[UNKNOWN]: It's got some some guidelines to help you with that.
[UNKNOWN]: Spend a lot of time explaining standards and clarifying goals, priorities, and policies.
[UNKNOWN]: The Chain of Command can't grow strong amid confusion.
[UNKNOWN]: By the time the arguments are finished regarding what should be done and by whom there's no energy left to get the job done.
[UNKNOWN]: Man, it's weird how much the rumor mill takes hold of things, and if you don't let people know what's happening, they're gonna, they're gonna fill in the blanks, and the blanks that they've, the, the, the words that they used to fill in the blanks are not gonna be good.
[UNKNOWN]: Everyone likes that negativity.
[UNKNOWN]: That's just the way it is.
[UNKNOWN]: And the, and the Cheney Command, the next echelon of Cheney Command is always stupid.
[UNKNOWN]: They always don't know what's going on.
[UNKNOWN]: Specify who works for whom?
[UNKNOWN]: Again, important, but you know, again, going back to the military examples, you know, when I was working for General McFarland, Colonel McFarland, at the time, you know, he never gave me any orders.
[UNKNOWN]: I never, you know, had to push back up against what he was saying because he was like, no, you're gonna, like, no, it was a relationship and all these different battalion commanders that we work with.
[UNKNOWN]: There was no, because the interesting thing is,
[UNKNOWN]: And we heard about this from Ben Milligan in his book by Walter beneath the walls, there's been a lot of times in the past where conventional units, conventional commanders had control of a special operations, and it didn't work out well.
[UNKNOWN]: And so special operations can be to horrifying of that.
[UNKNOWN]: Like, oh, if you get put in charge of these Rangers, you're going to send them in to do an infantry assault on this thing.
[UNKNOWN]: And that's not the job that they're treating, that all that kind of thing, right?
[UNKNOWN]: So people are paranoid about it.
[UNKNOWN]: And it just was no factor for us in Ramadi, no factor at all.
[UNKNOWN]: And the reason is because we had good relationships.
[UNKNOWN]: And the chain of command was, was a distant second.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: It was a very distant second.
[UNKNOWN]: when you say it in in in in Ramadi so was it that like you guys understood both your guys you know positions so well because of the relationship whatever so they knew not to send you into certain situations because you you guys would communicate all this up and it was totally just understood.
[UNKNOWN]: Totally it was you know if General McFarlane said hey I need you to do this and I look at him and said oh that's that's not a good that's not a good use of us right now.
[UNKNOWN]: He'd go oh okay well do you have any other
[UNKNOWN]: And sometimes I would say, hey, I can't, we don't have the force to make this happen.
[UNKNOWN]: And he said, oh, don't worry.
[UNKNOWN]: I do.
[UNKNOWN]: I got tanks.
[UNKNOWN]: I got a, you know, a company or what?
[UNKNOWN]: So very cooperative, very open-minded and just, just awesome.
[UNKNOWN]: Yeah.
[UNKNOWN]: It's that's fun.
[UNKNOWN]: Because in football, you're a good quarterback.
[UNKNOWN]: We'll do that.
[UNKNOWN]: Same stuff.
[UNKNOWN]: What?
[UNKNOWN]: Like he'll be, he won't be like, hey, you got a XYZ.
[UNKNOWN]: He'll be like, hey, what are you seeing over there?
[UNKNOWN]: So, you know, it's like, it's a real back and forth, you know?
[UNKNOWN]: So it's like, oh, if he's,
[UNKNOWN]: like so you can be like a heck and out I can out run this guy yeah exactly right or like bro this guy is fast so it's like hey let's you know let's keep that in mind when because you know a lot of times quarterback have it's not just one play in one it's like throughout the play you have different options you know so it's like the good quarterback's going to know all those options and then you know when you say uh when you consider a quarterback good at reading defense so it's like oh he can read but like okay our our initial plan is here
[UNKNOWN]: A good quarterback will be like, uh, against these guys.
[UNKNOWN]: That first plan is very unlikely.
[UNKNOWN]: So he'll keep that in mind, I mean, in the moment.
[UNKNOWN]: Yeah, like, when the play starts, you know, like, let's say they have a court like a DB who's like super fast or they're freaking MVP or something like this.
[UNKNOWN]: And it's like,
[UNKNOWN]: you know he makes those adjustments and a lot of times and even you know even if you don't have that particular situation he knows because he's constantly communicating with the line so you are coming back in the huddle time saying sometimes saying like oh I can ice this dude I got it exactly or sometimes you be like bride did
[UNKNOWN]: I'll do my best to drag him out of the play.
[UNKNOWN]: Exactly right, and it won't even be that specific.
[UNKNOWN]: It'll be more like the quarterback saying, like, hey, what are you seeing out there?
[UNKNOWN]: Like, always he, if a guy's crowding you and he's really good at crowding you in certain receivers, like, they don't do good with that kind of crowding.
[UNKNOWN]: Well, if he's mumping you off the line or whatever,
[UNKNOWN]: It's like, you'll communicate that, we're like, yeah, cool, he won't be like, well, what the hell is wrong?
[UNKNOWN]: You know, practice more or something.
[UNKNOWN]: It's not that.
[UNKNOWN]: Yeah, it seems saying he'll be like, okay, that's our strength.
[UNKNOWN]: That's our weakness.
[UNKNOWN]: I don't say everyone is identifying the strength and we can use the capabilities and it's nothing.
[UNKNOWN]: Like, there's nothing wrong.
[UNKNOWN]: When tasking a bruiser is like, hey, I don't know if that's a great mission for us.
[UNKNOWN]: Jen McFarlane would be like, well,
[UNKNOWN]: what what why can't you do it right no it's like well hey we don't have this type of weapon system we don't have this type of we don't have people or I don't have enough people to send out for that amount of time or whatever the case maybe he's like okay cool got it what can you do I will you do this though okay let's do that then check
[UNKNOWN]: Next, explain that there's only one chain of command and it is responsible for everything.
[UNKNOWN]: I said something at an event the other day.
[UNKNOWN]: I don't know if I said it before.
[UNKNOWN]: I think I have said it before, but I haven't said it for a while.
[UNKNOWN]: Extreme ownership is not a get out of jail free card.
[UNKNOWN]: Oh yeah.
[UNKNOWN]: You know, like, oh, hey, this was my fault.
[UNKNOWN]: Oh, okay, great.
[UNKNOWN]: Now you can carry on.
[UNKNOWN]: No, no, no.
[UNKNOWN]: And the weird thing is, you can get fired.
[UNKNOWN]: If you make a grievous mistake that was your fault and you take ownership, there's a decent chance that your boss looks and you says, okay, you're fired now.
[UNKNOWN]: Or I'm demoting you or I'm moving you off the project.
[UNKNOWN]: That can happen.
[UNKNOWN]: That's why we have to have preemptive ownership.
[UNKNOWN]: We have to be looking at it like, hey, if something goes wrong, I'm the one that's gonna pay for it.
[UNKNOWN]: So I need to make sure that stuff is done right.
[UNKNOWN]: But sometimes people think, well, you know, what if I take ownership and they still move me out of that position?
[UNKNOWN]: Yeah, that can happen.
[UNKNOWN]: That can happen in the book Extreme Ownership when I was like, hey, this is my fault.
[UNKNOWN]: There was a chance my boss would have said, okay, yeah, you're fired.
[UNKNOWN]: Yep, that could have happened.
[UNKNOWN]: And he would have been with well within his means to be able to do that.
[UNKNOWN]: Hey, you know, you're fired.
[UNKNOWN]: I don't trust you anymore.
[UNKNOWN]: Luckily, I had a good relationship prior to I was taking ownership, which indicates that hey, when someone's taking ownership if they're not blaming other people There's a much better chance.
[UNKNOWN]: It's not going to happen again.
[UNKNOWN]: Yeah, that happened to me and I think I told you this for back when I was a balancer.
[UNKNOWN]: I got caught up in one of those You know What I called see secret shoppers, you know, these people So it took money blah, blah, blah.
[UNKNOWN]: I took money at the front door to let people cut the line moral breakdown
[UNKNOWN]: Yeah, yeah, it was it was really morally wrong bucks.
[UNKNOWN]: I should I forget.
[UNKNOWN]: I mean, I'm assuming it was 20.
[UNKNOWN]: I don't even remember the incident even though I remember doing that I was going to barred in downtown City.
[UNKNOWN]: I go when I was a young guy, and I would I would walk right to the front and I had this little relationship with a bouncer and I'd shake his hand and have a 20 in there
[UNKNOWN]: As if a 20 was just big guy.
[UNKNOWN]: Well, trust me.
[UNKNOWN]: This wasn't in the 90s.
[UNKNOWN]: Yeah, keep in mind like 20 and a 20 when it's not on the normal schedule of payment is big.
[UNKNOWN]: It's cool.
[UNKNOWN]: And then not to mention what makes it.
[UNKNOWN]: I would say by my estimation, double is as cool is the gesture.
[UNKNOWN]: Same thing like this guy is like, you know, I'm right because keeping my an everyone this coming in has it has an element of risk in there I'm not they're gonna get drunk and they're gonna act up or they're gonna have drama with this person or this time whatever everyone in a bar in a nightclub they have an element of risk now a guy coming in with that gesture he just kind of got in your good side That means a lot huge so um, so yeah, I get caught up in this thing or whatever and then I get rolled up right me and another guy There was another march to do I know it
[UNKNOWN]: The first drink I would get I would pay 20 bucks, and I would just leave it.
[UNKNOWN]: I'd be like this and then this dude just feed me all that Let me do whatever I wanted that makes it, you know.
[UNKNOWN]: Yeah, it's kind of one of those things isn't it?
[UNKNOWN]: Yep, but man in the 90s hold no, I mean handing over a 20 It was like I was ringing a billion.
[UNKNOWN]: I was at you on Muscrell when we were just cash It's true.
[UNKNOWN]: Yeah, ridiculous, but when we all got caught
[UNKNOWN]: Um, I took responsibility.
[UNKNOWN]: This would be to afford an extreme ownership, obviously.
[UNKNOWN]: Um, but I did take responsibility.
[UNKNOWN]: Like what else I'm gonna do?
[UNKNOWN]: Like, I don't know.
[UNKNOWN]: It just wasn't, it didn't feel like a good thing for whatever reason.
[UNKNOWN]: Um, I took full responsibility.
[UNKNOWN]: Like, I'm sorry.
[UNKNOWN]: Whatever.
[UNKNOWN]: And then, um, and there was this kind of period of maybe a week or two that they were like, okay, what are we gonna do?
[UNKNOWN]: We're gonna fire these guys or whatever.
[UNKNOWN]: Cause it's a fireable offense.
[UNKNOWN]: Just straight up, like, fire.
[UNKNOWN]: Um, so they're like, what are we gonna do?
[UNKNOWN]: You know, blah, blah, blah.
[UNKNOWN]: And I was just saying like, sorry, I just didn't want to get fired like it was such a fun job to me and like some cool free money, something, you know, like all this and I would even talk to the manager of like, hey, like privately, you know, not when they were talking to me like privately, like I'm so sorry for putting in this position, whatever's my father's like, yeah, well, you know, the map position should be in blah, blah, blah, blah.
[UNKNOWN]: And I was like scared for a few days.
[UNKNOWN]: I thought I'm fucking fairing me today, you know, freaking not happy, like you know, 23 years old, I don't know.
[UNKNOWN]: And finally the manager, I guess he like found out I was scared of whatever any like pulled me and he was like, hey, you know, look, I know where he wants to tell you something, but he can't say it.
[UNKNOWN]: So he was like,
[UNKNOWN]: You know, it makes sense for someone in your position to be really worried about your job, you know, and all that stuff.
[UNKNOWN]: Just understand that you specifically, you don't have to worry about that.
[UNKNOWN]: Yeah.
[UNKNOWN]: And then I was going to fire something else.
[UNKNOWN]: Yeah.
[UNKNOWN]: Well, they were gonna.
[UNKNOWN]: But then the other guy there was one other guy.
[UNKNOWN]: He'd he'd like.
[UNKNOWN]: quit.
[UNKNOWN]: You resigned, you know, before they fired them, but yeah, that's true.
[UNKNOWN]: Yeah, every time from me and about, but he was like, hey, but he said he was for that reason, though.
[UNKNOWN]: He's like, you're attitude and the way you've handled yourself throughout this situation, like, well, you, like, we don't look at you as a bad person that creates problems, like, you're, you're an asset to this, blah, blah, blah.
[UNKNOWN]: I was like, okay, that makes sense because it was like way after the fact.
[UNKNOWN]: Bro, you could have written an extreme ownership of all those years ago.
[UNKNOWN]: Maybe I should have, I should have, I should have said shi-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-h-
[UNKNOWN]: Hold leaders accountable for their for their performance good and bad of their subordinates makes sense Of course leaders are gonna give credit when it's the good stuff.
[UNKNOWN]: We're gonna own it when it's the bad stuff Demand that leaders give orders in their own names It's a solid one because if I come down and say well, you know the boss said we have to do this No, no, we're not doing that.
[UNKNOWN]: Yeah, we're not doing that.
[UNKNOWN]: It's mine.
[UNKNOWN]: This is what we're doing
[UNKNOWN]: Correct and train leaders in private reward them in public check.
[UNKNOWN]: Give awards for small group successes and publicize both the groups and their leaders but a good That's a good need that fire team there.
[UNKNOWN]: Hey, who's the fire team leader?
[UNKNOWN]: Fire team that that set up that flank over there.
[UNKNOWN]: Good job Fred.
[UNKNOWN]: Wait a word.
[UNKNOWN]: You know, that's what we're doing
[UNKNOWN]: So there's this little technique that it looks super dope, but I feel like, and tell me what you think about this, is this kind of defeating the purpose, and that's the one of a criticizing public, or sorry, the other one, the criticizing private, right?
[UNKNOWN]: Critique, okay, so there's just the, an example of it is on the movie called a few good men.
[UNKNOWN]: where he was like, you know, Jess up or whatever.
[UNKNOWN]: The main Marine guy, Colonel.
[UNKNOWN]: And then he's one of his subordinates.
[UNKNOWN]: This guy was like, he disagreed with them.
[UNKNOWN]: Like in front of some other people.
[UNKNOWN]: He was like, I think that's a bad idea.
[UNKNOWN]: And he was like, he didn't like yell out of her and nothing.
[UNKNOWN]: He was like, oh, you know, just totally played it off.
[UNKNOWN]: And he's like, ah, you know what?
[UNKNOWN]: I think I will have that word with you and private, you know?
[UNKNOWN]: And he's like, all right, but you could tell it was like, oh, you know, a little something.
[UNKNOWN]: Other people couldn't tell.
[UNKNOWN]: And then whenever one left, whatever that, the word in private, then he got freaking scolded or whatever.
[UNKNOWN]: but okay so here's my question so you know how how he said that right where it's kind of like um like everyone in that public setting kind of knows like oh he might get scolded right now you know how like I don't know you know consider you if in an alternate universe where you were talking to I don't know if you can jp or something like this and jp said something maybe that you thought was out of line and then like in a meeting like let's say group meeting and you told
[UNKNOWN]: Can you guys excuse us?
[UNKNOWN]: I got to talk to JP real quick, you know, you know how you know JP's about to get to school They consume saying, but you still technically didn't do it in public Yeah, whatever you've everybody knows.
[UNKNOWN]: Yeah, that's the same thing, right same thing, right?
[UNKNOWN]: Yeah.
[UNKNOWN]: Well, it's it's a really that's a situation where
[UNKNOWN]: you cannot be defensive.
[UNKNOWN]: You can't get defensive about your ideas and you don't want people to not ask you questions and disagree with you.
[UNKNOWN]: That's just wrong.
[UNKNOWN]: It's bad leadership.
[UNKNOWN]: So if someone's like, hey, I don't like this idea.
[UNKNOWN]: She's like, hey, okay, let me know what don't you like about it.
[UNKNOWN]: Now listen, there can be somebody that can get a hair in their ass about some particular thing.
[UNKNOWN]: You're like, okay, let's talk about this offline.
[UNKNOWN]: Because if you're not in a meeting,
[UNKNOWN]: And I'm like, hey, once we get the light set up for the video shoot and you're like, hey, we should we should put the lights over here and I'm like, yeah, we can put them over there and you're like, no, no, no, like, over here and I go, yeah, yeah, that's, you know, well, let's, let's take a look in what they look like once they're set up, you're like, well, now I already did their thing and I go, hey, you know what, let's just, let's talk about it offline because we got everyone here.
[UNKNOWN]: That's, that's, that's understand.
[UNKNOWN]: Yeah.
[UNKNOWN]: But most of the time, it's, it's, you know, when someone asks a question, if you're getting defensive, it actually doesn't look good.
[UNKNOWN]: I mean, like all the other subordinates go, okay, so we're not a lot of that question.
[UNKNOWN]: Ask questions out.
[UNKNOWN]: And by the way, a few of those people are agreeing with that person that asked them a question.
[UNKNOWN]: They're like, you know, good question.
[UNKNOWN]: I wasn't asking it, but a good question, right?
[UNKNOWN]: So, yeah, definitely you want to have an environment where people are asking you questions and when they ask you a question, you give them a good solid answer.
[UNKNOWN]: Um, keep small groups and their leaders together in every possible situation.
[UNKNOWN]: This is a good one.
[UNKNOWN]: And this is something that when you're, when you're going, when you're in a seal, cascinated or a seal platoon, you've got fire teams, and there's a, there's a, there's a draw, there's a, there's a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a, a
[UNKNOWN]: pull to break up the fire team sometimes because, you know, well, we want to put more machine gunners over in this position so we're going to switch these guys out and we also want to call them in on this group so we're going to switch those guys out and you end up scrambling up your fire teams.
[UNKNOWN]: Now listen, the fire teams are going to get scrambled up in a gunfight, like they're going to get scrambled up.
[UNKNOWN]: And that's where you've got a train so that they can be scrambled up, but if you don't have to scrambling them up, don't.
[UNKNOWN]: And anytime you can keep that, keep trying to attack man, it's going to be so much easier.
[UNKNOWN]: And this is something I learned from them, the nom guys.
[UNKNOWN]: And it was like, oh well, there's two reasons.
[UNKNOWN]: If you have a base and a soul element, so the base element's going to put down the cover fire on target, and then the assault element's going to go through it.
[UNKNOWN]: And the, you know, we would get these young new guy seal officers and chiefs that would be like, well, you know, we're going to put more of the machine guns up in the base.
[UNKNOWN]: And so now I'll send you broke fire team integrity.
[UNKNOWN]: So that's not good.
[UNKNOWN]: And then they'd say and then the Vietnam guys would say, hey, not only do you mess up your fire teams, but now what happens if the assault team gets compromised and they have no machine guns.
[UNKNOWN]: It's like it's such an obvious thing, but we like to.
[UNKNOWN]: We think like, oh, well, we like to overplan like, hey, well, we're going to put more machine as a peer and put a rocket team up there and it's a scramble up all the fire teams.
[UNKNOWN]: No one's used to working with that person and you have an element that can defend itself well in a big gunfight.
[UNKNOWN]: Yeah.
[UNKNOWN]: It's not a good move.
[UNKNOWN]: So those are the kind of things to keep that fire team integrity and listen, in training, you have to scramble them up.
[UNKNOWN]: Just like at work, there's times when you want to cross pollinate people and take a guy from the seat, of course, of course.
[UNKNOWN]: But when you have like, oh, we got an emergency scenario.
[UNKNOWN]: Hey, we got to go do, we got to go pitch to a client, tomorrow.
[UNKNOWN]: No one put it together in ad hoc team right then.
[UNKNOWN]: Put the people that have been working together.
[UNKNOWN]: So that's what we're doing.
[UNKNOWN]: Keeping those fire teams together as much as we can.
[UNKNOWN]: Next section is called developing individual marines.
[UNKNOWN]: The foundation of your company's performance is the performance of your individual Marines.
[UNKNOWN]: Your objective is to develop individual Marines who are confident that they can fight and win in combat.
[UNKNOWN]: When properly developed, your Marines should have confidence in their own ability, confidence in the ability of the other Marines and the Fire Team crew squad, confidence in their weapons and equipment, and confidence in their leadership.
[UNKNOWN]: Confidence in the company's leadership, particularly in you as their commander will depend upon how well you meet their expectations.
[UNKNOWN]: Your Marines expect the following from their leader.
[UNKNOWN]: Get out of your notebook, that he knows his job, that he knows a great deal about the jobs of his Marines, that he keeps them informed about what is going on and what is going to happen in the future, that he is well organized and keeps the efforts of the company organized, that he knows his Marines and takes care of their needs, that he shares all the risks and hardship with his Marines, and that he rewards his excellent Marines and takes action to discipline or eliminate his problem Marines.
[UNKNOWN]: So there's a nice little list to keep in mind, know your job, know your team's jobs, keep them informed, not only about what's happening right now, but what's happening in the future.
[UNKNOWN]: We had a question yesterday about, um, I was on the academy, the extreme ownership academy online, and a guy we're saying he's in a situation where his company is downsizing a little bit, he's got to go get her, that he's the go getters kind of asking like, what are my opportunities here?
[UNKNOWN]: And they're really at this particular moment in time, not great future opportunities, which I tell this guy and I was like, tell him the truth, hey, this is what's going on.
[UNKNOWN]: Here's where we're at, this is where we are, this is where you are.
[UNKNOWN]: Here's, there's a little bit of a, there's a, there's a bottleneck right now.
[UNKNOWN]: You're not going to have any opportunities for at least this amount of time.
[UNKNOWN]: Now, I can give you more experience, I can give you more leadership.
[UNKNOWN]: There's another department, we might be able to help you out over there.
[UNKNOWN]: But here's where up for what we're doing right now.
[UNKNOWN]: And that's where we have to keep people informed about not just what's going on right now, but the future we have to tell them the truth about it.
[UNKNOWN]: Make sure you're organized.
[UNKNOWN]: Do don't be a don't show up with your gear all messed up and by gear I mean your computer, you know, if you're a business person at your computers all messed up You forgot the pointer you don't have your you know, whatever don't do that if you're in the military of obviously Show up in your gear squared away.
[UNKNOWN]: You know, you have a squared away office.
[UNKNOWN]: Don't look like a disaster And listen it will Einstein was real mascot.
[UNKNOWN]: That's Einstein.
[UNKNOWN]: You're not Einstein.
[UNKNOWN]: I'm not Einstein
[UNKNOWN]: Right?
[UNKNOWN]: Einstein can get away with that.
[UNKNOWN]: You can't.
[UNKNOWN]: I can't.
[UNKNOWN]: Be square away.
[UNKNOWN]: Take care of your means.
[UNKNOWN]: All that stuff.
[UNKNOWN]: It's great little, great little excerpt of what your Marines or your people.
[UNKNOWN]: Marines are not.
[UNKNOWN]: Your people.
[UNKNOWN]: This is what they need from you as a leader.
[UNKNOWN]: Next, you build the skills of your Marines through training.
[UNKNOWN]: Your responsible for identifying of the many individual and collective tasks that they must perform in combat and for developing a plan to train them and evaluate them for the minimum standard period.
[UNKNOWN]: So what's cool about this is that it's roles and responsibilities.
[UNKNOWN]: You know, we are, I was gonna ask you, was there a clearly stated role or rule when you were a bouncer that you were not allowed to take money at the door to let someone cut?
[UNKNOWN]: I don't know because that does change the game you know and a lot of times people just assume well No, that obviously that's you that's obviously can't do that, but it's also obviously people are doing it all the time Yeah, I know I did a lot not as a bouncer, but as a
[UNKNOWN]: Uh, what a consumer on a 10D page patron right?
[UNKNOWN]: So if you're not clear about what the rules are, you can't.
[UNKNOWN]: If you're not clear about the expectations, you can't hold people to those expectations.
[UNKNOWN]: Oh, yeah.
[UNKNOWN]: Yeah.
[UNKNOWN]: That makes sense to me completely.
[UNKNOWN]: Oh, now you remember it was a role?
[UNKNOWN]: Yeah.
[UNKNOWN]: There's also rules that everyone kind of goes well.
[UNKNOWN]: And if it's that kind of rule, we have to take that into account.
[UNKNOWN]: We have to take that into account.
[UNKNOWN]: There's rules that are, there's a precedent for breaking.
[UNKNOWN]: And unless you clearly,
[UNKNOWN]: didn't delineate.
[UNKNOWN]: Like, hey, I know this has been slack in the past.
[UNKNOWN]: We cannot do this.
[UNKNOWN]: That's what you need to do if there's some rule that kind of gets broken sometimes.
[UNKNOWN]: And now all of a sudden we're going to enforce, you got to make it very, very clear.
[UNKNOWN]: You can't just wait until someone, the one guy that got caught.
[UNKNOWN]: And now we're going to make an example out of him when people have been doing this all the time.
[UNKNOWN]: It's like, no, that's not cool.
[UNKNOWN]: No, not cool.
[UNKNOWN]: You can use that as a moment to say, hey, listen, next person that this happened to is getting crushed.
[UNKNOWN]: I know that there's been a press into this behavior.
[UNKNOWN]: It's not happening anymore.
[UNKNOWN]: Does anyone have any questions about it?
[UNKNOWN]: Boom.
[UNKNOWN]: Here's a paragraph fast forward a little bit about.
[UNKNOWN]: Will.
[UNKNOWN]: Is the confidence, commitment, and motivation to accomplish a specific task or activity?
[UNKNOWN]: To build will, you must build skill.
[UNKNOWN]: The more your company and your Marines train, the problems will disappear and the stronger their confidence, commitment, and motivation will be, your Marines want to train and they want to perform their duties well.
[UNKNOWN]: Why?
[UNKNOWN]: Because that is why they join the Marine Corps.
[UNKNOWN]: They want to train so that they feel ready to fight and to win if they're called to do so.
[UNKNOWN]: They want to be ready because that is what the American people expect from Marines.
[UNKNOWN]: So good, hard, realistic training develops, skill, and builds well.
[UNKNOWN]: Now in business, what does this look like in business?
[UNKNOWN]: First of all, when you're in business, you have the best training opportunity for all the people that are in your business with you.
[UNKNOWN]: Every day is training.
[UNKNOWN]: Everything that you do.
[UNKNOWN]: Every task, every project, every product that you build, everything that you do is training.
[UNKNOWN]: It's everything is training.
[UNKNOWN]: So don't get this idea in your head that because in the military, there's a training cycle to that everyone gets to have the luxury of being able to train before they go on deployment.
[UNKNOWN]: That's a luxury.
[UNKNOWN]: It doesn't happen.
[UNKNOWN]: Well, that's not the business world, isn't like that.
[UNKNOWN]: Well, in the business world, you don't die if you don't do well at a presentation.
[UNKNOWN]: And so you can take a little bit more risk.
[UNKNOWN]: I can say, hey, I got to give this presentation to a client today.
[UNKNOWN]: Can you cover this part of the presentation?
[UNKNOWN]: Give me a prepare for tonight.
[UNKNOWN]: It's gonna be a three minute presentation.
[UNKNOWN]: Prepare for tonight.
[UNKNOWN]: You can brief me in the morning.
[UNKNOWN]: If it looks good, you can take that.
[UNKNOWN]: It's a two-hour presentation.
[UNKNOWN]: Can you do these three minutes?
[UNKNOWN]: You're like, absolutely.
[UNKNOWN]: You come in the next morning, and I'm like, oh, you prepared, you did a good job, you've talked through it great.
[UNKNOWN]: Or you come in the next morning, I'm like, you know what?
[UNKNOWN]: I'm gonna do it.
[UNKNOWN]: I'm gonna keep those three minutes, but next time we're gonna rehearse a little bit more and get you ready.
[UNKNOWN]: So that's what we're doing, which is training all the time.
[UNKNOWN]: Everything is training.
[UNKNOWN]: And if you don't keep that in mind, you always feel like I don't get the time to train my people.
[UNKNOWN]: You have the time to train people.
[UNKNOWN]: So you're that three minute speed or part that's essentially saying like kind of open up a little opportunity to train somebody, the guy next to you where it's like, hey, I can basically like break off a small piece of this, you know, task or whatever, just to give them some reps. Yeah.
[UNKNOWN]: Give them some reps. Yeah.
[UNKNOWN]: Yeah, that's good to remember too because yeah, I'm trying to make kids with some stuff.
[UNKNOWN]: I was about to say you have these opportunities all day long with your kids.
[UNKNOWN]: Yeah, you know, whether it's whether it's balancing the checkbook, whether it's, you know, you've got to do some maintenance on the vehicle, whether you've got to change out some fix some lighting fixture, like get your kids engaged in that stuff so that they go, oh cool, I'm not going to do that.
[UNKNOWN]: Yeah.
[UNKNOWN]: next.
[UNKNOWN]: This is a very interesting section.
[UNKNOWN]: This is kind of one of the things that maybe we want to keep going a little bit more of this book.
[UNKNOWN]: The Ford, it talks about what types of Marines you have.
[UNKNOWN]: The Ford general categories of Marines are as follows, Abel and Willing.
[UNKNOWN]: and this individual has performed the task to standard before does many other tasks without being told is not satisfying until the assignment is done right, accepts the need to put in the hours necessary to get the job done right, looks for and works out ways to get the job done better, recent performance has been satisfactory at a minimum.
[UNKNOWN]: So there you go, that's what we, you know, that's what we all hope for, that's the top end of the bell curve, right, able and willing.
[UNKNOWN]: Next one, unable and willing.
[UNKNOWN]: Okay, so we got like a little bit of a new guy with a good attitude.
[UNKNOWN]: Has never performed the tasks standard before.
[UNKNOWN]: Has had recent enthusiastic performance, particularly on tasks similar to those you want them to do.
[UNKNOWN]: Now, pay as close attention to your instructions.
[UNKNOWN]: Watch his others doing the same tasks, ask good questions, spend some time of his own learning and practicing.
[UNKNOWN]: There you go, that's unable and willing.
[UNKNOWN]: We, we, we, we, we, we, we have that personal day.
[UNKNOWN]: Next one.
[UNKNOWN]: able, but unwilling.
[UNKNOWN]: Has had recent hot and cold performance, sometimes at standard, sometimes below the standard.
[UNKNOWN]: Has done the task to standard before, but keeps asking for guidance and assistance.
[UNKNOWN]: Doesn't appear to be concentrating.
[UNKNOWN]: Work is sporadic and poorly planned.
[UNKNOWN]: Takes every, and they underlined every, takes every opportunity to be absent from training.
[UNKNOWN]: Lacks confidence in himself and his duties.
[UNKNOWN]: So we got that able and unwilling person.
[UNKNOWN]: And then finally we have the worst case scenario, unable and unwilling.
[UNKNOWN]: has never performed the task to standard before, has recently had substandard performance, even when he has received a lot of assistance and instruction, works only when closely supervised, seems satisfied with below standard results, pays a little attention to instructions.
[UNKNOWN]: And so, you know, this is laying out some Marines for you, but obviously in any organization you're gonna have these types of people, those four types of people that they break down here.
[UNKNOWN]: The descriptions of each of the four categories above are only rough indicators.
[UNKNOWN]: Any marine may shift from category depending on the task, the level of training, the time of day, the level of leadership and many other factors.
[UNKNOWN]: The key thing is to remember that each marine is different.
[UNKNOWN]: And isn't it interesting?
[UNKNOWN]: And you see this with kids.
[UNKNOWN]: is, and actually I see this with echo Charles.
[UNKNOWN]: Okay.
[UNKNOWN]: When someone wants, when someone's into something, they're into it.
[UNKNOWN]: They're all over it.
[UNKNOWN]: No guidance needed, no follow-up needed.
[UNKNOWN]: It's just happening.
[UNKNOWN]: But when they're not into it.
[UNKNOWN]: This is like when you get the kid that gets an A in history class, but you know, whatever an F in some other class that they're not.
[UNKNOWN]: Because they're into history, right?
[UNKNOWN]: That's the exact thing that's going down.
[UNKNOWN]: So remember that's with your kids and that's where you have the opportunity to teach them about discipline, right?
[UNKNOWN]: Because look, it's easy to do stuff that we want to do.
[UNKNOWN]: Yeah.
[UNKNOWN]: It's easy to do stuff that we want to do.
[UNKNOWN]: But it's just stuff that we don't want to do, that's where you have to crank on the discipline and to go do some stuff that you don't want to do right now.
[UNKNOWN]: Yeah.
[UNKNOWN]: And that stuff that you don't want to do.
[UNKNOWN]: And listen, obviously continue to pursue the stuff you want to do.
[UNKNOWN]: And hopefully you can build a life for yourself where what you...
[UNKNOWN]: Do what you do is what you want to do.
[UNKNOWN]: Yeah, that's the goal in order to get there Generally speaking, you don't have to do a lot of stuff along the way that you don't really want to do until you can set things up properly
[UNKNOWN]: Yeah, that's so true.
[UNKNOWN]: And I call them the chores of life.
[UNKNOWN]: So it's basically things that are required to do things that you want to do, but the parts that you don't want to do, it's like the chores.
[UNKNOWN]: And I feel like every once in a while I'll find myself in a little pocket of success with influencing the kids to do stuff.
[UNKNOWN]: They don't want to do it.
[UNKNOWN]: If you try to make it fun or you do it with them, or especially when you praise them a lot, like, probably you should be proud of yourself.
[UNKNOWN]: You did that, you know what I'm gonna think?
[UNKNOWN]: Um, but I think that's a good tactic to make it at least somewhat fun rather than just force it and just tell them how important it is, you know, which I, you know, I understand that part too, but I feel like it's way more seamless and way smoother when you try to make it fun a little bit.
[UNKNOWN]: Fun always wins.
[UNKNOWN]: Making something fun always wins.
[UNKNOWN]: There's no doubt about that.
[UNKNOWN]: That being said, there's some stuff that just ain't fun.
[UNKNOWN]: Yeah.
[UNKNOWN]: Right.
[UNKNOWN]: And I think maybe the technique is to teach kids how to make it fun.
[UNKNOWN]: Right.
[UNKNOWN]: Not just say, hey, you got to clean your room.
[UNKNOWN]: Uh, I bet I can pick up more clothes than you can faster boom.
[UNKNOWN]: Let's go and you can have a little fun race doing it.
[UNKNOWN]: But actually teaching them, hey, you know what made that fun?
[UNKNOWN]: We had fun with it.
[UNKNOWN]: We turned it into a game.
[UNKNOWN]: That's what we're doing.
[UNKNOWN]: So definitely what we want to do there.
[UNKNOWN]: Now it breaks these down a little bit.
[UNKNOWN]: A Marine who is able and willing is a great example for developing Marines.
[UNKNOWN]: He does the right thing and does not need close supervision.
[UNKNOWN]: This kind of Marine you want to groom for higher leadership responsibilities.
[UNKNOWN]: The willing and able Marine, the willing and unable Marine is the one who usually joins entry level like this is a new guy basically.
[UNKNOWN]: He needs patient instruction and lots of feedback.
[UNKNOWN]: the able and unwilling marine is your biggest challenge.
[UNKNOWN]: His unwillingness may be due to a lack of confidence or he may have a real or perceived personal problem.
[UNKNOWN]: Possibly the able but unwilling marine may be trying to get over on you.
[UNKNOWN]: In either case if the marine has a problem or is a sugar, you must insist that he complete the task and do it to standard the marine with a problem will have done something worthwhile and the sugar will realize that you will not allow him to
[UNKNOWN]: There's a great story that Jason Gardner tells about his, you know, he was just having like wild dumb haircuts.
[UNKNOWN]: You know Jason was like long hair or whatever.
[UNKNOWN]: He's like just crazy and his Platon chief was like dude, you should just get your haircut.
[UNKNOWN]: He's like, well, no, you and he's like bro life is so much easier if you have a square in a way haircut.
[UNKNOWN]: And he was like, hmm
[UNKNOWN]: And he tried it and sure enough, I've got that much easier.
[UNKNOWN]: That's kind of like, free to Jason Gardner was able, but unwilling at that point.
[UNKNOWN]: And he got turned into able and willing.
[UNKNOWN]: And then the last one, the onable and on-wheeling marine,
[UNKNOWN]: should not be in your company.
[UNKNOWN]: While he remains in your company, he must be very closely supervised, make him complete all tasks to standards.
[UNKNOWN]: He may get a sense of satisfaction from his accomplishment and eventually be salvaged.
[UNKNOWN]: However, if, however, the time and effort you spend becomes more than the possible return of your investment to your company and the core, if he's a disciplinary problem, he should be separated from the course in his possible.
[UNKNOWN]: Don't pass his Marine to another company or let him get by.
[UNKNOWN]: There's no place for that in combat.
[UNKNOWN]: Which that's a real stress impulse rate for I guarantee it's not that easy to get away get get rid of it's not easy to get rid of a seal It's definitely not gonna be easy to get rid of a Marine so we got We we got to make some effort here to get this person on board and I've talked about some of those techniques, you know putting someone in charge Elevating them look can you have a complete person that's just a dirt bag?
[UNKNOWN]: Yeah, you can and that person needs to go but a lot of times
[UNKNOWN]: They just need some challenge.
[UNKNOWN]: They don't feel like they're being respected because giving someone responsibility is a sign of respect.
[UNKNOWN]: Giving someone responsibilities is a sign of trust.
[UNKNOWN]: Giving someone responsibilities is a sign that you care about them.
[UNKNOWN]: So when you elevate people like that, you make their relationship stronger and you're more likely to bring them all bored.
[UNKNOWN]: And what happens what's unfortunately, it's a little bit of a downward spiral.
[UNKNOWN]: Because what happens is echo does he supposed to do something doesn't do it So I punish you but you're you're not gonna be in charge of that.
[UNKNOWN]: I'm putting you know friends in charge you now and now you're pissed And now you make less effort and now when you less effort I now not only is Fred in charge of you, but Fred's putting you and you know taking away more responsibility and putting you in charge of some more menial tasks And next you know you just have a bad attitude
[UNKNOWN]: Right out of the gate, if I was like, hey, it looked like you did, you know, what, why didn't you put 40 effort you needed to get that done?
[UNKNOWN]: Well, blah, blah, I said, say what?
[UNKNOWN]: I think you were capable of more.
[UNKNOWN]: I actually want you to do it again, and I'm actually going to give you this additional responsibility as well.
[UNKNOWN]: Most cases, most cases, people step up their game.
[UNKNOWN]: Now, some of the advice that they give on dealing with these type of people, able and willing persons pretty straightforward, you know, supervising easy, let them work, give them your trust, tell them what you want done, don't waste time telling them how he art knows, tell them when to get started and when to be finished, that's it, you know?
[UNKNOWN]: Always tell this kind of marine, how you, well, he met your standards, challenge him with a little more responsibility each time.
[UNKNOWN]: That's all good.
[UNKNOWN]: I agree with that.
[UNKNOWN]: The unable, but willing, obviously, you got to provide more instruction, encourage them to ask questions, show them the right standard, demonstrate it, let them see what it looks like, supervise them closely, check them frequently, help them correct as mistakes, give them time, reward them heavy, displeen easy, reward heavy, displeen easy, able but unwilling, determine why the marine is unwilling, probably one of few reasons, lack of confidence or personal problem.
[UNKNOWN]: I would be willing to bet.
[UNKNOWN]: Well, I would say there's a lot.
[UNKNOWN]: There's other issues here, right?
[UNKNOWN]: If you know, we've talked about the primal order, chain of command.
[UNKNOWN]: Yeah.
[UNKNOWN]: If I don't respect you, we got a problem.
[UNKNOWN]: And now you're telling me what to do.
[UNKNOWN]: All of a sudden, it's a big problem.
[UNKNOWN]: that's here.
[UNKNOWN]: By the way, if I don't respect the mission, meaning like you're telling me to do something stupid, I kind of problem.
[UNKNOWN]: And so you really, you got to keep those things in mind too.
[UNKNOWN]: And some of the things that they talk about here developing confidence, get them to tell you how how you would do the task encouraging him and getting him started, handling him is able and willing.
[UNKNOWN]: It's not a bad idea.
[UNKNOWN]: Handle the guy like he's good to go.
[UNKNOWN]: That's I like that.
[UNKNOWN]: that concept, determine whether he has personal problems.
[UNKNOWN]: Yeah, obviously, range for him to talk about it later, give him a specific time, help him solve his problem.
[UNKNOWN]: Tell him what you want to, what you want done, when to start and when to finish, spell out clearly what the standards are, spell out clearly what the reward or punishment will be, supervising closely, check a tech task, completion against standard, always follow through with this kind of reward or punishment as you promised.
[UNKNOWN]: So that's,
[UNKNOWN]: That's all good.
[UNKNOWN]: I would venture to say what I talked about as far as elevating the way you're treating them is going to be a better outcome The more you micro manage Now listen if the person has a personal problem obviously that doesn't apply or the person But they have a bad attitude.
[UNKNOWN]: What's the root of the bad attitude?
[UNKNOWN]: He thinks what we're doing is stupid or he thinks you're stupid You can get mad at that But you know what getting mad at is stupid
[UNKNOWN]: You're being stupid you're you're fulfilling his prophecy by being mad and taking out on him You're actually acting the way he thinks you're gonna act So when you act in an elevated way and in an enlightened way and you go hey Fred, you know I notice that you don't really seem like to do this job.
[UNKNOWN]: It seems a little beneath you I'll tell you what I got a different job for you.
[UNKNOWN]: Can you help with this over here?
[UNKNOWN]: Let's elevate this dude The last one unable an unwilling
[UNKNOWN]: Explain carefully which one I'm doing, how you want me to do it, question him to ensure he knows exactly what to do.
[UNKNOWN]: Spell out the standards clearly, spell out the reward uponishment clearly, supervise him heavily.
[UNKNOWN]: This Marine will need frequent correction or often quit working if he thinks he's not being watched, tech tasks, completes against standards, follow through with promised reward or punishment.
[UNKNOWN]: If repeated efforts to out this Marine to become able or willing have failed, initiate action for unsuitability discharge.
[UNKNOWN]: Marines in this category require detailed instruction and constant supervision, absorb enormous amount of leadership, time and effort, and are of a little benefit to your company preparing for combat.
[UNKNOWN]: I get it.
[UNKNOWN]: In my opinion, there's less people like this in the world than we think.
[UNKNOWN]: And, you know, when you hire someone in a company and look, are you going to get slugs?
[UNKNOWN]: Of course, you're going to get what is that name for someone that's a shurker.
[UNKNOWN]: They call it a shurker.
[UNKNOWN]: Skater.
[UNKNOWN]: We call it like someone that's just trying to skate.
[UNKNOWN]: You're going to get people like that.
[UNKNOWN]: But Jenna is speaking to your own people want to like you said they want to do a good job most of the time So just keep that in mind and remember leadership is a tool that you can use and the more The more you treat people with respect the more you elevate your treatment of them generally speaking the more they will elevate themselves Not everybody you get some free get animals out there.
[UNKNOWN]: They're just gonna try and take advantage of I get it But that's not common.
[UNKNOWN]: It's less common
[UNKNOWN]: There's a whole section in here about, um, you know, bringing people on board and having a unit sponsorship and orientating people and making sure that they're getting taken care of and making sure that the orientation includes the company values and the standards and the missions and the goals and all this kind of stuff.
[UNKNOWN]: So, good, good, make sure when someone comes on board, you take time too.
[UNKNOWN]: orient them properly.
[UNKNOWN]: I think that's pretty obvious.
[UNKNOWN]: Make sure they understand what the values are, make sure they understand what the standards are, make sure they understand what the mission, the goal.
[UNKNOWN]: What the standard operating procedures are, what the history is, getting that culture embedded and letting them know it's going on in the future.
[UNKNOWN]: But shocking how many people get hired and actually don't get any of that information that will set them up for success and set the company for up for success.
[UNKNOWN]: So do good orientation, leader people.
[UNKNOWN]: Fast forward, developing leaders.
[UNKNOWN]: Developing leaders, whether we are talking about a new leader or maturing the ones who have already had some experience, means training leaders.
[UNKNOWN]: The best strategy for developing leaders is the same one that we discuss for developing individual Marines.
[UNKNOWN]: Access each leader's leadership skills.
[UNKNOWN]: See how he stands on the Abel and willing scale, just because he has stripes or rockers doesn't automatically mean that he has the skills or is motivated.
[UNKNOWN]: facts.
[UNKNOWN]: Just as with individual skills, the development of individual leadership skills goes on all the time.
[UNKNOWN]: often it won't appear on the training schedule as a company commander you must have a plan for developing your leaders.
[UNKNOWN]: So that's what I was just talking about, especially leadership.
[UNKNOWN]: Especially leadership is always, leadership training is always happening.
[UNKNOWN]: It's always happening.
[UNKNOWN]: And anytime that you are stepping in and taking the leadership role yourself, you're just remember, you're taking that role from somebody else.
[UNKNOWN]: So as much as you can let other people in your team lead, let them lead.
[UNKNOWN]: During peace time, permit freedom of action, meaning like you want to give them a little bit of leeway.
[UNKNOWN]: I'll give you some leeway echo of while we're not in front of a client.
[UNKNOWN]: But once we're in front of a client, be a little bit tightened up.
[UNKNOWN]: Honest errors must be expected and corrected.
[UNKNOWN]: Of course, do not tolerate indifference or abuse of authority.
[UNKNOWN]: Meaning you put someone in charge of something, they start yelling and screaming, they start peat treating people without respect, it's a problem, don't you can't stand for that kind of thing.
[UNKNOWN]: Issue mission type orders rather than detailed orders.
[UNKNOWN]: Tell the NCO what to do and let him do it.
[UNKNOWN]: Let him decide how to best accomplish the task.
[UNKNOWN]: Support the leader in his decisions.
[UNKNOWN]: If a decision is based upon poor judgment or false information and you are going and you are able to give him guidance before any actions take and do so.
[UNKNOWN]: But once he starts out to do something with a group of men, do not halt the operation on last serious.
[UNKNOWN]: or injurious result appear eminent so there's like let people do their thing man this is hard to do sometimes and then you know in the business world that means we're not gonna let someone blow a big deal or wreck some construction site by doing a bad concrete poor like we're not letting that happen but if they're gonna all it's gonna take an extra 20 minutes to get this done cool
[UNKNOWN]: get it.
[UNKNOWN]: We'll talk to him afterwards.
[UNKNOWN]: We'll see what they learned from it.
[UNKNOWN]: Council the leader privately concerning his mistakes after the job is finished.
[UNKNOWN]: You already talked about that compliment or praise the leader who does the assignment.
[UNKNOWN]: Well, the officer must must correct errors, but fundamentally he must be builder upper.
[UNKNOWN]: Make sharp distinction, however, between backing up a subordinate leader and granting him undue liberties.
[UNKNOWN]: Primarily, the support is to increase operating efficiency never permit abuse of authority or disregard for directives straight up.
[UNKNOWN]: At here to the chain of command, do not officially deal with individual Marines as a regular practice.
[UNKNOWN]: Talk to them and listen them, but hold the leader responsible for his Marines and issue your instructions through him.
[UNKNOWN]: and it says as a regular practice because there are certainly times where you want to put the word out to everybody yourself as the senior leader as often as you can you go through your sports a sign the leader response body for the state of discipline with his squad section of the tune let the junior leader take charge whenever appropriate that's what I just said you got to let those support leaders lead lead lead lead
[UNKNOWN]: permit the squad leader to train his squad and the section chief to train his section, use the pertune search to train the pertune.
[UNKNOWN]: So as much as we're training our subordinates, we want to empower them to train their subordinates.
[UNKNOWN]: That's what we're looking to do.
[UNKNOWN]: That's how we're building that strong team.
[UNKNOWN]: develop it, develop the following guides for NCO stature in your company.
[UNKNOWN]: So NCO, this is a non-commissioned officer.
[UNKNOWN]: This is like your frontline leaders.
[UNKNOWN]: And they're going to be about to use the word NCO about.
[UNKNOWN]: So thank you frontline leaders when you hear this.
[UNKNOWN]: Do not promote undeserving men to NCO grade just to fill a promotion quota.
[UNKNOWN]: Keep the NCO core elite.
[UNKNOWN]: A sluget.
[UNKNOWN]: Grand NCOs, a greater voice in matters relative to marine welfare.
[UNKNOWN]: So you want to listen to the troops on the front line and the leaders on the front line.
[UNKNOWN]: Let the men know that the NCOs advice and counsel is used by the commander in arriving at decisions.
[UNKNOWN]: There's nothing better than saying, oh, yeah, hey, JP thought of this is what we're doing.
[UNKNOWN]: That's nothing better than that.
[UNKNOWN]: That's what we want to do.
[UNKNOWN]: Obtain recommendations from the NCOs concerning and listed Marines within their units to be considered for promotion.
[UNKNOWN]: Demand NCO commitment to raise their own professional competence.
[UNKNOWN]: Got to hold that standard.
[UNKNOWN]: keep them informed, obviously, show approval of jobs undertaken without suggestion.
[UNKNOWN]: We want them to go out and get after it.
[UNKNOWN]: So when someone goes out and gets after it and shows initiative, let everybody know that's what we're looking for, that's what we want.
[UNKNOWN]: Quickly compliment the NCO on a job well done.
[UNKNOWN]: Do not cheap in praise by extending it when it is not deserved, but do not withhold it from the man who is earned it.
[UNKNOWN]: place a high value on dependability, you know, you know, actively sell the NCOs to the men by holding them in obvious high-regard case and point.
[UNKNOWN]: That's why it's, hey, guys, JP came up with the plan, here's what we're doing.
[UNKNOWN]: Like that kind of thing right there is so important to building the crew.
[UNKNOWN]: next section.
[UNKNOWN]: Building teamwork.
[UNKNOWN]: What wins in combat is the skill and will of individual Marines molded into a cohesive spirited team.
[UNKNOWN]: With combat and weapon systems becoming more and more complex teamwork has become the deciding factor on the battlefield.
[UNKNOWN]: This is why you, the company commander should build skill, will, and teamwork in your company.
[UNKNOWN]: Teamwork is essentially the business of putting things together.
[UNKNOWN]: This putting things together is the responsibility of leaders in your company.
[UNKNOWN]: It is that idea that they have the words putting things together in quotes because really
[UNKNOWN]: That's what a leader's doing.
[UNKNOWN]: Putting all these different pieces together, whether it's at a business where we have we have a production arm, we have an operations arm, we have a logistics arm, we got a sales arm, we got a marketing arm, we got a medium arm, all those things are going on.
[UNKNOWN]: How do we put all things together?
[UNKNOWN]: Combat, same thing, you've got your clearance team, you've got your external cord, cordon team, you've got your mobility team, you've got your search team, like all these different teams you've got to put them together.
[UNKNOWN]: So that's what we're doing as leaders.
[UNKNOWN]: And the team has to work together and you shouldn't have to be you ever watch a composure When a classical music Who's that guy conductor?
[UNKNOWN]: But then you see someone that like paid $10,000 to be the conductor for a little while and They just go up there and it doesn't really matter what they do and they don't work as Tristole pulls it off You never seen that before.
[UNKNOWN]: I don't know so like basically it's saying that the the conductor
[UNKNOWN]: He's not really like that might stir like like the the conductor of the orchestra They're all reading sheet music now he's given the signals I'm sure there's something I'm sure I'm going to catch hell for this and just be Wanting to tell me how important it is, but I've seen videos We're like the conductor just like is a kid and if band still or the orchestra still kicks ass Right, and I'm sure there's a little accent on stuff.
[UNKNOWN]: Yeah, kind of like
[UNKNOWN]: Little tiny micro adjustments, but the band is gonna do what it's gonna do.
[UNKNOWN]: So that's what I think a leader should be doing I'm actually giving props to the conductor because the conductor shouldn't be like it's not like You're not gonna blow your trumpet until I point it you and tell you to know that guys gonna blow it now You could maybe give them a little thing like like like a little I give it a little bit of sauce right now You know, you maybe give them that look But that dude's blown the trumpet right
[UNKNOWN]: So I have my breached team, they're going over the wall, they're blowing the wall.
[UNKNOWN]: Now I might have to be like, you know, right now like, like, just a little micro adjustments, that's where we should be trying to do.
[UNKNOWN]: That's what the idea to me of like, of putting things together is more of a conductor, because the team should be executing kind of on their own.
[UNKNOWN]: right by their own yeah rather actually that analogy kind of is starting to really make sense the conductor because I want you know when you first kind of see the conductor you're like oh like what's he doing you know everyone knows how to play their music I'm sure they've rehearsed that actually you know so it's like what are we even doing then you're like oh wait a second he's kind of keeping the the train on the tracks even though
[UNKNOWN]: there's tracks.
[UNKNOWN]: So, you know, some conduct, I don't know.
[UNKNOWN]: I look at them on the internet or whatever, but some of them go just hard.
[UNKNOWN]: You know, like they're just going to, you know, and then some of them are pretty mellow or whatever.
[UNKNOWN]: But it kind of seems like, and I don't know, I'm not a conductor, you know, this about me.
[UNKNOWN]: And I don't plan or in an orchestra.
[UNKNOWN]: You know that pump me as well, but it seems like Unqualified of it observational standpoint.
[UNKNOWN]: It seems like it would work like okay, you got your what your you would wins
[UNKNOWN]: Where he'll like his energy can kind of flow to the different you know, so the conductor's style will be reflected a little bit in the performance you seem saying but at the same time Everyone leads as well.
[UNKNOWN]: It's like the same thing.
[UNKNOWN]: It's like decentralized command where you know when the when the percussion
[UNKNOWN]: kicks in, they're, you know, their specific attitude and their specific, like feeling given like the piece that they're performing is going to dictate how hard they go at that particular moment.
[UNKNOWN]: So it's like a, it's like a collective reflection of everybody, including the conductor by the way.
[UNKNOWN]: So he's overhearing, you know, he's hitting the brass, he's hitting the figure.
[UNKNOWN]: would wins all the stuff with his personal style would win.
[UNKNOWN]: Yeah, I don't think that would.
[UNKNOWN]: Maybe.
[UNKNOWN]: But you see them saying no?
[UNKNOWN]: So it's like it is a collective creative endeavor.
[UNKNOWN]: Yeah.
[UNKNOWN]: So like a different conductor might and it might be subtle.
[UNKNOWN]: It might be not so subtle, but a different conductor might have a different like expression with the same orchestra.
[UNKNOWN]: Yeah.
[UNKNOWN]: But it's fun.
[UNKNOWN]: That's interesting because it's like, I mean, my opinion it's interesting because the conductor, yeah,
[UNKNOWN]: But meanwhile, everyone else is kind of leading their own for a little part of the mission as well.
[UNKNOWN]: That's insane at all.
[UNKNOWN]: Just fits together and he might be able to give a little bit more stank on the section or pick it up or whatever, but I mean, he's not even really keeping time.
[UNKNOWN]: You know, he's not even really keeping time.
[UNKNOWN]: I don't think.
[UNKNOWN]: Maybe when the whole thing comes like to a stop and then you can hit it.
[UNKNOWN]: But even that like they know what they're doing.
[UNKNOWN]: Yeah, exactly right if he was to not do that They would probably just kick in pretty close right.
[UNKNOWN]: That's what it feels like and then yeah That'd be like a little like hypothetical example of like a conduct The conduct is out there probably like right.
[UNKNOWN]: Yeah, these guys are like where was idiots or they're like doctors or they're like damn you spot on with this stuff I don't know
[UNKNOWN]: Um, but it kind of feels like a conduct, you know, you know, though what he called the crescendo right where you do.
[UNKNOWN]: And then boom.
[UNKNOWN]: Yeah.
[UNKNOWN]: Like some conduct is they might like drag it out just for a split second more just for that extra and even on an assault.
[UNKNOWN]: Let's say we're assaulting a building like.
[UNKNOWN]: Once you say, once the assault starts, like as the ground force commander who's the conductor there, like you could stop it, but it would take you, you couldn't just like flick your wand or whatever they have, the conductor has, and like it immediately stops.
[UNKNOWN]: No, just like if you were a conductor, you wouldn't be able to just end the song when you like you'd be too shocking.
[UNKNOWN]: People were like, I don't even even reverse that.
[UNKNOWN]: Now you could, you can get, you can probably make it happen as a conductor, as an assault, as a ground force commander, you can certainly like, you can put an end to the, and we put ProWords in place that if we have to stop it, we can pass a ProWords and it'll happen, but yeah, that's what we're doing.
[UNKNOWN]: We're putting things together.
[UNKNOWN]: Yeah, that's cool.
[UNKNOWN]: Um, as the leader of the team, your challenge is to coordinate control the actions of your platoon so that all the actions or platoons so that all the actions of your company fit together.
[UNKNOWN]: You must on a daily basis do things and say things that will convince each team member that the other team members and the team as a whole depend on him to get the work done.
[UNKNOWN]: You also must do and say things daily to convince individual Marines that their wants, needs, hopes, and goals are tied to the team's performance and success.
[UNKNOWN]: This is something I talked about leadership strategy and tactics.
[UNKNOWN]: Making sure that people understand that when the team wins, the individuals win.
[UNKNOWN]: When the team wins, the individuals win.
[UNKNOWN]: If the team wins and the individuals lose, that's what out of alignment, there's something wrong.
[UNKNOWN]: That's not correct.
[UNKNOWN]: When the team wins, the individuals should win as well.
[UNKNOWN]: training as stated.
[UNKNOWN]: The best way to conduct to develop teamwork is to training always critique drills.
[UNKNOWN]: We must discuss team performance and how each team member contributed or failed to contribute to the team performance.
[UNKNOWN]: We should also specify places where the coordination of individual and individuals and teams worked and didn't work.
[UNKNOWN]: So again, we're doing training.
[UNKNOWN]: This word debriefing is what we're doing.
[UNKNOWN]: That's when they say critique or debriefing.
[UNKNOWN]: Working by teams do assign tasks by teams rather than by details.
[UNKNOWN]: Again, this is going back to the Fire Team thing.
[UNKNOWN]: Don't put together a some new element.
[UNKNOWN]: to do a task.
[UNKNOWN]: Let the teams work together as much as you can.
[UNKNOWN]: And again, in the business world, and even in combat, you want to do cross-pollumization of people.
[UNKNOWN]: You want to do it to some extent.
[UNKNOWN]: Sometimes you want to do a lot to make sure people can handle it.
[UNKNOWN]: Make sure that the standard operating procedures are solid.
[UNKNOWN]: But man, when a team works together, they get good.
[UNKNOWN]: They just get good.
[UNKNOWN]: That's what we need to do.
[UNKNOWN]: Stress.
[UNKNOWN]: High stress and heavy pressures applied to the team as a whole during training will build teamwork.
[UNKNOWN]: The key is to do it right.
[UNKNOWN]: Events exercise in activities that are extreme challenges and that demand and all out effort by the team and each team member will build teamwork.
[UNKNOWN]: Check.
[UNKNOWN]: That's what, again, when I, as I'm training you to give briefs, I'm going to be like, hey, you got to give a brief in 15 minutes, go get ready.
[UNKNOWN]: It's stressful and I bring a bunch of people that are part of our company in the room to watch you do it and we critique you really hard with trying to create stress.
[UNKNOWN]: And eventually, after a month of that, you're like, not stressful anymore.
[UNKNOWN]: He's doing a lot of hair.
[UNKNOWN]: Reward upon the team.
[UNKNOWN]: Whenever you supervise a task or a mission that requires a high degree of teamwork, you should try and gear your supervision, critique, reward, and punishment to what the team does more than to what the individual Marines do.
[UNKNOWN]: Doing a way so that each Marine can clearly see what he wants most depends more on what the team does than what he does.
[UNKNOWN]: Use we, us an hour instead of I, me and my check, build team reputation.
[UNKNOWN]: This is a good one.
[UNKNOWN]: Any marine worth a damn will work hard to live up to his reputation so will a team.
[UNKNOWN]: Whenever a team does something that is both unusual and good,
[UNKNOWN]: And when the members do it as a team, all the leadership of the unit should know about it.
[UNKNOWN]: When this happens three or four times a word, we'll get back to the team.
[UNKNOWN]: At that point, they'll find out they do have a reputation to live up to.
[UNKNOWN]: This is freaking legit.
[UNKNOWN]: This is where, you know, with your kids, with your family, start setting that, hey, this is who we are, we don't do that kind of thing.
[UNKNOWN]: We don't do that.
[UNKNOWN]: We don't get bad grades.
[UNKNOWN]: We get A's.
[UNKNOWN]: We don't quit, we work hard, we keep our mouth shut during practice, we get it done, that's what we're doing, we're not missing, like that's what we do, that's and you have that reputation.
[UNKNOWN]: Once you have that reputation, it's like become sure identity, your identity is what's driving you to do the right things at the right time.
[UNKNOWN]: There was a platoon one time that was not at sealed team three, but there was another team I was at.
[UNKNOWN]: And their nickname was good time Charlie.
[UNKNOWN]: And like that just had such an impact.
[UNKNOWN]: Good time.
[UNKNOWN]: Like who are you gonna send?
[UNKNOWN]: You know what I mean?
[UNKNOWN]: Like whatever.
[UNKNOWN]: The other platoon, delta platoon, or Fox drop platoon, or good time Charlie.
[UNKNOWN]: Hmm.
[UNKNOWN]: And their reputation when that's your reputation, how do you behave?
[UNKNOWN]: you know, how do you behave?
[UNKNOWN]: You know, kind of good looking for the good times.
[UNKNOWN]: Not the not the hardcore, so we learn this from Hackworth, right?
[UNKNOWN]: Your reputation, the brand, you know, the term, I never liked that term brand, building the brand.
[UNKNOWN]: Because to me, that sounds fake, right?
[UNKNOWN]: Right, right, man, you fact.
[UNKNOWN]: Yeah, it's like a manufacturing.
[UNKNOWN]: I'm gonna say this about my company or I'm gonna say this about my team because I want every, I'm building, I'm not building a team.
[UNKNOWN]: I'm building a brand, like contrived in it or something.
[UNKNOWN]: It's contrived, it sounds contrived, but I was out at battlefield.
[UNKNOWN]: a little while ago.
[UNKNOWN]: And I was talking about the brand of some of the civil war leaders.
[UNKNOWN]: And one of the easiest ones to call out is, is Stonewall Jackson.
[UNKNOWN]: Like what kind of brand is that?
[UNKNOWN]: You know what I mean?
[UNKNOWN]: When you're part of Stonewall Jackson's crew, your attitude is going to shift.
[UNKNOWN]: And same thing with the hack worth.
[UNKNOWN]: You know, they were the hard luck
[UNKNOWN]: That's what we're doing, you're out of two changes.
[UNKNOWN]: So what, how are you going to identify yourself?
[UNKNOWN]: What kind of reputation are you going to build?
[UNKNOWN]: And there's a real, easy, there's a real defensive mechanism.
[UNKNOWN]: I got to do a podcast about this.
[UNKNOWN]: Because everyone has different defense mechanisms, right?
[UNKNOWN]: Defense mechanisms.
[UNKNOWN]: They have, oh, you know, like echo Charles's defense mechanism is like he's kind of chill, right?
[UNKNOWN]: I'm not going, you know.
[UNKNOWN]: It's not really a no big deal no factor.
[UNKNOWN]: That's your defense mechanism.
[UNKNOWN]: You don't you're not gonna dig in on something because I don't you don't have to you've created a reputation where it's like Oh, that's just what you're gonna do Seth Stone had the reputation of like I'm a knucklehead right this guy went to Prince and went to the naval academy You know brilliant guy, but he his his defense mechanism would be like oh
[UNKNOWN]: They're like, well, no, no, actually you do know it took me like, it took me like four days What I was like, oh, this guy's wicked smart and he's acting, you know, he that's his defense mechanism I wouldn't even say he's acting.
[UNKNOWN]: It's just a natural defense mechanism.
[UNKNOWN]: It would be like, you know So people have their defense mechanism mechanism and that can very easily become your reputation and then you've got you're in a good
[UNKNOWN]: It's a bad spot, but for you, you think you're in a good spot, because now I have this reputation.
[UNKNOWN]: And if my reputation is on a Joker, I don't have to be serious anymore.
[UNKNOWN]: By the way, super serious can be a reputation too, and that can also be a defense mechanism.
[UNKNOWN]: Like, oh, hey, you don't don't say anything to Joe, right?
[UNKNOWN]: He's over here being all, you know, that's a defense mechanism too.
[UNKNOWN]: Everyone's afraid to say anything to the boss, because he, so we all have these little defense mechanisms, but we,
[UNKNOWN]: We turn our defense mechanism like next level is when it becomes our reputation And that's not saying this is a good thing.
[UNKNOWN]: Well, it can be a bad thing.
[UNKNOWN]: It can be a great thing If your reputation is, we're gonna get shit done.
[UNKNOWN]: That's the reputation that we have That's what we want and that's what we're gonna try and live up to.
[UNKNOWN]: So if you can get your platoon, your team, your troop, your people to have a reputation of Excellence, you're gonna be in a good spot
[UNKNOWN]: So keep that in mind.
[UNKNOWN]: Next section here is called morale.
[UNKNOWN]: Morales is a state of mind.
[UNKNOWN]: It is that intangible force that will move a Marine to give his last ounce of effort to achieve something without regard to the cost to himself.
[UNKNOWN]: If this is the quality which makes Marines endure and be courageous in times of fatigue and danger.
[UNKNOWN]: Although Morales is complex and intangible quality, it must have a solid basis in leadership discipline and comradeship.
[UNKNOWN]: Morales based on leadership, good Morales
[UNKNOWN]: They provide marines with a feeling of confidence, trust, well-being and accomplishment.
[UNKNOWN]: Good discipline, conquerors, fear, and unite marines into a cohesive unit.
[UNKNOWN]: This discipline creates a body strong enough to carry its members through dangers and difficulties which they would be unable to face alone.
[UNKNOWN]: In this way, good discipline promotes comrade ship, which is the next factor of good morale.
[UNKNOWN]: Comrade ship is vital to high morale because it surrounds a Marine with a feeling of confidence and strength at the very moments when he's feeling uncertain and weak.
[UNKNOWN]: This is just a strong team.
[UNKNOWN]: The state of mind.
[UNKNOWN]: Right?
[UNKNOWN]: Here's the contributing factors for a Marine, a first for morale.
[UNKNOWN]: of fish and operations.
[UNKNOWN]: That's just out of the gate.
[UNKNOWN]: Because think about it.
[UNKNOWN]: If you're doing dumb stuff all the time and you're inefficient, that's not good from morale.
[UNKNOWN]: Good communication clearly.
[UNKNOWN]: Realistic training absolutely.
[UNKNOWN]: Opportunities for promotion.
[UNKNOWN]: Yes.
[UNKNOWN]: good physical condition, good physical condition goes hand in hand with good mental condition, these two elements are basic to achieving good morale.
[UNKNOWN]: And by the way, they're not, you know, physical fitness, good physical condition isn't given to you.
[UNKNOWN]: You got to earn it.
[UNKNOWN]: All the things that build good morale, you have to work for them.
[UNKNOWN]: You can't just, you can't buy morale.
[UNKNOWN]: I can't give everyone free t-shirts and be like, hey guys, this is good morale pick up.
[UNKNOWN]: Nope, doesn't
[UNKNOWN]: The big deal.
[UNKNOWN]: Now it's sudden we mean something.
[UNKNOWN]: Like at the J.
[UNKNOWN]: Rob wrestling camp, the guys trick kids trying to earn that t-shirt.
[UNKNOWN]: That's what they're trying to do.
[UNKNOWN]: Not for free.
[UNKNOWN]: If it was for free, didn't care.
[UNKNOWN]: Not good from morale if it's free.
[UNKNOWN]: Good administration.
[UNKNOWN]: Confidence in their weapons and equipment.
[UNKNOWN]: confidence in leaders, men expect their leaders to know their jobs to share hardships with them and to take personal interest in their problems.
[UNKNOWN]: The men like to see their leaders wear things or going on when the weather is bad or when the night is dark and wet.
[UNKNOWN]: Comfortable quarters, good chow, good mail service, good medical attention, post exchange and facilities leave and liberty religious services, awards,
[UNKNOWN]: high standards, Marines like to be in a sharp unit.
[UNKNOWN]: They appreciate the achievement of high standards in discipline, personal appearance, police, that's a mean cleaning cleaning things up, maintenance, training, and athletics.
[UNKNOWN]: The lifting morale that comes from impressive military ceremonies is also an important factor.
[UNKNOWN]: It's so strange, isn't it?
[UNKNOWN]: even as a special operations guy, when I see the Marine Corps silent drill team, I give a solemn silence salute to myself, to them.
[UNKNOWN]: Because it's squared away, there's something you know when we talked about all the different virtues and the universally appreciated virtues.
[UNKNOWN]: Discipline is absolutely one of them.
[UNKNOWN]: Here's some indicators in morale, saluting appearance, good housekeeping, pride, personal conduct, care of equipment, unauthorized absences, these are bad sign, realism rates or they good, sick call rate, how many often are people going to sick call and J.P. nonjudicial punishment, how often are people getting in trouble, requests to transfer how often are facilities, this is where you got to keep track of, you got to keep track of your morale, what's going on with your troops, how's that morale looking?
[UNKNOWN]: And then, you know, speaking of the lift in morale that comes from discipline, there's a section here on discipline, discipline is the individual or group attitude that ensures prompt obedience to orders and initiation of appropriate action in the absence of orders.
[UNKNOWN]: It is an attitude that keeps your Marines doing what they're supposed to do when they are supposed to do it through strong interconviction.
[UNKNOWN]: Good discipline is constant and functions whether or not outside pressure or supervision as president is the result of good training and intelligent leadership.
[UNKNOWN]: We have to have discipline.
[UNKNOWN]: Indicators discipline attention to detail, and these are good things to remember that your troops are watching you.
[UNKNOWN]: Troops are looking to good relations between company members, devotion to duty, proper senior subordinate relationships, proper conduct on and off duty.
[UNKNOWN]: adherence to standard, cleanliness, dress, military courtesy, prompt us in responding to orders, adherence to the chain of command, ability and willingness to perform effectively with literal no supervision.
[UNKNOWN]: So those are the things we're looking for.
[UNKNOWN]: Here's some ways to improve discipline.
[UNKNOWN]: Set the example, be self-disciplined and consistent.
[UNKNOWN]: That's you as a leader.
[UNKNOWN]: If you're not, if you're not holding that line, forget about it.
[UNKNOWN]: Your word means nothing.
[UNKNOWN]: I'll say that again, your word means nothing.
[UNKNOWN]: Strive for competent, confident leadership throughout your company, ensure that principles of leadership are practiced by all leaders, institute a fair and impartial system of rewards and punishment.
[UNKNOWN]: Resort to punitive measures only when necessary to protect the rights of individuals, the government, and the standard of the Marine Corps.
[UNKNOWN]: That's a good one to remember because a lot of times people think that discipline means we're just punishing everyone.
[UNKNOWN]: We're not.
[UNKNOWN]: We're actually trying not to.
[UNKNOWN]: When we have to punish people, that is a downcheck in your own leadership book.
[UNKNOWN]: You know, when I got it, when I got to take someone to captains' masks, where I got to write them up, and I screwed something up, I know I did.
[UNKNOWN]: I know I did.
[UNKNOWN]: What did I do wrong?
[UNKNOWN]: Yeah, if I always thought that to some degree, I mean, I would say I didn't like, you know, I wasn't like super like ultimately 100% convinced but I always had that feeling that yeah, punishment like you can all in and I mean at any given moment if you find yourself punishing somebody, I feel like there is or there was a better way to handle it.
[UNKNOWN]: No doubt.
[UNKNOWN]: I mean, think about when's the last time you had to punish one of your kids?
[UNKNOWN]: So this might come off as kind of controversial.
[UNKNOWN]: I've never punished any of my kids except for one time and I didn't feel good about it.
[UNKNOWN]: Yeah.
[UNKNOWN]: And when you had to punish one one time looking back or you like, yeah, there's some stakes I made.
[UNKNOWN]: right in the middle of the punishment, I realized it and I it really like it affected me bad like he was that moment where I was like it hit me so hard that I was like this doesn't bad dad exactly right and it wasn't even really that bad yeah it was just like you know how you kind of have a moment of clarity you know sometimes and it and then the idea behind everything hits you it's like one of those things but I've never
[UNKNOWN]: I don't have an ever-pondestity in my kid that I can think of that technically it's a punishment.
[UNKNOWN]: Only because, I mean, I think my kids have pretty good personalities, you know, they're just like, you know.
[UNKNOWN]: And I have to hear the closest thing I've ever done to punish if I be more serious.
[UNKNOWN]: But it's not, that's not a punishment.
[UNKNOWN]: Is it?
[UNKNOWN]: I just be more serious for better influence.
[UNKNOWN]: And I probably did that probably like five times in my entire life by the way.
[UNKNOWN]: And they'll be like, they get super scared for whatever reason.
[UNKNOWN]: I think just because they're not used to it, that's all because of her scary let's face it.
[UNKNOWN]: But yeah, no, I know.
[UNKNOWN]: Don't leave that one time that I remember.
[UNKNOWN]: And when you punish your kids, you punish your employees or you punish someone in your petoon, you should definitely feel like, look, someone do stuff stuff that's totally off the
[UNKNOWN]: They can, but most of the time it's like, man, they're doing something that 99% of the time, it's like, oh, man, I could have done the better job as a leader.
[UNKNOWN]: So I will say this.
[UNKNOWN]: So every once in a while, I will tell my daughter get off your phone for like an hour and two hours or something like this.
[UNKNOWN]: And I truly don't regard it as punishment.
[UNKNOWN]: Like, hey, you did something wrong, and therefore the pain that you have to feel for that is getting off your, it's not that.
[UNKNOWN]: It's if I feel like, oh, wait a second, like, you know, let's say I'm talking to you or let's say you're my talk.
[UNKNOWN]: And I'm like talking to you.
[UNKNOWN]: And then she's like, she'll be like, looking at her phone while I'm talking to her.
[UNKNOWN]: And it's not that I'm like mad at that, because I know how that feels.
[UNKNOWN]: So I'll be looking at my phone sometimes.
[UNKNOWN]: You know, like, it happens sometimes.
[UNKNOWN]: You know, I don't know what she's doing on that phone, so I can't just make a call.
[UNKNOWN]: So, but I will think, oh, wait a second, there's a very good possibility that the draw from that phone is more powerful than her attention to me when I'm exactly right.
[UNKNOWN]: I'm a benefit of the doubt, kind of, freaking parent or whatever.
[UNKNOWN]: So, I'm not going to freaking hold it against or if I don't know the facts, but what I do see is that's what it looks like.
[UNKNOWN]: So, at an attempt to alleviate that issue,
[UNKNOWN]: It's not punishment.
[UNKNOWN]: It's like, oh, well, you're distracted by that.
[UNKNOWN]: I'm you know I'm telling you something important that I think it's in the benefit of you So you're distracted so then I'll say hey, we'll take a break from the phone Therefore you will be less distracted soon saying but it's never punishment.
[UNKNOWN]: Yeah, so even like a video games for example Like my son slash nephew
[UNKNOWN]: where we'll say, hey, I feel like you're distracted by this video game and you're taking your eye off of XYZ that we all agreed with was kind of the goal.
[UNKNOWN]: So we'll be like, hey, you can't play video games until the weekend.
[UNKNOWN]: Just so you can focus on this other stuff.
[UNKNOWN]: Exactly right, but some people it's very subtle, but like my parents, they'll do it for punishment, you know Like hey, you acted wrong.
[UNKNOWN]: Take away the video games as punishment.
[UNKNOWN]: It's the same thing the video game didn't make me Accrawl never did super Mario brothers, brother.
[UNKNOWN]: You don't act wrong.
[UNKNOWN]: I'm sorry about this But I mean, you know, I'm acting wrong for other reasons Probably because of what I was taught or not taught, but whatever
[UNKNOWN]: It's not the video games, but taking over the video games is in Flixpane, so hopefully, you know, the dynamics of punishment is kind of like, hey, I don't want to feel that pain.
[UNKNOWN]: Therefore, I'll come play to this other thing.
[UNKNOWN]: As you can see, that's different.
[UNKNOWN]: Yeah.
[UNKNOWN]: No, and I mean, I punished my kids through the years for various things, not a ton.
[UNKNOWN]: Yeah.
[UNKNOWN]: Sometimes, you know, you're kid with kids, they need a course correction, right?
[UNKNOWN]: And, but the reason that they need a course correction is because of me, right?
[UNKNOWN]: The course, yeah.
[UNKNOWN]: You know, and by the way, if you let something go until they need a big course correction, well, then you made a lot of mistakes.
[UNKNOWN]: They said a little ones, you know, like little, oh, it's a little bit off course.
[UNKNOWN]: How can I make a small adjustment?
[UNKNOWN]: So definitely you should definitely feel that with your people.
[UNKNOWN]: I will say this though I'm not by no means am I saying like punishing is bad.
[UNKNOWN]: I'm not saying that either at all I'm saying this is straight up straight up and I mean this literally this is from an ideal standpoint Like ideally like for example, when that would come up back when My son slash nephew is the teenager that taking out the trash thing, right?
[UNKNOWN]: You take out the trash after dinner or whatever
[UNKNOWN]: And sometimes he'd forget, by 15 years old, you think he's going to prioritize to, I'll just in and of his personal interests and whatever, he's going to prioritize taking out the trash.
[UNKNOWN]: Yeah, you know authoritarian person would be like he better, you know, but in the real world brought 15 year old is going to be into his girlfriend if he has one probably communicating with his friends and all the sense of tech.
[UNKNOWN]: Yeah, like other not trash, but that's not the priority.
[UNKNOWN]: He'll do it.
[UNKNOWN]: You don't want to get in trouble.
[UNKNOWN]: He'll do it.
[UNKNOWN]: Maybe because he finds a sense of like obligation or, you know, whatever, but for him to forget about that sometimes is very realistic.
[UNKNOWN]: In fact, I don't know if there's a world where my particular son, you know, where it wouldn't be realistic for him to forget about that, right?
[UNKNOWN]: So what I thought just even from the beginning, it's not that he needs to be punished.
[UNKNOWN]: Therefore, now he's scared of punishment and that's motivating him to take out the trash.
[UNKNOWN]: And now he can go into his adult life being scared of some punishment that's going to, you know, like it's a...
[UNKNOWN]: effective from what I understand from this outfit short term.
[UNKNOWN]: Long term is, hey, if I can as the quote unquote leader parent, you know, whatever of the household or whatever, if we can provide an environment for success, like the criteria for success of them, which all it all looks like is a reminder.
[UNKNOWN]: Like, right, if you have to take out trash like every night after dinner, if we can just remind them, one, two, three times.
[UNKNOWN]: You know, in plus with my whole, I think personality, if I remind my kids to do something, nobody like, oh, like shoot, I had to get reminded of, you know, kind of a thing.
[UNKNOWN]: So I know that that would, I mean, I knew at the time that that would be effective.
[UNKNOWN]: And it was.
[UNKNOWN]: And I didn't have to punch nobody.
[UNKNOWN]: And I have to scold nobody.
[UNKNOWN]: I didn't have to give up with leadership capital with that, you know, back and stuff.
[UNKNOWN]: I got asked to question the other day like like, you know, it's kind of a question I've heard some version of before, but along the lines of like, well, you know, because I got three daughters and one son, I can't imagine, you know, what you'd be doing to some guy that wants to date your daughter.
[UNKNOWN]: I would treat them and I was like, well, my daughters can handle themselves, you know, like my daughters don't need, you know, meat of filter out and
[UNKNOWN]: discern who's good and who's like no they are gonna they'll handle it hell handle it you don't got to bury the potty yeah I don't got to do all that they'll yeah trust me but but the thing is you know that's like a very specific thing but that's the way life is and if your kids you're not gonna be there
[UNKNOWN]: when they get peer pressure, you're not going to be there when there's a dumb decision to make, you're not going to be there.
[UNKNOWN]: So you have to send them into the field with the values in place, with the reputation in place, with the identity in place that they're making the right decisions, not based on, not based on you.
[UNKNOWN]: and you are present, but based on them and who they are.
[UNKNOWN]: That's what the goal is.
[UNKNOWN]: And you know, I was talking about that the other day.
[UNKNOWN]: It was like the difference between, um, well, if I drink my dad will kill me or if I drink I'll get in a lot of trouble.
[UNKNOWN]: which a kid can say when they're 12, 13, 14, but when they say, no, I don't drink, that's infinite, exponential, more powerful, because now that's not, this is who they are, it's not their dad, it's who they are as a human being, no, I don't, I don't drink, I don't do drugs, I, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't do drugs, I don't
[UNKNOWN]: You know, I'm not going to do this stupid activity that could result in some kind of a criminal record.
[UNKNOWN]: Right.
[UNKNOWN]: Those are all.
[UNKNOWN]: And believe me, like when you're a kid, it's like that peer pressure can be strong But that peer pressure can overcome Your dad or your mom who's not there in that moment, but it's not gonna overcome who you identify as as a human You know like I don't do that the so that attitude and and adopting
[UNKNOWN]: the attitude and having an identity that's strong and raising your kids that they are who they are.
[UNKNOWN]: That's what we're trying to do.
[UNKNOWN]: That does apply to our Marines or our sailors or our soldiers.
[UNKNOWN]: What is their identity and what's their reputation?
[UNKNOWN]: Because if a reputation is like, hey, this is a dude that you don't want to mess with, he's like square away.
[UNKNOWN]: They're always trying to uphold that reputation.
[UNKNOWN]: If the identity is like, oh, kind of a slacker doesn't really care.
[UNKNOWN]: Cool.
[UNKNOWN]: It's really easy to get wild and do dumb stuff.
[UNKNOWN]: Yeah.
[UNKNOWN]: So keep that in mind what we're doing is we're helping people build their identities.
[UNKNOWN]: We're strengthening their identities.
[UNKNOWN]: sometimes we got to correct their identities.
[UNKNOWN]: Sometimes people get identities imposed upon them or they have to be careful that their identities don't get imposed upon them because all that person's stupid or you know she's dumb or she's whatever or he's he does like all those identities are getting opposed no they built it you need to help them build it so that they know who they are so that they make the right decisions when they're in the field.
[UNKNOWN]: Yeah, and I will say that like raising kids and there's a lot of hot button topics like this.
[UNKNOWN]: We're raising kids.
[UNKNOWN]: There's many different ways of success, but I do feel like fundamentally there are these things.
[UNKNOWN]: And these are some full matter like.
[UNKNOWN]: Fundamentally, in principle, are universally beneficial because there's like, you know, like different environments different people different like family environments different, you know, so there's many ways to success.
[UNKNOWN]: So I'm not saying or, you know, if you punish your kids, you're wrong.
[UNKNOWN]: I'm not actually saying that at all, but yes, I do think that that fundamentally these these principles are yes all it no and and you know, I didn't apply this stuff.
[UNKNOWN]: as well when my kids were little.
[UNKNOWN]: I just, you know, didn't really know.
[UNKNOWN]: They hadn't really made the connection yet.
[UNKNOWN]: Part of it, I definitely instinctively felt and but because that's why I don't think I did.
[UNKNOWN]: I didn't, I didn't get too far outside the bounds, right?
[UNKNOWN]: You know, like I definitely imposed some hardcore punishments.
[UNKNOWN]: All my kids, but it was only a number of small number of times where I felt like they did something that I didn't approve of and again Even in those situations, I look back.
[UNKNOWN]: I'm like, well, you know, you're didn't need didn't need to be all that But but you know now as I look back it's like, oh, yeah
[UNKNOWN]: one of the reasons they got well the reason they got punished is because of my failure my failure to really do you know put instilled the right stuff in a minute a certain time and and be like oh a lot of times when someone makes a mistake
[UNKNOWN]: And this is very often in the sealed teams.
[UNKNOWN]: When someone makes a mistake, you don't have to punish them at all.
[UNKNOWN]: They're self-punishment is worse than anything you're gonna do to them.
[UNKNOWN]: And a matter of fact, the best slash worst punishment you can give them is like nothing.
[UNKNOWN]: You know what I mean?
[UNKNOWN]: That's like the worst best punishment.
[UNKNOWN]: And as I, you know, as my kids got older, and I started to kind of put connections together more, it was like, oh, like you've, you've heard my kids talk about me shunning.
[UNKNOWN]: Which is just awful.
[UNKNOWN]: They freaking hated it.
[UNKNOWN]: I like wouldn't talk to them, wouldn't look at them.
[UNKNOWN]: And they would hate it.
[UNKNOWN]: But it was like, oh, yeah, you want to act like that?
[UNKNOWN]: Okay.
[UNKNOWN]: Damn.
[UNKNOWN]: I heard that from my son the other days.
[UNKNOWN]: I have a, if someone is going to do something that I do not agree with,
[UNKNOWN]: I'll say, okay.
[UNKNOWN]: And I asked Laef, I was like, hey, Thor said I do this.
[UNKNOWN]: And he was like, oh yeah, 100% because I've heard that plenty of times.
[UNKNOWN]: I'm like, okay, you know, I recommend you do this.
[UNKNOWN]: Well, I'm not gonna do it that way.
[UNKNOWN]: Okay.
[UNKNOWN]: Yeah, and I've probably said it before I'll sit again.
[UNKNOWN]: It's like that that it's that torment It's like a it's like a deep torment.
[UNKNOWN]: It goes for anyone like when anyone where you have any kind of like if you care about the person at all Like yeah, it's like a deep torment because like when you put signals out to the world like you need feedback if you don't
[UNKNOWN]: That's how you know how like you ever heard of that room that's like the most quiet room in the world or something in people go crazy.
[UNKNOWN]: Yep.
[UNKNOWN]: It's basically that.
[UNKNOWN]: So like even us in this room, which is pretty much sound proof of what if you close your eyes and you talk you even to the subconscious.
[UNKNOWN]: You can get a feeling of, okay, where I'm at this table, you can kind of pick it up a little bit right with the sensory because you got feedback.
[UNKNOWN]: If I say some, if I knock on this, I hear it or whatever.
[UNKNOWN]: What if I knocked on this, I couldn't hear it.
[UNKNOWN]: I'd be like, oh, baffled in confused.
[UNKNOWN]: It may be even like kind of scared in a weird way because we were saying this confusion, you know, sensory deprivation.
[UNKNOWN]: Exactly right?
[UNKNOWN]: So now emotional deprivation.
[UNKNOWN]: Yeah, on a relationship level to someone that you care.
[UNKNOWN]: So it's like if you're mad at me brought just tell me you're mad at me, you know, saying or or if you know, if I'd say a joke like, bro, keep me a little fake laugh, give me something, bro.
[UNKNOWN]: I don't act like you didn't hear, bro.
[UNKNOWN]: I'm going to be all discombobulated from saying so.
[UNKNOWN]: Oh, yeah, bro, you get someone who like actually let someone in your family.
[UNKNOWN]: That's a poor man about ready for it.
[UNKNOWN]: It's rough.
[UNKNOWN]: I do not recommend.
[UNKNOWN]: But, you know, we live and learn.
[UNKNOWN]: We live and learn.
[UNKNOWN]: Next one.
[UNKNOWN]: Again, this is a ways to improve discipline.
[UNKNOWN]: Develop mutual trust and confidence through tough, stressful training.
[UNKNOWN]: Challenge supports to according to their capabilities.
[UNKNOWN]: Encourage and foster the development of self-discipline.
[UNKNOWN]: Be aware of conditions conducive to breaches of discipline and eliminate them where possible.
[UNKNOWN]: Donuts.
[UNKNOWN]: Eliminate or reduce meaningless tasks and assignments.
[UNKNOWN]: That's a good one.
[UNKNOWN]: Please remember that.
[UNKNOWN]: You, those of you in the military.
[UNKNOWN]: And anywhere.
[UNKNOWN]: Such a leadership win when you go, hey, you know what?
[UNKNOWN]: This is dumb.
[UNKNOWN]: We shouldn't do it.
[UNKNOWN]: Rotate personal, personal assigned-emineal tasks.
[UNKNOWN]: Yep.
[UNKNOWN]: Don't have one person doing all crap work all the time.
[UNKNOWN]: Provide guidance and assistance.
[UNKNOWN]: But don't over-supervised, set high-performance standards, encourage innovation and support your support.
[UNKNOWN]: It's weird because people don't think of that.
[UNKNOWN]: When you think of discipline, you don't think of encourage innovation.
[UNKNOWN]: It doesn't sound like the, but the, how you improve discipline.
[UNKNOWN]: Got a section here called a spree decor.
[UNKNOWN]: Whereas morale refers to a marines attitude.
[UNKNOWN]: A spree decor is the unit spirit.
[UNKNOWN]: It is the common spirit reflected by all members of a unit and provides group solidarity.
[UNKNOWN]: It implies devotion, loyalty to the unit, and all for which it stands, and a deep regard for the unit's history, traditions, and honor.
[UNKNOWN]: Spread a core.
[UNKNOWN]: and the things you can look for expressions from the Marines that show enthusiasm for four and pride in the company, a good reputation among other companies.
[UNKNOWN]: Again, this reputation things a big deal, a strong competitive spirit, willing to participate in by members and company activities, pride in the history and traditions of the company.
[UNKNOWN]: Those are things you're looking for ways to improve a spirit of core, be the symbol of fighting spirit you want to develop.
[UNKNOWN]: Start new people off-right by ensuring they're welcome into and reception by the unit, include an explanation of the unit's history traditions and its present mission and activity.
[UNKNOWN]: Train your Marines as a team, develop the feeling that the company as a team must succeed.
[UNKNOWN]: Instruct them in history and traditions, develop your Marines to the very finest physical condition and train them to perfection in all military skills.
[UNKNOWN]: yeah.
[UNKNOWN]: Recognize and publish the achievements of the company and members reinforce all successes, use appropriate and proper ceremony slogans and symbols, use competition wisely to develop a team concept, try to win in every competition, employ your company according to its capabilities, use decorations and awards properly, make your Marines feel that they are invincible, that no power can defeat them and that their success of the core and country depends on them
[UNKNOWN]: stuff's important.
[UNKNOWN]: You know the feeling, I think it's a primal feeling that we want to be and you hear this all the time, why do you join the military?
[UNKNOWN]: I want to be part of something bigger than myself.
[UNKNOWN]: That's kind of a trite saying, but it's a real thing.
[UNKNOWN]: Wanting to be a part of a team.
[UNKNOWN]: That's why gangs exist.
[UNKNOWN]: That's why teams exist.
[UNKNOWN]: You know gangs are better example, because like why are you in a gang?
[UNKNOWN]: You're just you're doing criminal stuff.
[UNKNOWN]: Why would you?
[UNKNOWN]: Why didn't you mean a gang?
[UNKNOWN]: You want to be something bigger yourself.
[UNKNOWN]: Yeah, it almost has this weird feeling of like a, you know, like a.
[UNKNOWN]: It's like driving a car, you know that like, you know why people get road rage, it's almost like they're they're feeling of power that now becomes this standard gets compromised So like someone cuts them off someone's driving too fast or too slow like you've ever been driving in a regular lane like not in the past lane necessarily And then you see someone speed past you like going 100 miles per hour in like a slower lane.
[UNKNOWN]: It kind of is like hey, what do you do you know it like can kind of bother that far
[UNKNOWN]: No, not really.
[UNKNOWN]: I was thinking of more of like a mild example of something that doesn't really affect you, but on the street it does just because I feel like you're power gets elevated and then all of a sudden it gets compromised in some way and then it elicits this weird road rage.
[UNKNOWN]: That's I think that how it works, you know, so anyway that car in that being behind the wheel of whatever is like this I don't know for lack of a different force multiplier kind of scenario right so that's why we like gangs or like being part of like this clan or this group or this whatever because it's like
[UNKNOWN]: I have the power of the group and the group has, and I contribute to that group, so I'm saying, so now this group and me are kind of one, and we can make freaking huge, but that's a primal thing.
[UNKNOWN]: Yeah, exactly.
[UNKNOWN]: If I want to survive in the jungle, I need to have a gang that I got there back and they got mine, hell yeah.
[UNKNOWN]: That's what we're doing.
[UNKNOWN]: So how can you utilize that?
[UNKNOWN]: That's a spriticore.
[UNKNOWN]: Next section cohesion cohesion is the product of bonding that Marines have with each other with their leaders and with their company combat studies and research have demonstrated that members of cohesive units are more resistant to psychological breakdown due to battlefield stress.
[UNKNOWN]: How do you build unit cohesion positive competent leadership stability focus on the mission respect leaders who lead cohesive units fundamentally respect their Marines.
[UNKNOWN]: And that leads us right into leadership skills.
[UNKNOWN]: Here we talk about leadership being a skill.
[UNKNOWN]: Here's some leadership skills.
[UNKNOWN]: Planning.
[UNKNOWN]: Planning is a leadership skill.
[UNKNOWN]: Yes it is.
[UNKNOWN]: If time permits involve others in your planning.
[UNKNOWN]: I would say you better involve others in your planning.
[UNKNOWN]: It takes longer to plan by yourself than it does to have the team help you plan.
[UNKNOWN]: So I don't even say if time permits.
[UNKNOWN]: No, involve all this in your planning.
[UNKNOWN]: It'll make it better.
[UNKNOWN]: Identify the alternatives that you think might help accomplish the mission.
[UNKNOWN]: Free charge alternative, develop a plan to cover things that could go wrong.
[UNKNOWN]: Expect them to go wrong.
[UNKNOWN]: Remember, winters make things happen, losers let things happen.
[UNKNOWN]: Here's a section I have to cook.
[UNKNOWN]: It's called time management.
[UNKNOWN]: Time management as a leadership skill.
[UNKNOWN]: I actually have not talked about this in depth before.
[UNKNOWN]: Time is a critical resource to a company commander and every human being there is.
[UNKNOWN]: It can never be replaced.
[UNKNOWN]: Therefore, plan and manage time carefully.
[UNKNOWN]: Some of the most important decisions you will make as a company commander will be on the use of your time and that of your subordinates.
[UNKNOWN]: One myth about time management is that the harder you work the more you get done, unfortunately there's not necessarily a direct relationship between hard work and positive accomplishments.
[UNKNOWN]: Therefore it is much better to work smarter than harder.
[UNKNOWN]: Another myth is that the person who is apparently very active or works long hours accomplishes a lot.
[UNKNOWN]: However, as a company commander, you are judged by results achieved not by time spent or energy expanded.
[UNKNOWN]: Therefore, to have successful results manage your time and people effectively.
[UNKNOWN]: So, my youngest daughter, who's in high school.
[UNKNOWN]: So, my older, my oldest daughter worked with doing homework every night, like all night, just homework, just dug in at the table.
[UNKNOWN]: I would go to bed at 11, she'd be doing homework, I wake up at 430, she'd be doing homework.
[UNKNOWN]: Rana, Coach Hannah, she did a lot of homework, not as much as my oldest, but she did a lot of homework, like excessive homework.
[UNKNOWN]: My son.
[UNKNOWN]: not so much homework.
[UNKNOWN]: Also COVID.
[UNKNOWN]: So not so much homework was going on.
[UNKNOWN]: My younger start.
[UNKNOWN]: I don't know how she's doing it.
[UNKNOWN]: So I asked her, I said, hey, do you remember your sisters when she kind of kind of, you know, because she's quite a bit younger.
[UNKNOWN]: I said, you know, they would be doing homework all night long, like every night and on the weekends.
[UNKNOWN]: I said, wow, how come you don't?
[UNKNOWN]: I said, how come you don't have to do, you know, that much homework.
[UNKNOWN]: I know what she said.
[UNKNOWN]: I'm more efficient.
[UNKNOWN]: Yeah, so there you go.
[UNKNOWN]: She said, I'm more efficient.
[UNKNOWN]: Okay, check.
[UNKNOWN]: So the following are some guidelines for proper time management.
[UNKNOWN]: obtain from the supply system a month-in-site calendar and a calendar that allows you to record schedule events on a daily basis.
[UNKNOWN]: Keep your calendar up to date at all times.
[UNKNOWN]: Record new events as soon as possible on the calendar, carry things to do notebook in your pocket.
[UNKNOWN]: Identify the task and write it in your book after the task is complete crossed out and record a date and time when you accomplish it.
[UNKNOWN]: Early every day, review your monthly calendar and your things to do notebook.
[UNKNOWN]: When you have a lot of duty to do in a day, write out a list of things to do today and listen by priority, try to do them in that order.
[UNKNOWN]: Set aside specific time, each day to spend with your Marines regardless of your other commitments.
[UNKNOWN]: Set aside time during the day to do paperwork, always try to do your paperwork during this period, except when an emergency prevents it.
[UNKNOWN]: Try not to spend more than four hours per day in your office.
[UNKNOWN]: establish time limits for your meetings.
[UNKNOWN]: Don't let them run over this limit and I would make your meeting shorter.
[UNKNOWN]: You don't need an hour meeting, you need to have an hour, sometimes 15 minutes.
[UNKNOWN]: When there's a time conflict, establish your priorities based on your missions, high-priority activities must come first.
[UNKNOWN]: and I would say, I've been trying to put this word out for quite some time, do your strategic things first.
[UNKNOWN]: Do the long-term projects first every day.
[UNKNOWN]: The first long-term project we all have is our health.
[UNKNOWN]: Do that first every day.
[UNKNOWN]: Then the next term, long-term thing that you're trying to get done, whatever it is, do that thing next.
[UNKNOWN]: And then start doing the stuff that's due tomorrow or do this afternoon.
[UNKNOWN]: Remember, time wasted is time lost.
[UNKNOWN]: Plan to use every minute of every day to the fullest.
[UNKNOWN]: There are just too many things that you must do to prepare your Marines to fight and win.
[UNKNOWN]: You must take control and effectively plan to use all of your time to maximum advantage.
[UNKNOWN]: And I'll tell you this, in that schedule, you've got to plan, you've got to put schedule time to do where you don't have anything scheduled.
[UNKNOWN]: You know, like, maybe it's before lunch, maybe it's after lunch, maybe it's mid-morning, you take 40 minutes or 45 minutes where you've got nothing.
[UNKNOWN]: So you can, because it's going to be adjustments, man, you've got to make little adjustments.
[UNKNOWN]: And if you're trying to lock in too tight of a schedule, things start to slip to give you plan yourself some fudge time, fudge factor, we used to call it conducting a meeting, schedule the meeting, establish an agenda, determine the purpose, this is kind of basic stuff here.
[UNKNOWN]: One thing it says is record the results to inform those who could not attend.
[UNKNOWN]: And another thing is when you have things that you come out within a meeting,
[UNKNOWN]: give someone has to take ownership of those things.
[UNKNOWN]: If there's a change in second place, if there's something that needs to get done, someone has to have their ownership of that.
[UNKNOWN]: Call company meetings only when they are absolutely necessary.
[UNKNOWN]: Good call.
[UNKNOWN]: communications, you know, information must flow quickly, must be accurate, and must be a get tall parts of the unit.
[UNKNOWN]: If the flow up down and laterally is not continuous, accurate, and timely, the company cannot be coordinated, it will lurch along awkwardly union of the various parts of a unit results only through a union of information and action.
[UNKNOWN]: And this is the part I like about this.
[UNKNOWN]: A person's beliefs, values, character needs, experience, education, and goals,
[UNKNOWN]: This frame of reference acts as a filter through which he sees and hears.
[UNKNOWN]: Since we all have unique combinations of these factors, our filters cause us to see and hear the same situation differently.
[UNKNOWN]: With this awareness of each person's unique frame of reference, let us discuss several factors that may cause a breakdown.
[UNKNOWN]: And so it's just important to remember that everybody
[UNKNOWN]: But you say the words that come out of your mouth are not the same, are not heard the same way in the other people's ears.
[UNKNOWN]: And when they respond to you, what they say to you isn't what they, isn't what you hear necessarily.
[UNKNOWN]: So you gotta keep checking back with those things and make sure that you don't let them get out of hand.
[UNKNOWN]: also understand how stress affects communication.
[UNKNOWN]: You need to understand clearly the human tendencies under stress that create communication problems.
[UNKNOWN]: Be aware that different people do not see the same reality when they look at a situation or read a message.
[UNKNOWN]: What each of us sees at a given moment is influenced by our psychological frames of reference, our police values characters and knowledge and past experience for goals, fears, like all those things we just talked about.
[UNKNOWN]: People do not always see reality.
[UNKNOWN]: People do not always see reality, you know who's included in that group of people?
[UNKNOWN]: You.
[UNKNOWN]: They see what they perceive to be reality.
[UNKNOWN]: Unfortunately, people's perceptions, especially under stress are often far from reality.
[UNKNOWN]: Under stress, people tend to see the situation as worse than it is.
[UNKNOWN]: In battle, Marines tend to use the words like heavy-shelling, intense fire, or strong resistance.
[UNKNOWN]: But these terms mean different things to different people.
[UNKNOWN]: Marines at all levels need to be clear and concise in their communication.
[UNKNOWN]: Prepare your marines to deal with stress and it's effective communication through tough realistic training.
[UNKNOWN]: I used to hit that voice recorder when I was at trade-out.
[UNKNOWN]: You hear guys.
[UNKNOWN]: We need everywhere right now.
[UNKNOWN]: I'd be like, dude, you're kind of freaking out.
[UNKNOWN]: No, I wasn't.
[UNKNOWN]: Of course, plus play.
[UNKNOWN]: Yeah, you're completely freaking out.
[UNKNOWN]: Teaching demand to accurate reporting.
[UNKNOWN]: You have to be aware of the human tendencies that to store reality.
[UNKNOWN]: You must cut through them and get correct information with correspondence,
[UNKNOWN]: If something is not a known fact, do not report it as such, report it as whatever it is, a perception of belief in opinion or assumption, teacher means Marines to report matters exactly as they know them based on what they see in here.
[UNKNOWN]: So there you go.
[UNKNOWN]: And you've got to remember, you've got to keep that in mind that people are going to exaggerate they're going to be emotional, so you've got to, you've got to, you've got to.
[UNKNOWN]: Everything's a data point, and data gets skewed.
[UNKNOWN]: So you've got to just use caution with that.
[UNKNOWN]: Goes into performance counseling.
[UNKNOWN]: Performance counseling is a necessary leadership at activity.
[UNKNOWN]: It clarifies unit goals, enhances subordinate motivation, is essential to the development of individual potential and increases unit effectiveness.
[UNKNOWN]: Performance counseling provides marines with information about their current job performance and assistance to improve their future job.
[UNKNOWN]: They have to be, subordinates have to be informed of the responsibilities and the standards that do we provide a feedback?
[UNKNOWN]: They have to be reviewed on a periodic basis, it says every six months in here, at least, got to develop them and they subordinates know how their jobs and work contribute to the overall objectives of their unit and the Marine Corps.
[UNKNOWN]: And then it gets into personal counseling, meaning you got some personal problems.
[UNKNOWN]: Be available, develop the ability to listen, resist any tendencies to sit in judgment.
[UNKNOWN]: It's a pretty good, pretty important one.
[UNKNOWN]: Man, it's easy to judge.
[UNKNOWN]: Yes, it is.
[UNKNOWN]: Ensure that your subordinates know that raising a problem will not affect his or her career except when specified by orders and regulations, maintain strict confidentiality, except where orders and regulations are best interests of the individual or service to specify otherwise.
[UNKNOWN]: And it gets into some, some counseling techniques.
[UNKNOWN]: Encourage Marines to talk.
[UNKNOWN]: Counting is a form of communication which is most effective when it's too way.
[UNKNOWN]: It is not enough for you to understand your Marine.
[UNKNOWN]: You must also give him the feeling that you are sincerely trying to help him.
[UNKNOWN]: The best way to find out what the other person wants to say is to listen and the best counseling session is usually the one in which the leader talks the least.
[UNKNOWN]: Listening is more important than just not talking, it requires an active effort to convey that you understand and are interested in what the person is saying.
[UNKNOWN]: A friendly expression and an attentive but relaxed attitude are important.
[UNKNOWN]: Make use of phrases like, can you give me an example or can you tell me more?
[UNKNOWN]: Give some other stuff in here.
[UNKNOWN]: The leader must be careful not to place himself in the position of appearing to be the all-knowing judge and end up treating the Marine like a child.
[UNKNOWN]: It's to give some good advice here.
[UNKNOWN]: Avoid responses like you really blew that one.
[UNKNOWN]: That sure was stupid.
[UNKNOWN]: That's one of those ones.
[UNKNOWN]: It was like a who wrote that part of the book.
[UNKNOWN]: Mostly there's 10 to correct to support it when he says something that is obviously wrong to set the Marine straight on what he may say.
[UNKNOWN]: If you yield to this temptation, he may just clam up and not discuss the problem at all.
[UNKNOWN]: Important one of your kids.
[UNKNOWN]: Kids tell you that's something that's going wrong and you immediately jump down their throat bad move you're not you're not gonna hear anything not just in that conversation you're not gonna hear anything from them again So you got to keep them keep them in the game One of the most frequent errors made by inexperienced counselors is transforming the counseling session into a game of 20 questions Avoid questions that are and yes or no
[UNKNOWN]: Direct questions.
[UNKNOWN]: This gets in a little bit of the indirect approach.
[UNKNOWN]: Direct questions, unless necessary for seeking information as frequently used in interview techniques can also tend to pin a person down, make him uncomfortable, and even result in his not revealing fully the root of the problem, consequently, only partial assistance can be given, and the basic problem often remains unsolved.
[UNKNOWN]: Neither the Marine nor the counselor confronts the real problem.
[UNKNOWN]: A more subtle approach is needed with gently gentle probing indirect applied by such question does, would you care to clarify that for me?
[UNKNOWN]: What would you, you said your wife hates you?
[UNKNOWN]: Question mark, it's like, okay, cool.
[UNKNOWN]: A leader might ask, how can I solve someone else's problems when I can't even solve my own?
[UNKNOWN]: He can't.
[UNKNOWN]: The purpose of counseling is not to solve a person's problems, but to help him solve his own problems.
[UNKNOWN]: Too often, the concerned leader unknowingly causes harm by telling the follower what to do instead of helping him work out of the problem for himself again this is a great parenting advice.
[UNKNOWN]: work out of the problem itself and reaches own decisions, develop a sense of responsibility among your subordinates.
[UNKNOWN]: Be careful not to become overly involved in the helping process.
[UNKNOWN]: Your subordinates must learn to stand on their own two feet and take responsibility for their own personal problems.
[UNKNOWN]: Don't always expect to know what to do in every situation.
[UNKNOWN]: Don't feel embarrassed if you don't know how to handle the case.
[UNKNOWN]: Don't be too proud to ask someone else to make referrals.
[UNKNOWN]: The most important thing is to help them marine.
[UNKNOWN]: Know your limitations.
[UNKNOWN]: If the decision is made to seek expert help, you should become involved in the referral to the next to the extent that you ensure contact between your subordinate and the next.
[UNKNOWN]: And the helping expert or agency.
[UNKNOWN]: So you've got to know it's like, hey, this is not my thing.
[UNKNOWN]: It's not my area of expertise.
[UNKNOWN]: And I'll close this book out with this.
[UNKNOWN]: The counseling session does not end when the Marine leaves your presence.
[UNKNOWN]: A more important responsibility remains for you, and that is to follow up.
[UNKNOWN]: Inform him of the results of your effort.
[UNKNOWN]: If you fail to do this, he may believe you just don't care about his problems.
[UNKNOWN]: And you will be reluctant to seek help.
[UNKNOWN]: The problem is passed down on someone else.
[UNKNOWN]: It's forgotten what impression of you and your company is drawn from this, not only by the Marine, but the other members of the unit.
[UNKNOWN]: Also, how will this affect him in doing his job?
[UNKNOWN]: Brown Spirit do not grow from such examples.
[UNKNOWN]: They breed further problems requiring more leader time with Marines.
[UNKNOWN]: Often being blamed for creating them.
[UNKNOWN]: When they may have been caused by an ineffective display of leadership.
[UNKNOWN]: Show.
[UNKNOWN]: that you care.
[UNKNOWN]: And that's the closer right there.
[UNKNOWN]: Show that you care.
[UNKNOWN]: Really truly mark of a good leader.
[UNKNOWN]: And as I pick council with that song front, I was talking about the the most common thread when you when I think about the leaders that I had, there's one common thread.
[UNKNOWN]: that was a cared about.
[UNKNOWN]: They cared about the boys, cared about me, and I knew they cared about me.
[UNKNOWN]: So showing that you care, that's the truly unifying mark of a good leader.
[UNKNOWN]: And you know, just from, look, these are, I don't know, it doesn't seem like you, echo trolls, see these as super abstract leadership examples just because they're in the Marine Corps and you are never in the military.
[UNKNOWN]: But they apply to everything, leadership, these leadership things apply to everything, how you interact with your family, how you interact with your kids, how you interact with your kids, how you interact with your friends, your coworkers, your subordinates, your peers, your boss, it's everything.
[UNKNOWN]: And by the way, it's also you, you are in a leadership position with you, you're the general, you're the soldiers too, but you're the general.
[UNKNOWN]: And every decision that you make is it has impact.
[UNKNOWN]: and learning the skills of leadership, they look, do they apply to your family, yes, do they apply to your co-workers and your boss, yeah, they apply to all those things, but really, if you're paying attention, the leadership skills that we talk about, they have to be applied to you as an individual.
[UNKNOWN]: You have to apply them to yourself, and if you're not applying these leadership skills to yourself, and applying these leadership principles and living these leadership principles, everyone else can see that.
[UNKNOWN]: and it's a problem.
[UNKNOWN]: So, as always, make yourself, this is always start by making yourself the aim of these leadership principles.
[UNKNOWN]: And that doesn't include living discipline, and the cornerstone of discipline.
[UNKNOWN]: I go to Charles.
[UNKNOWN]: Health and fitness means we're working out.
[UNKNOWN]: We're lifting.
[UNKNOWN]: We're training.
[UNKNOWN]: We're sprinting.
[UNKNOWN]: We're training Jiu-Jitsu.
[UNKNOWN]: And by the way, training Jiu-Jitsu.
[UNKNOWN]: Are you training Jiu-Jitsu, echo-tronome?
[UNKNOWN]: You know, here and there.
[UNKNOWN]: Yes, for sure.
[UNKNOWN]: There's something called the Origin USA immersion camp.
[UNKNOWN]: Yeah.
[UNKNOWN]: It's freaking awesome.
[UNKNOWN]: It is August 23rd through the 28th.
[UNKNOWN]: It's up in Maine on a lake.
[UNKNOWN]: A beautiful lake in a beautiful setting.
[UNKNOWN]: And it's Jiu-Jitsu.
[UNKNOWN]: How many Jiu-Jitsu classes are there today?
[UNKNOWN]: three three days or sorry three sessions a day of jujitsu some of it's rolling some of it's you know Technique some of it's both Some of it's ecological training the whole nine yards.
[UNKNOWN]: You're gonna get it off
[UNKNOWN]: I would say this about the training.
[UNKNOWN]: It's anything you want.
[UNKNOWN]: So it's like this big buffet of everything, which is kind of as guided.
[UNKNOWN]: You gotta, you know, nogie, nogie.
[UNKNOWN]: But you don't necessarily have to roll in the gear.
[UNKNOWN]: You can do one, you could do 20 minutes of jujitsu a day.
[UNKNOWN]: You could do zero.
[UNKNOWN]: Technically, you could do zero jujitsu a day or you could do probably do seven hours of jujitsu a day.
[UNKNOWN]: Yep, however much you want any you want and you could be white belts, it could be blue belts, it could be purple belts It could be brown belts, it could be black belts.
[UNKNOWN]: Yep.
[UNKNOWN]: You got all kinds of people to train with And there's freaking epic food.
[UNKNOWN]: I don't know the food.
[UNKNOWN]: You know is awesome.
[UNKNOWN]: It's like camp food, but it's awesome.
[UNKNOWN]: Yeah, like good camp
[UNKNOWN]: barbecues, everyone's hanging out stories like it's just it's just a good time it's an awesome time hang out with a bunch of people and that is August 23rd through 28th up in Maine you can find a Portland or you can find a Boston it's like two and a half hours from Boston it's probably what hour an hour or ten hour ten maybe hour 15 from Portland Maine but if you want to come up there we'll be up there I'll be up there you'll be up there echo trials we teach up there it's one
[UNKNOWN]: No, it's one of the few times that you've freaking committed a violation.
[UNKNOWN]: I committed a violation.
[UNKNOWN]: I went, I stepped across the line.
[UNKNOWN]: Yep.
[UNKNOWN]: As much smack as I talked to Echo Charles, what was the other time I, I went across like because you always say, I only remember that one.
[UNKNOWN]: Yeah.
[UNKNOWN]: This is one time.
[UNKNOWN]: You didn't cross line with me on the other time.
[UNKNOWN]: You could, you like lost your temper or you like that annoyed.
[UNKNOWN]: But overtly.
[UNKNOWN]: What was it about?
[UNKNOWN]: We're talking about work, you know, and I think you didn't understand what I was saying because, you know, my knowledge is very vast and it comes very complex and you didn't understand it and then you were like, what the hell are you talking about?
[UNKNOWN]: What were you saying?
[UNKNOWN]: Remember the, the, the, what it was the expression moving your body through space.
[UNKNOWN]: We're talking about doing legs and you're like blah, blah, blah, and there's categories of whatever and I was explaining it to you and you just, you kind of got lost in the woods, you know, mentally couldn't understand what I'm saying.
[UNKNOWN]: They was on the podcast while we're recording.
[UNKNOWN]: So anyway wants to hear me lose my mind Because if you guys echo Charles was talking about moving your body through space.
[UNKNOWN]: I I didn't know that that was actually like an expression.
[UNKNOWN]: It was a thing.
[UNKNOWN]: Yeah, it's a thing like I've seen in other places now
[UNKNOWN]: Correct, so you and Truthy told him in all fairness.
[UNKNOWN]: Did you lose your tempered?
[UNKNOWN]: No, but you went from you Call it outside the lines as far as you know like you've been you know keeping it playful Like there was genuine irritation Your behavior kind that I can I can see how that would just hit me wrong You know what I mean especially with that with the with the
[UNKNOWN]: Let's say the tone that you would have, which is the tone that you have sometimes, by the way, when you start exploring your vast knowledge about working out, a lot of confidence that comes in, a lot of confidence.
[UNKNOWN]: You know what I'm saying?
[UNKNOWN]: You know, we could say it's borderline arrogant.
[UNKNOWN]: So, probably that's good enough.
[UNKNOWN]: Well, okay, yeah, and yeah, okay, I understand.
[UNKNOWN]: But the other time that I crossed the line was you were teaching a move, you were teaching some kind of a choke, and as you showed the example to the class, and you're like, oh, and then you just put the pressure here and then, and then you can get them to tap, but I didn't tap, and then I purposely didn't tap, and then I just wouldn't tap, and then you just got annoyed.
[UNKNOWN]: Yeah, it looked like I don't know what I'm doing, so it's like my whole credibility is just completely gone, by the way.
[UNKNOWN]: Yeah, thank you for that.
[UNKNOWN]: It's by the way, the funny thing about that is it's the the the bro cool way to show a move is like yeah, and then I put the pressure here on echo and I don't squeeze it all and you tap and it's like you don't need any extra tension on your arm or on your neck.
[UNKNOWN]: So everyone's just being cool.
[UNKNOWN]: It's like, oh, yeah, and here you go, put the pressure and then they tap and I tap and you didn't put me any pressure at all.
[UNKNOWN]: Literally did not hurt one bit and you feel any choke and you just tap, right?
[UNKNOWN]: Maybe maybe when you started to squeeze a little bit.
[UNKNOWN]: I was kind of like, oh, now you want to see Okay, okay, it's my fault.
[UNKNOWN]: No, no, no, no, I caused it.
[UNKNOWN]: But I'm saying I didn't get the vibe that it was one of those moments where you were just like Oh, yeah, and then you put the pressure and then they tap you're just like oh, and then you started putting pressure Yeah, you're right though.
[UNKNOWN]: No, I mean, I didn't mean to you actually I think you're right because I didn't mean to But I think you know how like because when you demonstrate a move on certain partners
[UNKNOWN]: I am used to actually doing the move until my partner kind of taps because it's usually with, you know, you are some other backpulters or something like this, um, and it, but so maybe I was just doing it out of habit, but you're right though because when you demonstrate on me like at the master or whatever, like you don't do it until I tap, you don't put the pressure.
[UNKNOWN]: Yeah, do this right here.
[UNKNOWN]: I changed my voice.
[UNKNOWN]: Yeah, and then they tap and then I didn't squeeze you at all.
[UNKNOWN]: Yeah, and sometimes I don't even have to tap because it's like, oh, you didn't put the off.
[UNKNOWN]: I didn't even realize that.
[UNKNOWN]: Oh, miscommunication, miscommunication.
[UNKNOWN]: It's just showing off.
[UNKNOWN]: Like, oh, let's make a joke with that.
[UNKNOWN]: Hey, that's where I'll crazy.
[UNKNOWN]: Hey, but if you want to see me torment echo Charles, not tap to his display moves, you can come.
[UNKNOWN]: There's so many good great duty to people going to be there, too.
[UNKNOWN]: I mean, obviously, you got the deck above.
[UNKNOWN]: The list, a bunch of great, all the black belts is a good crazy, it's a crazy number of awesome black belts.
[UNKNOWN]: It's a due to evocation.
[UNKNOWN]: Yeah, it's a due to evocation.
[UNKNOWN]: That's exactly what it is, immersion camp.
[UNKNOWN]: So it's August 23, the 20th come out.
[UNKNOWN]: Come out and check it out.
[UNKNOWN]: Go to goto originusa.com to get there.
[UNKNOWN]: And by the way, when you're there, you get all kinds of due to all kinds of origin stuff.
[UNKNOWN]: We have like a camp store, who just sell everything there.
[UNKNOWN]: It's all like discount.
[UNKNOWN]: You can just get your bringing extra bag.
[UNKNOWN]: because you buy a lot of stuff.
[UNKNOWN]: You just walk away with so much cool stuff.
[UNKNOWN]: So check it out originusa.com come to the jujitsu immersion camp in Maine, August 23rd through the 28th.
[UNKNOWN]: Hey, by the way, when you're there, also we got a very, very good supply of something called
[UNKNOWN]: Because when you're training, you did two, either for 20 minutes or for seven hours, you're going to need some fuel, we recommend dark fuel, we've got hydrate, we've got protein, we've got energy drinks, we've got joint warfare, super krill oil, we've got everything that you need that's going to help you, we've got muscle drive, I'm on muscle drive right now, but currently that's what's in my stomach, that's it, it's actually one hydrate, one muscle drive, scoop, that muscle drive is good to go,
[UNKNOWN]: We got everything that you need.
[UNKNOWN]: So go to joccofuel.com Get what you need also check out your local store Whatever it is.
[UNKNOWN]: We got joccal fuel and so many stores across the country if they don't have it If they have it get it much appreciated by the way clear the shelves all that stuff But if they don't have it just ask them say hey, we want joccal fuel here.
[UNKNOWN]: We want the clean option.
[UNKNOWN]: That's what we're doing Joccalfuel.com go get some
[UNKNOWN]: Also don't forget about Jockel store.
[UNKNOWN]: We can represent on the path.
[UNKNOWN]: We got shirts.
[UNKNOWN]: shirts is kind of the main thing But we got hoodies on there as well some hats on there other people like those hats Some hoodies on there a shorts on there actually a lot of merch because it's that we do in all over kind of thing Anyway disbelief.
[UNKNOWN]: You go freedom good stand by to get some get after it and some other stuff You know some new stuff
[UNKNOWN]: You have any subscriptions and areas on there.
[UNKNOWN]: We do have a subscription scenario if you're interested.
[UNKNOWN]: We call it the shirt locker.
[UNKNOWN]: Every month you get a new design.
[UNKNOWN]: People seem to like that.
[UNKNOWN]: When we get kind of creative, every once in a great while.
[UNKNOWN]: We'll release one of the shirts from the shirt locker to the general public for a limited time Sometimes just keep that in mind, but good news is if you're part of the shirt locker no matter when you join You have access to all the past shirts So I'm saying you get a little log in and stuff you can go back and you can chop the whole things cool So you know if you see a pass design somewhere and you're like, oh, I missed it you didn't miss it So I'm saying you can just go back and buy it so it's good You know, yes, it's all on joccostore.com Yeah, okay, so
[UNKNOWN]: Go get some.
[UNKNOWN]: We've got a bunch of books.
[UNKNOWN]: Put your legs on, but Rob Jones need to lead by day Burke.
[UNKNOWN]: I've written a bunch of books about leadership.
[UNKNOWN]: I've written a bunch of kids books.
[UNKNOWN]: Way the warrior kid.
[UNKNOWN]: By the way, coming out November 25th.
[UNKNOWN]: Be on Apple.
[UNKNOWN]: If I'm too to have I said that, yeah, on this podcast.
[UNKNOWN]: I don't know.
[UNKNOWN]: November 25th, global release of the movie Way of the Warrior Kid, starring Chris Pratt as Uncle Jake.
[UNKNOWN]: So, be ready for that, and in the meantime, get the books.
[UNKNOWN]: Also, Colorado Craft B if you need some sake, check that out, echelonfront.com.
[UNKNOWN]: We teach these leadership principles in all types of different environments to all different types of organizations.
[UNKNOWN]: So check out echelonfront.com.
[UNKNOWN]: We also have an online training academy, extremeownership.com.
[UNKNOWN]: We can learn these skills online and furthermore, if you want to help families and Service members, families Active and retired, you want to help their gold star families as well.
[UNKNOWN]: Check out Mama Lee's
[UNKNOWN]: amazing charity organization.
[UNKNOWN]: It is called America's Mighty Warriors.
[UNKNOWN]: And if you want to donate or you want to get involved, go to America's Mighty Warriors.org.
[UNKNOWN]: Also check out heroes and horses.org and then you've got Jimmy May's organization beyond the Brotherhood.
[UNKNOWN]: There's a swim happening in August.
[UNKNOWN]: Check out Beyond the Brotherhood.org to get involved in that as a New York City.
[UNKNOWN]: You can participate, you can swim, you can do some pull-ups and some push-ups out in the out in the Hudson River right there.
[UNKNOWN]: So check that out, check out Warriors and Need.
[UNKNOWN]: dot org as well, helping aviation folks from the military get involved in the civilian sector, get jobs in the civilian sector.
[UNKNOWN]: If you want to connect with us, check out jacquad.com on social media.
[UNKNOWN]: I'm at jacquad with like echoes at echo trails, just don't spend too much time on there because it's a waste of your life and don't do it.
[UNKNOWN]: Thanks to all of our uniform personnel around the world right now.
[UNKNOWN]: And it's a new world right now.
[UNKNOWN]: We get these drones, we get the AI, we get all the chaos that these technologies bring to the battlefield.
[UNKNOWN]: It's a totally different battlefield, so thank you all for stepping up and taking on these challenges to protect us and to protect our way of life.
[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]: Thank you for stepping up and protecting us here on the home front.
[UNKNOWN]: And everyone else out there, some good lessons, lessons to review, lessons to reiterate, and the lessons to live by.
[UNKNOWN]: And if you can live by these lessons, everything's gonna be a better set, a good example, be confident at your job, get rid of meaningless tasks and assignments, get rid of those things.
[UNKNOWN]: Set high standards.
[UNKNOWN]: maintain a high level of physical conditioning, of course.
[UNKNOWN]: Remember that discipline, the conquerors fear.
[UNKNOWN]: And that means you have to build your discipline every day and the way you do that is by going out there, then getting after it.
[UNKNOWN]: And that's all we've got for tonight.
[UNKNOWN]: Until next time, the Zekko and Jarko out.