[User] Please transcribe this text

[Assistant] You're gonna do it. And by the way, if you make a call, even though I'm senior to you, if you make a call, guess what I'm gonna do?


[User] Please transcribe this text

[Assistant] Guess what I'm gonna do? Follow. Yes, I'm gonna follow you. If you're like, Hey Jocko Punch, right? Get ready to flank these guys. And I'm the senior guy, but you just told me to do that. Guess what I'm gonna do? I'm gonna do it. I'm gonna support you. So that's, that's what you want.


[User] Please transcribe this text

[Assistant] Uhm, you, you have to be careful. Cause as people, if you have someone whose personality is sensitive to that.


[User] Please transcribe this text

[Assistant] Right? And you say, hey Jocko, punch right, get on their flank.


[User] Please transcribe this text

[Assistant] That's where we can get into that situation all day long. Guess what's gonna happen to all of us? We're all gonna die.


[User] Please transcribe this text

[Assistant] So we have to figure that stuff out. We have to figure out that.


[User] Please transcribe this text

[Assistant] That we have to work together, but at the end, one of us has to submit to the situation, submit to the other person's leadership.


[User] Please transcribe this text

[Assistant] In a seal platoon, there's 30 or 40 in an infantry platoon.


[User] Please transcribe this text

[Assistant] It's pretty easy to get in the habit of like, hey, when the boss speaks, we're all gonna submit to what he's saying.


[User] Please transcribe this text

[Assistant] Oh, if the one of my platoon sergeant speaks.


[User] Please transcribe this text

[Assistant] Okay, well, he barks out something, guess what? We'll submit to that. Occasionally, someone else will rise up and see something. We have to, we have to work and train together so that we know when we need to submit to someone else or when we, or when we need to say, hey, negative, we're not doing that, we're going over here.


[User] Please transcribe this text

[Assistant] These are challenging things, right? Yeah. It's, think of how easy for, think of how easy it is to have the Monty attitude and be really easy for me to say right now, like, hey listen, this is what happens, you'd have to have your men so disciplined that when you tell them to do something, they do it.


[User] Please transcribe this text

[Assistant] That's the easiest solution, right? Oh, okay, great. Chocolates put out the word. Oh, and by the way, if I get hurt, fall the guy that's in the second chain of command. Okay, cool. That's easy. That's the easy day, right? Now we're gonna win every time. No, wrong. Because guess what? Occasionally, me, I'm the leader, I'm gonna make a bad decision. And somebody needs to check me.


[User] Please transcribe this text

[Assistant] Now are you gonna check me every single time? No, you're not. Are you gonna check me? You know what? We're gonna work together so much that if you think, you know what, I'm not sure Jock was making the right call, but at least I'm gonna start to execute it, I'm gonna keep a heads up, I'm gonna move forward, and then if I see what I think might be a problem happening, I'm gonna say something.


[User] Please transcribe this text

[Assistant] But to blanket everyone, when I tell you to do something, you do it.


[User] Please transcribe this text

[Assistant] Again, that works great 94% of the time. 6% of the time it's an utter disaster and everyone dies.


[User] Please transcribe this text

[Assistant] So we don't want to allow for that. We want to allow some flexibility in there. That is harder to do. It's harder to have that flexibility. It's much more challenging.


[User] Please transcribe this text

[Assistant] But it gives you such better capability and survivability that that's how you want to set it up. It takes a lot more. That's why, that's why the more advanced you get


[User] Please transcribe this text

[Assistant] In the more tactically advanced you get, the more there is of that. So if you go to a Marine Corps infantry platoon, they're gonna have less pushback and less


[User] Please transcribe this text

[Assistant] They're gonna have more obedience. More just straight rote obedience. As they should. Because guess what? An 18 year old Marine doesn't have as much knowledge as a 25 year old staff sergeant. Like, or a platoon commander that went to the basic school. Right? So there's...


[User] Please transcribe this text

[Assistant] You're gonna have these situations that are gonna, so in a normal infantry platoon, there's gonna be less pushback.


[User] Please transcribe this text

[Assistant] You get into a seal platoon, well now you've got a bunch of experienced guys. Just about everyone there has a few deployments. The new guys aren't gonna say anything.


[User] Please transcribe this text

[Assistant] But the guys with two or three platoons, they're gonna say, hey boss, not a good call, or they're gonna give you some pushback. Why? Because you've got a more experienced field of people. So,


[User] Please transcribe this text

[Assistant] It takes more practice to get that.


[User] Please transcribe this text

[Assistant] To get to be able to interact together properly and have that flowing chain of command that's docile and and can


[User] Please transcribe this text

[Assistant] Close quarters combat where basically there's a person at the front of the train and that person rotates out every few seconds. There's tactical situations where there's a new person making the calls every ten seconds.


[User] Please transcribe this text

[Assistant] Think about that. That's, that's radical. To have a new person making a call every 10 or 15 seconds there's a new person doing it. How do you do that? Well they understand, everyone understands, they understand the tactics, they understand how we work together. That's what we want.


[User] Please transcribe this text

[Assistant] Because I don't want an 18 year old marine thinking, well, you know, if I don't like what the platoon commander says, I'm just going to tell him no. That's not what I'm saying. Not what I'm saying. I do want you to think.


[User] Please transcribe this text

[Assistant] But if you're a guy that's gonna speak up every time a decision gets made, because you think maybe of a different way that might be a little bit better in your mind, you're gonna suffer the consequences of number one, the whole platoon being indecisive, and number two, your boss is gonna tell you to shut up.


[User] Please transcribe this text

[Assistant] Cause your, your idea that might be 8% better than his idea, we don't have time to discuss that right now.


[User] Please transcribe this text

[Assistant] If you see something that's really significant, okay. Hey boss, negative can't do that. There you go. The second factor, discipline.


[User] Please transcribe this text

[Assistant] Factually true too. What is it that gets you to do that thing that you're afraid of? You have the discipline to just drive through it.


[User] Please transcribe this text

[Assistant] To determine the best method of doing this requires an analysis of fear to be made. There are two aspects of fear. Fear can suddenly attack a man through his imagination. A corpse in a ditch or a grave by the side of the road will remind him of the peril of his position. He will suddenly realize that he himself is liable to be killed.


[User] Please transcribe this text

[Assistant] Creeps on you. At such a time he will have the opportunity to appreciate the dangers which beset his life. Fear acting through his thoughts can so reduce a man's hardcore of courage that he will become nervous and fearful.


[User] Please transcribe this text

[Assistant] Discipline strengthens the mind so that it becomes impervious to the corroding influence of fear. It teaches men to confine their thoughts within certain definite limits. It instills the habit of self-control.


[User] Please transcribe this text

[Assistant] Keep your emotions in check, keep your fear in check, that requires discipline. The basis of fear is the awareness of danger. In itself, this is healthy.


[User] Please transcribe this text

[Assistant] It is only when fear dominates the mind that it becomes unhealthy and leads to panic. So-


[User] Please transcribe this text

[Assistant] Fear is good, we know that. Fear is healthy, we know that. Until you let it dominate your mind and then it's a problem. Men must be urged to fight fear with courage so that they will advance or defend and not take refuge in fight, in flight or in action.


[User] Please transcribe this text

[Assistant] Man becomes aware of danger when he feels himself opposed to something more powerful than himself.


[User] Please transcribe this text

[Assistant] Right? Man becomes aware of danger when he feels himself opposed to something more powerful than himself. In other words, when he feels that his own armament is unequal to that of the enemy who oppose him.


[User] Please transcribe this text

[Assistant] It is important for a man to lose his individual feeling and to become an integral part of the battalion division and army to which he belongs. The larger the unit of which he feels himself to be a member, the larger will be the estimation of his own armament and the less will be his fear. It is here that discipline shows its value.


[User] Please transcribe this text

[Assistant] For it can help a man to lose his own identity and become a part of a larger, stronger unit. It is in this way that discipline will conquer fear.


[User] Please transcribe this text

[Assistant] Gotta relate to that bigger group. You see this in like gang fights. The one person by themselves is a coward, but then when they have ten of their friends, all of a sudden they're courageous. It's a horrible example, but it's a reality, right? It's a total reality.


[User] Please transcribe this text

[Assistant] Right? But when there's 18 of us, oh, all of a sudden you're real tough, right? That's me when I was 15 years old. Oh, I'm super tough with all my friends. Right? Sure.


[User] Please transcribe this text

[Assistant] Bad, it's a bad example, but it's the reality. Yea, I liked it. Big. Scraps.


[User] Please transcribe this text

[Assistant] This corporate sense, which discipline creates, helps men face the unknown.


[User] Please transcribe this text

[Assistant] The method by which the conquest of fear is achieved is the unifying of men into a grouper unit under obedience to orders. So he rolls right back to obedience to orders.


[User] Please transcribe this text

[Assistant] And part of the reason is, he's talking about conscripts a lot. Draftees, not volunteers. So there's a little bit of a...


[User] Please transcribe this text

[Assistant] That's what, that's what he's dealing with. Now, as we know from hack and from...


[User] Please transcribe this text

[Assistant] General Mukuyama, like, hey, if you treat your people right, doesn't matter that they're draftees.


[User] Please transcribe this text

[Assistant] Men require to be united if they are to give of their best discipline seeks to instill into all ranks a sense of unity by compelling them to obey orders as one man. This obedience to orders


[User] Please transcribe this text

[Assistant] I'll go, I'll even go a little bit more hardcore against Monty.


[User] Please transcribe this text

[Assistant] You know what, to me is an exceptional unit, is the unit where you don't even have to give orders. Where you just, where everyone knows what the intent is, where you give them a way of like, hey, this is the intent, and people just do what they're supposed to do, with no orders.


[User] Please transcribe this text

[Assistant] A chapter that Leif wrote where he's talking about prioritize and execute and


[User] Please transcribe this text

[Assistant] He's talking about how it's when one of our guys fell through the roof. They were on a mission. They were in Overwatch. They ended up having to concrete, uh, sledgehammer through a concrete wall. And Leif and I were talking about, he's like writing the chapter and he was gonna talk about like what his priorities were.


[User] Please transcribe this text

[Assistant] And how he told the guys, like, you know, you do this, you do this, and he's like, yeah, well, the thing is I didn't tell anyone to do anything.


[User] Please transcribe this text

[Assistant] And I was like yeaah, check, cause his guy is new. Oh wait, we got this going on, we're gonna set security, we're gonna move, like everyone knows what to do, that's what you want.


[User] Please transcribe this text

[Assistant] And then what that allowed Leif to do is like, think about, okay, now bigger priorities, and that's what he wrote about. But, your troops,


[User] Please transcribe this text

[Assistant] They shouldn't, you shouldn't even have to give them orders because they should be trained well enough to respond.


[User] Please transcribe this text

[Assistant] Based on the situation and knowing and understanding the standard operating procedures and knowing very quickly what it is that your intent is as the leader. So all you need to say is set security. And the guys get into position where they're supposed to go. That's how it should be.


[User] Please transcribe this text

[Assistant] I'm not looking for, I'm not looking for obedience. You know what I'm looking for? I'm looking for what we used to call thinking shooters.


[User] Please transcribe this text

[Assistant] You know, I want a platoon full of thinking shooters, meaning that they're thinking for themselves. They're making things happen. They understand what it is that I want done, whether I said it to him or whether we pre-briefed it or whether


[User] Please transcribe this text

[Assistant] Believe it or not, your men might be able to make some decisions on their own. It's like, yes, take that a lot, many, many steps further than that.


[User] Please transcribe this text

[Assistant] Continuing on, men must learn to obey orders when all their instincts cry out for them not to be obeyed. They must learn to obey orders in times of stress so that they will do so in times of danger.


[User] Please transcribe this text

[Assistant] They must learn to carry out their tasks under any condition and despite all difficulties. In this way, the mass of loose individuals with their fears and weaknesses can be welded together into a united whole, ready to act on the word of the leaders.


[User] Please transcribe this text

[Assistant] Again, what I'm saying is I don't want them ready to act on the word of the leader. I want them ready to act on the thought.


[User] Please transcribe this text

[Assistant] Discipline helps men to display fortitude in the face of fatigue and discomfort, while at the same time it helps them conquer fear. It enables them uncomplainingly to triumph over difficulties which would have overcome them in times of peace.


[User] Please transcribe this text

[Assistant] This constancy in enduring hardship and fatigue is the quality which is most frequently required of a soldier.


[User] Please transcribe this text

[Assistant] Individual fortitude and corporate courage are the twin products of discipline.


[User] Please transcribe this text

[Assistant] So there we get, that's the, that's the just straight positive aspects of discipline that, that I think of.


[User] Please transcribe this text

[Assistant] Hey, things are gonna be, we're gonna be tired, whatever. Discomfort, whatever. Fear, whatever. We have discipline. Discipline conquers all those things.


[User] Please transcribe this text

[Assistant] Discipline implies a conception of duty. Nothing will be accomplished in the crisis of- by man without a sense of duty.


[User] Please transcribe this text

[Assistant] The sentry in an outpost holds his ground in the face of an attack because he has a sense of duty to those behind him. This sense is instilled by discipline because it teaches men to obey orders as a matter of course to know that it is wrong not to obey them and write that it is their duty to do so.


[User] Please transcribe this text

[Assistant] Are the sphere of a politician. So he goes real extreme in this one and we all have heard this before. Hey, when you're in combat, you're not fighting for.


[User] Please transcribe this text

[Assistant] Political ideology, you're fighting for the man to your left and your right. Absolutely true. Absolutely true.


[User] Please transcribe this text

[Assistant] You have to, you, you, you, when, when the immediate battle's over,


[User] Please transcribe this text

[Assistant] You need to look and say, okay, well, why are we doing this? Oh, we're doing this because we believe in our cause.


[User] Please transcribe this text

[Assistant] So, to me it's both. You can't just cast out, you know, in my opinion abstractions are the sphere of politicians. No. Troops need to believe in what they're doing.


[User] Please transcribe this text

[Assistant] A certain type of training may induce men to go forward in an attack simply out of fear of the consequences of not doing so.


[User] Please transcribe this text

[Assistant] This applies only to the weakest and most feeble of men who are of little value in battle. This type of training is an essential part of discipline but has never been mistaken for the whole. So, he kinda goes one way and then the other. It's like, yeaah, sometimes you're just gonna have to


[User] Please transcribe this text

[Assistant] You have to make people do what you want to do because they're afraid of you or they're afraid of the consequences. If you have to lead through fear, yeaah.


[User] Please transcribe this text

[Assistant] If you, if you, if you, if your team is doing something only because they're afraid of the consequences, that's a losing battle. You know, it's a losing war, right? You might win the battle, but you're not gonna win the war. Continuing on, the type of training mentioned in the preceding paragraph, which implies a certain harshness and hardness, has its value.


[User] Please transcribe this text

[Assistant] Material comforts are now so insidious that there is some danger


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[Assistant] And it will be allowed to disappear. This must not happen. Soldiers will not win battles if their training has not been hard.


[User] Please transcribe this text

[Assistant] Soldiers will not win battles if their training has not been hard. The softening influences of civilian life must be replaced by the exacting demands of military training


[User] Please transcribe this text

[Assistant] Soldiers must forget the pleasures of peace and concentrate on the realities of war. Isn't it funny that this, this could be written right now and somebody's like, oh you know training's getting easier and all that. It's like, we always think that. Gotta keep it hard. You always gotta, you always gotta fight against the slippery slope of things getting easier.


[User] Please transcribe this text

[Assistant] In brief, discipline seeks to conquer fear by welding men into a cohesive whole, united by obedience to orders. Meh. No.


[User] Please transcribe this text

[Assistant] I'm not with you, Monty. It aims to create a body strong enough to carry each of its members through dangers and difficulties which they themselves would be unable to face alone. In this way, it promotes comradeship, which is the third factor of morale. Okay? I, I, much more important in my opinion than the blind obedience of orders. Morale?


[User] Please transcribe this text

[Assistant] So we're talking about comradeship now. Morale cannot be good unless men have come.


[User] Please transcribe this text

[Assistant] Unless men come to have affection for each other. A fellow feeling must grow up, which will result in a spirit of comradeship. An army is made up of human beings, so that however much a leader may inspire his men, however perfect the discipline, morale will be hard and unsympathetic if the warmth of comradeship is not added to it.


[User] Please transcribe this text

[Assistant] The spirit of comradeship must begin at the section or tank crew level and work its way upward to army level. The importance of encouraging men to band together and identify themselves with their units has already been emphasized.


[User] Please transcribe this text

[Assistant] This will be necessary to make considerable efforts to further this spirit of comradeship.


[User] Please transcribe this text

[Assistant] Junior commanders must plan to create this spirit in the same way they plan to train their men and fire their weapons. Men must not be moved from unit to unit or even from platoon to platoon unless there's good reason for doing it.


[User] Please transcribe this text

[Assistant] There will be a feeling of solidarity and out of this feeling there will grow up a determination to advance together and defend together and even die together.


[User] Please transcribe this text

[Assistant] That's what, uh, you gotta have your team join together. And then he's saying, look, if you've got new reinforcements coming in, and they came from Derbyshire, and there's a unit from Derbyshire, send them to go work with the guys from Derbyshire. They already have a connection.


[User] Please transcribe this text

[Assistant] Comradeship is, and you know who didn't do that? The Soviets.


[User] Please transcribe this text

[Assistant] The Soviet Union was famous for not doing that because they didn't want there to be a really strong unity in the, in the forces because then that unity might turn into


[User] Please transcribe this text

[Assistant] You know, a movement. So they didn't want that. They would, they would notoriously split everyone up. You would never be with a guy from your hometown. You know, they'd split everyone up. This is the opposite of that.


[User] Please transcribe this text

[Assistant] Comradeship is based on affection and trust which between them produce an atmosphere of mutual goodwill and feeling of interdependence. Men learn to have faith in each other and to depend on each other according to the abilities of each. In a tank crew, gun team, or infantry section, men do not work


[User] Please transcribe this text

[Assistant] Weld together merely because they are disciplined and well led. They do so because they trust each other and because they are bound together by an affection which is never expressed in words, but shown itself in deeds.


[User] Please transcribe this text

[Assistant] Comradeship is a great antidote to fear because it gives a man friends. A man must take friends, a man must make friends in his platoon, friends whom he respects and admires. In battle, these friends will prevent him from feeling lonely. A man alone is a man who will find it hard to stand up to the dangers of the line. A man alone is a man afraid.


[User] Please transcribe this text

[Assistant] He will seek to do his fair share of all tasks which come to his crew or section. He will feel ashamed if he cannot assist his friends in their duties and maintain his place with them in the line.


[User] Please transcribe this text

[Assistant] All men have a, uh, within them a touch of, of streak of generosity and unselfishness. A touch of nobility.


[User] Please transcribe this text

[Assistant] And these qualities will be brought out in the attitude to their friends. Friendship causes men to give, causes men to give their best. So, you know, I guess we started talking about this a little bit in the beginning. If you're not, if you don't want to be a part of the team.


[User] Please transcribe this text

[Assistant] You are gonna miss this whole section of what makes a unit have high morale. If we're not friends, that hurts our morale.


[User] Please transcribe this text

[Assistant] So, you know, they have these, these things and the, uh, the rangers do a really good job of it. You can peer someone out.


[User] Please transcribe this text

[Assistant] Meaning we as peers can, can look at someone that we don't like, or that doesn't want to be a part of the team, and we can get rid of them.


[User] Please transcribe this text

[Assistant] So it's called peering someone out. We don't really, there's not an official system.


[User] Please transcribe this text

[Assistant] In the SEAL teams, like, you can do it, but it's like, it's, it's a little bit case by case. So in the, in ranger school, and forgive me rangers if I don't get this 100% right, but basically you have to rank your, you have to rank everyone in your patrol. So you got 20 guys in your patrol, you rank this guy was number one, meaning performance wise, this guy was number one, this guy was number 20.


[User] Please transcribe this text

[Assistant] If you're number 20 like multiple times in a row, three times in a row or something, they kick you out.


[User] Please transcribe this text

[Assistant] So what we have to do is we have to work together as a team and say, okay, you know what? It's my turn to be the last guy.


[User] Please transcribe this text

[Assistant] So put me as number 20. Okay, Jocko, let's put you as 20. Okay, cool. Next time it's gonna be Echo. Next time it's gonna be Bill. Next time it's gonna be Mike. So that way, if we all wanna stay, what we have to do is we have to coordinate, work together, to rank ourselves accordingly.


[User] Please transcribe this text

[Assistant] So it's real easy, if none of us like Echo, it's real easy just to put Echo at the bottom, three patrols in a row, and you're gone.


[User] Please transcribe this text

[Assistant] In the basic seal training, we don't really have a system like that.


[User] Please transcribe this text

[Assistant] It takes a little bit more, you have to be a little bit more proactive because it's not just an existing thing.


[User] Please transcribe this text

[Assistant] We did have, in my SEAL training class, we had one guy that we basically...


[User] Please transcribe this text

[Assistant] Quite that official way. And the only reason, it wasn't performance. It was like, hey, this guy doesn't, for lack of a better word, and this doesn't sound real good in this politically correct, uh, world that we live in now. You get someone that doesn't fit in. Right? Like this guy just doesn't fit in. Cool. We're gonna get rid of him. Cause we don't want to have someone on the team that's not, that doesn't want to be part of the team.


[User] Please transcribe this text

[Assistant] Well they're saying, hey, Echo did a great job on this patrol, I rank him as the number one guy on this patrol. Jocko was number 16, so he's number 16. And Bill was horrible and he's number 20. But you do that every patrol you go on.


[User] Please transcribe this text

[Assistant] No, no, no, no, no. Oh, just on the record. You have to force rank everyone. Okay, so you rank, hey, we're just gonna rotate who's the bottom one, so none of us get eliminated.


[User] Please transcribe this text

[Assistant] Always judging. Always judging. It's funny because I'm saying that sarcastically, I kind of really don't care.


[User] Please transcribe this text

[Assistant] Yeah, and actually I think I don't like to indicate because then the person might


[User] Please transcribe this text

[Assistant] So yes, I think it's a good system that the, that the Rangers have, and like I said, we have an unofficial methodology, and certainly once you get it to a SEAL team, there's, the same thing can happen, right? You get a guy that just doesn't quote unquote fit in.


[User] Please transcribe this text

[Assistant] It's a real broad spectrum, like there's very few people that I know, that I know or that I've saw got peered out. I don't think I ever.


[User] Please transcribe this text

[Assistant] I think we might have peered out one guy in like my second or third platoon. We actually had a guy that was just like, mm, yeaah, you really just don't belong here.


[User] Please transcribe this text

[Assistant] And, you know, the idea was like, hey we need to, and what'll happen is, the dude'll probably get some safety violations, which is by the way,


[User] Please transcribe this text

[Assistant] One of the reasons why a guy's gonna get pared out, like, hey, this guy just doesn't, can't keep it together in the house. You know what I mean? That's not good. We don't want him here. So...


[User] Please transcribe this text

[Assistant] Yeah, you don't want to, because, and I think it's because, it's not like anyone, not like anyone says, well, you know, comradeship is a real important part of morale, and morale is very important on the battlefield. Never said that.


[User] Please transcribe this text

[Assistant] And again, I don't want people freaking out, but I will say this. What was it? I was going to college when I was going to college and I was out of the single teams for a little while and


[User] Please transcribe this text

[Assistant] This one of my professors was, you know, like, you know, it must be so nice to just be going to college.


[User] Please transcribe this text

[Assistant] I said no, if I could go back right now, I would immediately give me an F in every class. If they let me go back and still be in the teams, I'd do it.


[User] Please transcribe this text

[Assistant] They have the, you know, it's like just a bunch of similar type of people. Of course that's who you want to hang around with. You don't want to hang around with a bunch of people that are the opposite of you. Now you're not hanging around with like, hey, this person's nothing, or this person's different than me, I don't want to hear their input. No, actually, I like getting different people's input. But, there's a nice


[User] Please transcribe this text

[Assistant] Kinda solid base of like, hey, you're a team guy, I'm a team guy, and we kinda have the same...


[User] Please transcribe this text

[Assistant] Kind of just broad life perspective. And that's nice to have. And it doesn't really matter where you came from, because in the teams you get all kinds of people from all kinds of different backgrounds, right? You get guys from Hawaii, you get guys from the, from the ghetto, you get guys from the farm, you get guys from the city, you get guys from everywhere.


[User] Please transcribe this text

[Assistant] Surface differences, but the core dude is pretty much like this dude. You know what I mean? Like we're all pretty similar. Doesn't matter what


[User] Please transcribe this text

[Assistant] You know, kind of how you grew up or what race you are or what religion you are. It's like, oh yeaah, you're always a team guy. So, we kind of get it. I know what you're thinking. And you know what I'm thinking. And that's kind of cool to be around. And that is part of comradeship and that is part of what makes a unit tight. And when there's a person that doesn't


[User] Please transcribe this text

[Assistant] Like a core part of their personality that's the same. And that's I guess the thing here. That core part of your personality that's the same.


[User] Please transcribe this text

[Assistant] Some fundamental characteristics of the good team guy, you know, like there's a fundamental, like, hey, this guy's going to work hard. Hey, this guy's going to take care of his gear. He's going to take care of the platoon gear. He's going to not going to not looking out for himself. That's a, it's like a real, the real problem. Like if you're a,


[User] Please transcribe this text

[Assistant] No man can be said to possess high morale if the quality of self-respect is lacking. Soldiers must be encouraged to respect themselves at all times under all conditions. This quality is involved with those of discipline and comradeship to such an extent that it is perhaps wrong and certainly difficult to separate them.


[User] Please transcribe this text

[Assistant] But no man will have high morale who does not possess a greater


[User] Please transcribe this text

[Assistant] A quality greater and wider than comradeship and discipline.


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[Assistant] Self-respect implies a determination to maintain personal standards of behavior.


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[Assistant] A man who respects himself will neither allow himself to become slovenly, nor his quarters dirty.


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[Assistant] Even in action he will take care to see that his personal appearance suffers as little as possible. Monty's a bit of a...


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[Assistant] It is the function of the officer to encourage and instill self-respect. So once again, who's instilling self-respect? It's the leaders. And how do they do that? It's the little things that we just talked about.


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[Assistant] And then he says this, this is why you gotta, you know, Monty's coming off hard, but here we go. At the same time, however, he must let his men understand that he appreciates and respects them as human beings. Soldiers must be treated with humanity and controlled by discipline.


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[Assistant] So there's a, there's a balance in his dichotomy here, right? Treat, treat them good, but control them by discipline, but treat them good. So he's got a dichotomy here.


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[Assistant] If the officer does this, he will gain the respect of his men and at the same time he gives them self-respect. Efficiency is inseparable from self-respect.


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[Assistant] The sense of a good job, well done, of hard tasks successfully accomplished is indispensable to good morale. Men must take pride in their ability to carry out all jobs allotted to them. They must feel that they are good soldiers and therefore of value to other people.


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[Assistant] That's a good little, good little thing to sprinkle in, especially kids, right? Yea. Like,


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[Assistant] Making, have you ever been around kids that have been told, you know, that they're worthless their whole lives? Like that's not, it's a horrible sight. And what do they not have? They don't have self respect.


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[Assistant] Leaders, I mean, subordinates, kids, either one. When you start giving them that trust,


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[Assistant] Cause it's like all of a sudden that's a big deal, right? That's a big deal. And that same thing happens with your subordinates. Hey listen, I'm gonna be gone for a little bit. Hold down the fort.


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[Assistant] They stand up a little bit straighter. Their self-respect increases when you give them trust.


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[Assistant] A man who feels he's entrusted, a man who feels he's entrusted will feel that he is efficient and he will at once begin to respect himself. He will have confidence in his own ability to fight. Men who are trusted gain self-confidence. It is the job of the officer to convince his men that he trusts them. So once again, it's a leadership scenario.


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[Assistant] Check. Self respect is a quality which will develop inevitably if the three essential factors already considered are present. It is true to say that without self respect, good morale is impossible.


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[Assistant] It is equally true to say that if the standards of leadership, discipline, and comradeship are high, the quality of self-respect will also be high.


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[Assistant] So this all boils down to leadership. Additional factor, devotion to a cause.


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[Assistant] It is impossible to make, it is impossible to make devotion to a cause either a basic or contributory factor to good morale. It must stand by itself.


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[Assistant] between these two categories. It is important to clear the mind of some misconceptions connected with the influence of a cause in shaping morale. Men do not fight primarily for a cause.


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[Assistant] They do not have, they do not advance over dangerous ground in pursuit of an ideal. They do not now fight as crusaders.


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[Assistant] May have done long ago. They fight because they are ordered to do so.


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[Assistant] And they do it well or badly according to the strength of various factors which have already been considered. So.


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[Assistant] Yeah, this is one that I'm, again, I'm not really...


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[Assistant] I'm not really down too down with Monty on this thing. I think if you've got troops that are, have no idea why they're fighting and they're not fighting for a cause, you're gonna have a breakdown. You know, you're gonna have a breakdown in your units.


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[Assistant] As a matter of fact, he kinda said that. He said it earlier. He said if you don't have


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[Assistant] And this, and the higher leadership, well, that's what a cause is. A cause is like, we have a plan.


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[Assistant] We have, we are higher leadership. Who's that? That's the leaders of our country. That's the highest leadership. So if you don't, if you don't believe in that, then you're going to have a problem.


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[Assistant] And then he says this and this again, this is a little arrogance coming from.


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[Assistant] Coming from Monty. This is not so in the case of leaders. Some men fight, some fight for the same reason as the men. The more intelligent, because they have, because they at heart believe in what they fight for. Such leaders are usually the best in the army.


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[Assistant] And wield the greatest influence. Thus, numerically, cause is of little importance, but it is a powerful factor because the leaders are greatly influenced by it. So he's basically saying, listen, you know, the senior leaders have an understanding of the cause and so, whereas the men are just fighting because they're ordered to. He literally says that. Come on, bro. That's not, that doesn't work. That doesn't work in America.


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[Assistant] And you know, you talk, like look at that, that letter I read from the beginning. That's kinda why I wanted to read that letter.


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[Assistant] As a con, as a contradiction to this and as an, I mean, what he says in that letter is like, look, I'm not fighting for the great of England. He says that, but he's fighting for the cause, the cause of security for his family. Right? So people are thinking about that. You don't, you don't, you don't say I'm willing to die.


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[Assistant] Just because some random dude ordered me to do it. No, you have to have a connection to something greater than that. Otherwise, you're- you're suicidal, right?


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[Assistant] There are times when a few men will be gripped by a cause and will perform astonishing deeds of heroism to further it. Such men do not require the ordinary bonds of discipline which unite and strengthen others. Their devotion to the cause is in itself all sufficient.


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[Assistant] Such men may be properly described as guerrilla or irregular fighters, fanatically devoted to a political, religious, or national ideal. They must not be confused with conscript soldiers to whom this paper applies.


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[Assistant] So there you go, I mean, in America, we have all volunteer.


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[Assistant] I'm telling you even, it doesn't matter. If you've got it, people have to understand there has to be some kind of a deeper cause as to what you're doing or else you're going to have real problems. Sure, you can order people if they're conscripts and you can punish them if they don't do what you're going to tell. If they don't do what you tell them to do, you can punish them. That is a way, but that is not going to be a successful way. You know, that is not going to be the ideal way.


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[Assistant] If you're not using the ideal way, you may win. But if you're going against somebody that is using the ideal way, that has a cause that they believe in, and on top of that cause they have all these other things, the group that has a real cause will win every single time.


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[Assistant] Now there's some other contributory factors that he brings up here. One is success. This is a real-


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[Assistant] Obvious one. Success. High morale is possible in defeat, but not during a long period of defeat. On such occasions, confidence in the leaders will never be wane and the first basis will be undermined. Success will aid good morale by creating confidence in the leader and in the command. This factor requires no enlargement.


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[Assistant] Uh, next one is regimental tradition. The regimental spirit can be a powerful factor in making for a good morale.


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[Assistant] The more a soldier feels himself to be identified with his regiment, the higher will be his morale if the four essential conditions have been fulfilled.


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[Assistant] It must be realized, however, that not only that there can be a good morale without strong regimental feelings, but that regiments with great tradition do not necessarily always produce good battalions.


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[Assistant] So, the, the tradition, which there's some units that have awesome traditions, and, you know, being with some of those, some of those units overseas, I mean the first of the 506 obviously comes to, comes to light, and they're


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[Assistant] Their tradition, the 101st Airborne tradition was so thick. There's that pride was in every soldier. That war, that...


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[Assistant] But he's saying it's not going to replace these other things, but it is a factor that you can use. Another factor, again, contributory factor, personal happiness.


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[Assistant] A man should be happy in the sense that his personal life should be in order.


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[Assistant] It encourages, it encourages him to think of home and all that it implies when he should be occupied with the enemy.


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[Assistant] It turns his mind to peace and his desire to live at the moment when it is necessary for him to seal himself to face the possibility of death. He must never be allowed to forget that it is his job to fight. The function is to kill the enemy and in doing so he must expose himself to danger.


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[Assistant] Anything which weakens his will to fight and expose himself must be considered to lower his morale. A soldier is only a family man after he is a soldier. He must look forward at the enemy and not back towards home.


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[Assistant] I think it can go either way. I think there's times where people can be driven to success by their family back home. And by thinking of their family, it can definitely become a distraction. Yeaah. Depending on the situation.


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[Assistant] I think what may be better to look, whether it's a distraction or not, is like what's going on at home. That's what's more important. If there's disruption at home, that's a problem.


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[Assistant] Right. If you got a guy that's overseas and there's problems in the family life, that's gonna hurt.


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[Assistant] They are a reminder that happiness cannot, by itself, produce good morale.


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[Assistant] Next is administration a man's ordinary day to day life must be well organized thus hard conditions imposed on him in training to inculcate discipline do not rule out the desirability of good living quarters.


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[Assistant] And, in the line, a soldier's morale will be much improved if the administratio- administrative arrangements are good and if he is assured of proper conditions with a reasonable amount of leisure and comfort when he leaves the front. Leisure day. Where you at? Where you at, Theo Von?


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[Assistant] There is a danger today of welfare being considered as an end in itself and not as a means to an end. One of the means of maintaining morale. Welfare by itself will not produce good morale because it is essentially soft.


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[Assistant] And it has already been stated that morale cannot be good unless it contains a quality of hardness.


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[Assistant] Man, you gotta remember that. Right? You gotta remember that. You're not ever gonna have good morale unless there's like an element of hardness to it.


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[Assistant] And continuing on, hardship and privation are the school of the good soldier.


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[Assistant] Blood, toil, tears, and sweat is not for nothing one of the great rallying calls of the English race. Goorings cry, guns before butter expressed the same truth. If men believe in the need,


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[Assistant] Hardships are in themselves, stimulant.


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[Assistant] To morale. But the opposite is also true. Let there be any suggestion that butter can come before guns and the men will at once choose butter. If this happens, there will be no morale in this sense of the definition.


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[Assistant] Then we get propaganda. The uplifting effect of modern propaganda on a soldier is perhaps a new development.


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[Assistant] Um, Rand's morale is raised immensely by the feeling that his efforts are appreciated and applauded not only by his comrades and his officers, but also the world at large. You gotta, you gotta get that propaganda working for you.


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[Assistant] I've had a couple companies I've been working with lately, and one of them was being assaulted by its competitors. And it had a better product.


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[Assistant] Like the competitors are just making stuff up, right? Just making stuff up, putting that word out there, putting out their rumors unofficially.


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[Assistant] And, you know, here's the thing, the CEO was kind of, wasn't quite sure what to do.


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[Assistant] And I said, you have the most power, the most powerful tool in your arsenal. It's the truth.


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[Assistant] But you gotta weaponize that truth. You gotta weaponize it. You gotta turn it into a weapon that you can use to crush the lies. Because if you're doing great things and you're not telling anyone, you're not putting out any propaganda,


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[Assistant] Well then guess what? No one's gonna know about it. You just lost your most valuable weapon. Which is the truth. If you're doing good things, and your product is better, and you can prove that it's better, and people know that it's better, but you're not telling anyone?


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[Assistant] You're going, it doesn't matter. You have to weaponize that truth and get it out there.


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[Assistant] In brief, high morale has been defined as the quality which makes men endure and show courage in times of fatigue and danger. The cultivation of morale depends upon the training of leaders, the inculcation of discipline, the encouragement of comradeship and the infusing of self-respect.


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[Assistant] The leaders must have a belief in their cause, and they must pay attention to numerous contributory factors of considerable but secondary importance.


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[Assistant] So there he is saying it again, the morale of the soldier is the most important single factor in war. And as I said, I will argue with that.


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[Assistant] So no offense to Monty, but I think I'm right because his factors to review them, leadership, that's the number one factor. Well, that's leadership. Discipline, where does that come from?


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[Assistant] Discipline comes from leadership. Comradeship, where does that come from? It comes from good leadership.


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[Assistant] Self-respect, where does that come from? I'm not, I'm not saying that. That's what Monty's saying. Monty said that discipline comes from leadership. Monty said that comradeship comes from leadership. Monty said that self-respect comes from leadership. So, as far as I'm concerned.


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[Assistant] No offense, Monte, as far as I'm concerned, leadership is the most important thing on the battlefield, but...


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[Assistant] Extremely important, not only for a team, not only for a military unit or a business or any kind of organization made up of people, but morale is also important for individuals.


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[Assistant] Just like you're going into attack, if you're going to attack the enemy and your morale is high.


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[Assistant] You're going to attack with vigor and you're probably going to be successful. If you go in to attack the enemy and your morale is low, you're going to attack without vigor, without enthusiasm.


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[Assistant] So then the question is, how do we increase our personal or individual morale? And I think it's the same way we improve team morale. We improve our personal morale with discipline.


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[Assistant] With hardship and with privation and with efficiency and with emotional control and by facing our fears and of course, most important is leadership.


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[Assistant] Leadership leading yourself and not allowing this leadership vacuum in your head.


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[Assistant] Right when I was putting seals through training park in the day, if there was chaos broke out, there were some times where no leader would step up and take charge and that would create a leadership vacuum. And it was hard to tell what was happening because no one would be saying anything. It would just be silence.


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[Assistant] And you didn't hear anything. And so it's hard to recognize that all of a sudden, wait a second, there's no, no one's leading. You don't recognize it because it's not happening. It's like seeing something that's not there. It's not there so you don't think about it. Well when no one's leading, you take, sometimes it can be hard to notice that.


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[Assistant] And I'd call that a leadership vacuum and I'd teach these young seals like hey, when that happens you need to step up. Well the same thing can happen in your head. You get this leadership vacuum in your head. When you're not leading, you're gonna start to slide down the path of least resistance. You're gonna, you're gonna slip on down.


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[Assistant] That slippery slope. You're gonna walk away from discipline. You're gonna not impose hardship and, and privation on yourself. You're not gonna push yourself. And your morale is going to go down as well. And if your morale fails, well, it becomes very easy for you to fail.


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[Assistant] No, don't allow that. Don't allow your morale to fail. Lift up your morale. Increase your morale by


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[Assistant] By doing hard things, by controlling your emotions, by controlling yourself, and by leading yourself on the path of discipline, which as we know.


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[Assistant] For tonight, so, Echo Charles. Yes. Speaking of controlling ourselves and


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[Assistant] I know you've got some, let's say some guide posts on the path, some markers on the path, some signals pointing in the right direction.


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[Assistant] Okay, yeah. So we're talking 100 kids on stage. Or is it just one class and there's only 25 kids on stage? One class. 25 or 30.


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[Assistant] So if I were you, I'd break it down like this. I wouldn't just give her an F across the board. I would give her, like I'd break out maybe some different


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[Assistant] Maybe a B minus. Sure. Or whatever. And then give her, you know, presents. This is how I used to grade my kids when they would do stuff like this. I'd give them presents.


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[Assistant] So, so, but then you say, listen, by the way, all your performance, which you have a, you know, you got a 3.8 on, that's your average score, post performance behavior.


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[Assistant] Right, okay. That's what I think, that's my opinion. I'm trying. I'm missing by a lot. My, you know, I'm coming in a solid 2-2. Most catty.


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[Assistant] Also, there's also a really broad thing because you could, you don't, even if you're, even if you're trying, right?


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[Assistant] That's what the path is, right? The path is trying, right? The path is like, hey, I'm try- now I guess.


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[Assistant] With a six hour jujitsu session afterwards. No, like, oh, you only had an hour. You only had 30 minutes to train today. Cool. Got it done quick. I did it pretty quick where I did 20 minutes today. That's what I got.


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[Assistant] Got flew in late last night. Woke up this morning, I had another call, so I was like, okay, cool. I'm, I'm gonna hammer this thing out. I had that window closing too. Yeah. You know, the window's like, well, maybe I'll just put it in. Oh yeah. It's real. Maybe I'll just mail this, you know, no, no. You can't let the window close.


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[Assistant] It is mostly self-imposed for working out, but it does happen. If you have work to do, legitimate work to do, you have meetings, you have calls, and you're like, well, you know, I took that one call, or I woke up this morning, and oh well, you know, I got that call, and wait a second, I, you know,


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[Assistant] I'm brushing my teeth, and wait a second, I'm just gonna check my email, oh now the window, it's all- no, the window just shut, now I'm gonna have to work out later, which will never happen. Don't let the window shut.


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[Assistant] So that's where we're at with Origin. We got clothing, including jeans, geese, t-shirts, sweat shirts, uh, other stuff, and then we got supplements as well.


[User] Please transcribe this text

[Assistant] You're now a believer. I'm, I'm increased my beliefs of my own personal kind of like Wolverine healing powers. Which I've joked about before, even though I wasn't really joking.


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[Assistant] Yeaah. I feel real lucky man. Real lucky cause my knee was straight up.


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[Assistant] It's not healed yet, but dang if it hasn't progressed a lot.


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[Assistant] Joint warfare, crew loyal, uh, get some of that. Also the discipline and the discipline go. I had a scenario the other day.


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[Assistant] That's actually yesterday. Sure. Crazy flight situation, thunderstorms, rerouting, landing, buses, trains is ridiculous. Anyways, I'm going into an interview on two hours of sleep. Oh dang. Yeah.


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[Assistant] And this is just after, you know, Peter Attia is telling me about all the horrible, like, cognitive


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[Assistant] Problems that are gonna give you cause and so yeah, I took I took like I took like two discipline go


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[Assistant] Right when I woke up, I was like, all right, yeah, I got the interview and like, and then I got there and I did a little bit of, you know, playing around or not playing around, but they're like prepping for the interview. And then I took like three more. So I took five discipline goes, rocked it.


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[Assistant] Skills. Skills, for sure. You can get some of that. Or you can get the Discipline Go. You can get the Discipline Powder.


[User] Please transcribe this text

[Assistant] It kinda seems like something where you are going to jiu-jitsu, you know you're gonna need cognitive skills and you know you're gonna need some physical skills or some physical


[User] Please transcribe this text

[Assistant] Yeah, yeah, that's, that's, I was, look, there's, one thing that's good about it, it doesn't have some crazy amount of caffeine in it.


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[Assistant] You don't want to be all amped up on caffeine. When you take something that makes me feel really good, well you just took a big hit of caffeine and you're gonna get...


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[Assistant] What's that word? You're gonna get a tolerance to it, and then it's not gonna have the effect that you want. Discipline has like 15 milligrams of caffeine per scoop. That's not that much, so what you feel- when you feel like the z-


[User] Please transcribe this text

[Assistant] You're not really feeling, you're feeling the other ingredients in there. So, don't, don't fool yourself into getting all amped up on caffeine, you know. Or otherwise you might as well go do meth or cocaine.


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[Assistant] No, I'm just kidding. Children, don't do meth or cocaine. Don't do drugs. Period. However, if you want to do something that gives you sort of a addiction,


[User] Please transcribe this text

[Assistant] Try some strawberry mulk, which is now out for adults. It is absolutely delicious if you want some extra protein in your body so you can get bigger, stronger, faster.


[User] Please transcribe this text

[Assistant] Yeah, true. And you, and, or, or, if you just want dessert, if you just want some dessert, have some strawberry mulk or some peanut butter mulk or some mint mulk or some vanilla or dark chocolate. There you go. And chocolate white tea.


[User] Please transcribe this text

[Assistant] Or if you're doing no gi. Correct. You can wear a rash guard.


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[Assistant] Oh yea, yea, that's kind of what I meant. Or if you're doing ring workouts, using your rings, if you're doing dips, if you're doing ring push-ups, if you're doing muscle-ups, you're the, what is it the, what did Greg Train say, like the outside of your arm? He's got, he's always got the medical term.


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[Assistant] When you're doing a bunch of muscle ups or a bunch of ring dips or whatever, if you wear rash guard, you won't.


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[Assistant] Explore the layers. Explore for sure that. Sometimes you exploit the layers, which, you know, is questionable behavior. Don't forget to subscribe to this podcast, uhm, wherever you subscribe to podcasts.


[User] Please transcribe this text

[Assistant] I wouldn't think that you would listen to this whole podcast and not subscribe to it, but maybe you did. Don't do that. Subscribe to it. And then leave a review so I can read your funny review about getting after it and what not.


[User] Please transcribe this text

[Assistant] Don't forget to check out that warrior kid that's making soap. Aiden. IrishOaksRanch.com. Making Trooper soap. Making Jocko soap. You can use that soap so that you can stay clean.


[User] Please transcribe this text

[Assistant] Little, little video hitters. Sure. There you go, I like that better than McNuggets.


[User] Please transcribe this text

[Assistant] That doesn't mean I can't change my mind and come up with something better, a little video hitter.


[User] Please transcribe this text

[Assistant] Make that video hitter. You need to make more of those hitters. Yes sir.


[User] Please transcribe this text

[Assistant] Also, Psychological Warfare that has a bunch of little short audio hitters that you can listen to if you need to power through a moment of weakness. It's on iTunes, Google Play, or other MP3 platforms. FlipsideCanvas.com, my brother Dakota Meyer,


[User] Please transcribe this text

[Assistant] He, he started a company. Why? Cause he's a, he's a badass and he wanted to start a company and the company that he started is making things to hang on your wall. Art, we'll call it.


[User] Please transcribe this text

[Assistant] Little art with layers. The art has layers. Little art hitters that you can put up on your wall. I can tell I frustrated you with that.


[User] Please transcribe this text

[Assistant] And you get those, you can get them from funfisidecanvas.com. Makes all kinds of cool stuff. One that says good. One that says...


[User] Please transcribe this text

[Assistant] When your kid's going to school, your kid is just a host for disease to bring back into your house. Especially when they're crying. Sniffling.


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[Assistant] We got some books. I have a new book coming out. It is called Way of the Warrior Kid 3, Where There's a Will. It is available for pre-order right now. The publishing company needs to know how many of these books to print. The publishing company is me.


[User] Please transcribe this text

[Assistant] So, if you want to have this book, please pre-order it ASAP so I know how many copies to print. The name of the book is Way of the Warrior Kid 3, and I'm actually putting that on the cover. Now, when I made Way of the Warrior Kid 2, I said to the publisher, hey, can we put Way of the Warrior Kid 2 on the cover?


[User] Please transcribe this text

[Assistant] And they said, no, we can't do that. And I said, well, why not? And they said, well, if people know it's the second in the series and they don't have the first, they won't buy it.


[User] Please transcribe this text

[Assistant] So I said, oh, I thought to myself, oh we're just trying to confuse people.


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[Assistant] So they will buy more. I'm not trying to confuse anybody here. Way of the Warrior Kid 3 on the cover.


[User] Please transcribe this text

[Assistant] It's the third book in the series. John Bozak, the artist, thinks it's the best book in the series. Lessons to be learned.


[User] Please transcribe this text

[Assistant] Two, which is called Mark's Mission, and there's the original way of the warrior kid.


[User] Please transcribe this text

[Assistant] And then on top of that, for your children, and possibly for you too, we got Mikey and the Dragons. You can order that one now.


[User] Please transcribe this text

[Assistant] For your younger kids. Also the Disciplinical Freedom Field Manual. Already talked about that one. The audio of that is on iTunes, not on Audible.


[User] Please transcribe this text

[Assistant] So it's on MP3 and then extreme ownership and dichotomy of leadership.


[User] Please transcribe this text

[Assistant] Which I wrote with my brother Leif Babin, and we talk about leadership from our perspective, going from the military, combat, taking those lessons learned, bringing them back, and now,


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[Assistant] On top of that, we also have a leadership consultancy called Echelon Front, where we solve problems through leadership.


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[Assistant] .com will pop up as well, but you might not recognize that. So.


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[Assistant] Come straight to the source, echelonfront.com if you need leadership help at your company, team, or organization. We've also got the muster. May 23rd and 24th in Chicago, sold out. September 19th and 20th in Denver, getting to be sold out.


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[Assistant] Sydney, Australia, December 4th and 5th. Looking forward to all those. Check ExtremeOwnership.com if you want to get in the mix at the muster. If you can't come to the muster, but you want to get in the mix, go to EFOnline.com.


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[Assistant] This is interactive leadership training. It is based on what we do at the muster on getting granular on the


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[Assistant] It's a great program, and if you want to check that out, it's efonline.com and then last, uh, we've got EF Overwatch, which is our...


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[Assistant] Basically, it's our manning company where we will take individuals from special operations and the combat aviation communities and put them into leadership positions inside of companies that need leadership inside their organization.


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[Assistant] So if you're looking for leadership, which you are, because every problem that you have in a company or on a team is because of leadership. So if you need help with your leadership, go to efoverwatch.com and fill out the information.


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[Assistant] Well, if you're on those platforms. Sure.


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[Assistant] Thanks to all of our military folks out there who keep their morale high and keep their bayonets sharp out there on the line and


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[Assistant] Thanks to the police and law enforcement and firefighters and paramedics and EMTs and dispatchers and correctional officers and border patrol and secret service and all the other first responders. Thanks to all of you for


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[Assistant] Don't cry, don't worry or fret. Surely there's no better way of dying, he said.


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[Assistant] You fight, you stand up, you impose discipline on your life, you face the things that you fear, the things that are crushing your morale. You face them.


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[Assistant] And this is before I could even drive. A buddy of mine, Justin Hawkins and Alessio went up to this, this gig at Cypress College and was DI, plane rap.


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[Assistant] The dickies, the vandals, the circle jerks.


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[Assistant] And there might've been one other band for $7 in pre-sale. So we got pre-sale tickets, we went up there.


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[Assistant] Nobody got searched coming in for security and people had crazy stuff like firecrackers. It was way overcrowded for, you know, what the safe, safe amount for the building was. So when you went up by where the doors were.


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[Assistant] The security guys had just put, pushed all these tables and chairs and were sitting on them up against the doors to keep anybody else from coming in.


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[Assistant] And the show is just unreal. There were three mosh pits. And then when the circle jerks came out, they opened up with Wild on the Streets.


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[Assistant] Your daughter. About people just trying to box people in. It's another example of over centralized command. Yes it is. Too much, too much stuff like that, they're just gonna go the other way.


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[Assistant] Just coming after, right after Memorial Day, it's really fitting to discuss him. Scotty was a good friend of mine, uhm, just a fantastic team guy. He did, uh,


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[Assistant] He did six years in the teams and then separated in 2005 and he did what a lot of guys did at the time was he started contracting overseas because he wanted to be at that point of friction. And for Scotty, I don't think he was ever, ever happier.


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[Assistant] He wound up getting hired by the Defense Intelligence Agency as a, as a GS position, a full-time position. And then January, uh, this last January.


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[Assistant] He was killed by a suicide bomber when he was out operating in Syria.


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[Assistant] I remember when I got the text message, we were all in a group text that, that he'd passed and I just...


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[Assistant] Like, uh, uh, the hardest I've ever laughed in my life is with him. And, and most people will tell you that anytime they've had a good belly laugh or something, he, you know, was with Scotty and he had that kind of,


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[Assistant] Contagious smile where you look at pictures and Seth is a lot like this. When I look at Seth's pictures, he's got that smile.


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[Assistant] There had to be a thousand people inside that cathedral. And it was raining the day they had it. So the,


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[Assistant] The funeral procession from the cathedral to the military cemetery where they buried him had to be like at least 30 miles.


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[Assistant] Every single overpass on the freeway on the drive there.


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[Assistant] Had fire trucks and first responders out on it.


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[Assistant] The freeway, they shut the freeway down, every exit was stopped by police officers, which is pretty, pretty dang cool.


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[Assistant] People, the people of St. Louis just pulled their cars over and they were standing at attention out in the rain.


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[Assistant] It's an amazing and humbling experience to, uh, to see that kind of love and respect by the people of this country and the people of St. Louis.


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[Assistant] Absolutely. I feel like it's such a small and maybe vocal minority that's out there and I don't think.


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[Assistant] It's on a whole, I think we're, we're on, even though a lot of us have our differences and I think we're figuring out how to discuss politics just by looking at how people discuss stuff on social media and people are dialing it in and they're, they're able to have


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[Assistant] realistic discussions with each other without getting too hateful. And there's some people that are still figuring that out.


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[Assistant] And when I sit down with them and have a logical conversation with them, I find out that our values


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[Assistant] They're the same. And really it's just a lot of misrepresentation and some unfortunate semantics sometimes.


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[Assistant] You know, have drawn us to different directions or put us on different sides.


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[Assistant] And I talked to Aaron Kendall this morning to make sure I got the details correct.


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[Assistant] So, Aaron Kendall is a SEAL that was working at the training detachment when I was the command master chief there. And he is on a hunting trip out in Texas. Like a foundation supported hunting trip.


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[Assistant] And he's driving one of those side by sides out to where he's gonna


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[Assistant] And the roll bar smashes his left arm. So he makes a tourniquet out of his belt. And...


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[Assistant] Walks like a mile back to the range house and then they call, uh, they try to call lifelight. Lifelight can't come out. It's too foggy. They get an ambulance, comes and gets them.


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[Assistant] They start driving them up towards, uh, to a hospital at San Antonio. Now, he's in the hospital.


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[Assistant] They wind up having to amputate his left hand in the hospital. In this first hospital. Why is that? Oh, cause it was just completely...


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[Assistant] Flew in to help out and they're staying at this hotel right outside the hospital where he's at.


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[Assistant] He's at this hospital and at that hospital they have to amputate his hand.


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[Assistant] He's bedside talking with the other, with some other seals and they're, the surgeon who amputate his hand is in there checking on him and they ask the surgeon, hey, do you guys still have his hand? And the surgeon says,


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[Assistant] Yeah, I think so. I don't, you know, we haven't destroyed and they asked him, what are you going to do with it? And he goes, well, you know, I guess we, they destroy it or whatever. And so Aaron asked, well, can I have my hand? And the surgeon says, I'll go check.


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[Assistant] So he goes and checks with the administrators, right? And they, they come back and they say, yeah, you get to fill out these forms, but we'll give you the hand. So they fill out the forms, they give the hand to, uhm,


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[Assistant] One of the other seals actually receives a hand because Aaron now has, has had to move to a different hospital that's a little bit better to deal with the amputations.


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[Assistant] And so he comes up with these different ruse to try and get the hotel staff.


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[Assistant] Some of the stuff you see out of guys like, you know, Travis Mills, where,


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[Assistant] It's just funny, you're not guys like that, you're not going to bum them out, you're just going to keep them going, but.


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[Assistant] No, and especially like the weapons cleaning table. Oh. When we're all stuck there cleaning weapons is when guys would just, that's when you'd look for weaknesses in any spot and any guy and just start pick, pick, picking, waiting for the reaction.


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[Assistant] And so there was never ever any aspect of me having to worry about the home front. And there's a constant, she's like,


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[Assistant] Like a lot of my, I, I, I, I had a lot of like, pretty far right political views, and then when we sit down and have discussions and stuff, she's really opened my aperture up on that, but, you know, you look at her history where she, uh,


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[Assistant] She worked on ranches where she was the only female wrangler with a whole bunch of cowboys. So.


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[Assistant] She, she got it. She had that aspect of what it's, what it's like to be around and then up around guys and then when I'd be messing with her like that, you know, she just, same deal as Helen. Let me know.


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[Assistant] This, this job that we have, where we're constantly going forward in harm's way, there, there, I chose my words kind of, uh, poorly.


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[Assistant] On the last podcast when I was talking about her, I said that she put up with a lot of stuff that other women wouldn't and that gives the indication that she tolerated a lot of shenanigans. Negative. She was.


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[Assistant] The strength that she had to have to be home while I was on combat deployments and then deal with me when I came back, that strength?


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[Assistant] Most women just can't deal with that kind of lifestyle. And don't have that kind of...


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[Assistant] And she's working long hours and raising two little kids while I'm going on six month deployments.


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[Assistant] I pretty much, I stayed in contact with her pretty often, so we pretty much talked at least three times a week, three times a week on deployment. And, uh, uhm, and that's the model at work for us.


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[Assistant] Then, then the partnership aspect of it is, it's not there.


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[Assistant] And then the case with Iris is like, we're inside the same box as far as, uh,


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[Assistant] Just the things that we enjoy, where we want to be in the outdoors, it's, it's all the same thing. So, you know, it's like I said in my retirement ceremony, when I look,


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[Assistant] I went from platoon chief to master chief first time up every time and just hammered it because.


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[Assistant] She was a good partner and she drove me to be better and is always driving me to be better.


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[Assistant] You know, she's very straightforward and I'll be going, I'll just say check. Got it.


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[Assistant] Yeah, and usually you got it marked on, mounted on top of a truck.


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[Assistant] But, uh, uhm, when we did that, that operation, uh, as Frago 6 and, uh, Siege Engine, and we actually went into Marja,


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[Assistant] And the element that I was with was in a blocking position that was looking down a road that ran east-west and we were the furthest east position, so we were a blocking position on that direction. And where we got dropped off was really close to where we were going to stay for four days.


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[Assistant] So we were, you know, we brought a mortar in, we brought the, the M2HB heavy barrel, 50 cal machine gun with the big, uh, tripod for it and everything.


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[Assistant] Well, the ammunition got para dropped into us, but the initial, the initial insert, we had an eight ATV.


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[Assistant] On the helicopter, and a lot of that stuff was loaded on the ATV, plus we were inserted maybe 200 yards.


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[Assistant] Here's where our firing lanes, all that stuff was pretty much set up ahead of time.


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[Assistant] In, you know, inside, so just the barrel was sticking out and, uh, of the compound that we were holding.


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[Assistant] Is a vehicle born IED coming down that road. And along, across that road, there was this, there was like a hedgerow, and there was a little irrigation ditch over there.


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[Assistant] And so the Taliban kept coming down that hedgerow and firing at us from the trees and then just put that 50 on the tree line.


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[Assistant] At one point, some guys had come up from a different direction and they were getting really, really close in this tree line. Bad guys. Bad guys, Taliban guys, and we could not traverse the gun over far enough. So,


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[Assistant] Who is with us, and then, uh, one of my E5s, who right now he's a, uh, a troop SEA over at one of the SEAL teams. Check. Drag the thing out and put it in the street.


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[Assistant] They broke contact. They did not like that big gun. In fact, the next day it kinda slowed down for us.


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[Assistant] Basically four square blocks, so they started penetrating in from different directions. Uh, then later on, two days later, guys pushed out to another building that was about a hundred yards in front of the position.


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[Assistant] And they got into a little tick up there so we started lighting up the area that we thought they were taking fire from and the 50 cal was so loud that they thought


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[Assistant] In, you know, that one situation that Tony was in where someone's lighting your building up with several hundred rounds.


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[Assistant] The frustration and the blame casting that goes on in some of that training. We'll get into that later, but man.


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[Assistant] Gosh, that, that .50 cal is such a badass weapon. Period. And then, you know, later on we had those things mounted on our trucks and, uh, the clearance of Mosul.


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[Assistant] Someone was asking me when I posted, uh, pictures of all the brass all over the floor of that room on Instagram. They're like, oh, did you have any jams? No, we know how to set our headspace and timing. Got the gauge right there on it.


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[Assistant] So the, uhm, we went into this operation in Zari Pangeway, which is a really, really hot area. And.


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[Assistant] We didn't like to drive anywhere because Afghanistan's limited, you know, it's limited roads and so they're


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[Assistant] IED threat was huge, plus there were culverts everywhere, so they would just pack all the, a culvert full of explosives, and it could blow up like, you know, two, uh, MRAPs and kill everybody. That, and uh,


[User] Please transcribe this text

[Assistant] And they had their own Helo support, and they had these Mi-17s, which are these, you know, Russian helicopters, which are super durable helicopters.


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[Assistant] And, uh, um, contracted, you know, American pilots in them, obviously.


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[Assistant] You guys want to go on with us? So we're, you know, we're the main force on that. And it was during one of our turnover ops. It was actually the op after the, the, uh, when Dan lost his leg. So we did two and, uh, get dropped off first thing in the morning.


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[Assistant] Go in, clear two compounds, and we found a whole bunch of, uh, on that, there were


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[Assistant] Fields and fields of marijuana around here. And then on that operation, one of the compounds just had a whole bunch of hash was like huge burlap sacks.


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[Assistant] Women and children left, fighters came in, and then we were in, you know, a 360 firefight.


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[Assistant] We're in the firefight and over the radio, we're hearing from, from our aircraft overhead. They're saying, Hey, there's a white van and.


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[Assistant] All of a sudden I'm looking straight north at 200 yards and I see a white van pull into the open and stop in, you know, in an alleyway. So.


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[Assistant] Get on the radio, where's that white van and is it directly north our position? And the aircraft comes back.


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[Assistant] Two rounds and then a 60 gunner just mows the thing down and they're just done through. Well, firefight just kept going.


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[Assistant] Now the MI-17s, they can't fly after dark. They didn't have some kind of certification. So they had to come in there and do a hot extract on that LZ to get us off. So there's, there's bullets flying all over the place. We get stacked to set our breakout.


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[Assistant] So everyone's kind of broken down from their position. We still have security. They're, they're setting up the LZ.


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[Assistant] Was, I run out, I'm the first guy to the aircraft, and I count guys getting on, and I'm the last guy on that aircraft.


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[Assistant] That aircraft isn't going until I have whatever number of people getting on it, getting on it. Everybody's piling on there.


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[Assistant] At, at, uh, you know, a place we were taking fire from as we took off and then...


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[Assistant] Catch. And those guys, they, they come in super fast and super less speeds, speeds on their side and it is sketchy. It's, uh, uhm.


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[Assistant] Yeah, those are a pretty common sight over there in Afghanistan. A lot of the other agencies were using those and somebody had told me, and I don't know if this is true or not, that they were


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[Assistant] But those pilots were so, so good.


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[Assistant] And they, you know, they were all probably XTF 160 guys that were now hired on by these other guys that do the job over there. I was incredible.


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[Assistant] Yeah, so last time I was telling you the story about, last time I was telling you the story about the, uh,


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[Assistant] The operation where we'd set pop flares out because guys were able to get so close to us.


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[Assistant] And during that firefight, one of our firing positions up on a roof, they're like, hey, there was, there was someone that had circled around kind of behind our position and we weren't taking any fire for them. They were in, in, in the process of trying to flank us. They're like, hey, there's a guy back here and we just shot him. We killed him.


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[Assistant] So stuff calmed down, and I talked to the TU commander. I'm like, hey, I'm gonna press out with these two guys.


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[Assistant] So we round the corner where the guy's supposed to be and there's no dead guy at all, but there's a guy standing 30 yards away on a hill and he's shooting at me. So I.


[User] Please transcribe this text

[Assistant] And then it had a stovepipe and a feed jam, so I just took a knee and started to reload and then cleared the jam real quick, started shooting me again, but he was gone.


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[Assistant] When we had, when we went to do our extract the following day, we had to clear a couple buildings near where, uh,


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[Assistant] It was an operation in Swalley Cot where we'd taken high ground above a couple of compounds that we'd cleared and.


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[Assistant] We'd gotten to the point, right, where we'd started to get a little bit complacent.


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[Assistant] Guys, variety of ACOGs, the snipers actually took the scopes off their SR25s and put them on the, uh, the scar heavies.


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[Assistant] And, and so then these guys start to take a high ground all around our positions. And we can see a guy pushing out.


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[Assistant] With a PKM onto this flat ledge of rock, he's 1100 yards away and we're shooting at him with a 301 mag, but it's windy.


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[Assistant] And they were getting set up all around us, and then they just brought it. They let us go with a salvo of, uh, um, rocket propelled grenade, grenades, and then just steady PKM fire.


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[Assistant] And we thought they're a thousand yards out. They really can't do that much. Oh, it's, you know, a hundred and.


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[Assistant] Five degrees out. So we'll take our body armor and helmets off. And then that did just laid the hammer down. Luckily for me.


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[Assistant] I'm going to get shot and I'm, I wonder if it's going to hurt, but it's definitely going to happen. The odds are, uh, odds are there and somehow I didn't. And then, uh.


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[Assistant] Then a B1 bomber came on station and dropped a whole bunch of ordnance and laid the hammer down. But after that, and I ran out of water.


[User] Please transcribe this text

[Assistant] And, and, and people were telling me is that you start the stock.


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[Assistant] You're told to find the OP, which is, you know, 1200 yards away. And the first thing you've got to do.


[User] Please transcribe this text

[Assistant] Is figure out where that OP hit and OP is an observation point and that's where the guys that are grading you on the stock who are other sniper instructors, that's where they're at.


[User] Please transcribe this text

[Assistant] You, you take that, this model, and I was just thinking how it applies to problem solving basically across the board, where, okay,


[User] Please transcribe this text

[Assistant] I need to find a goal in my future here somewhere. In this case, it's the stock. And then before I start


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[Assistant] Executing on moving toward that, that goal going to find that OP. I need to take some time and study the terrain and see what my.


[User] Please transcribe this text

[Assistant] You know, line of attack is going to be and how I'm going to move all the way up to where, to where I'm going to go. And then I need to put it into action.


[User] Please transcribe this text

[Assistant] And while I'm putting in action, I'm constantly reassessing that goal and adjusting my actions across the way.


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[Assistant] When I went from that model, I went from, you know, failing stocks to being the first one done, hardly spending any time on my belly and doing that.


[User] Please transcribe this text

[Assistant] And you think about just goal setting, where do, where do I want to be in five years and identify it and then say, okay, do a little research. How do I get there?


[User] Please transcribe this text

[Assistant] And then get on that damn path, stay disciplined, and then just keep the eye on the target and keep adjusting your aim as you go. And I can look back at times in my life where


[User] Please transcribe this text

[Assistant] Really, I wasn't paying attention, I'm really just treading water, you know?


[User] Please transcribe this text

[Assistant] Living paycheck to paycheck, doing whatever, and now


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[Assistant] You know, I take, take that model and I apply it to...


[User] Please transcribe this text

[Assistant] Where do I want to be in five years? Where do I want my kids to be? What kind of parent do I want to be and how am I going to get there and what's the path I'm going to lay out for it?


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[Assistant] No, you're not thinking long term, you're just thinking day to day basically.


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[Assistant] And that's caught up by the, you got a time limit on a stock.


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[Assistant] Okay, you got three hours to get this done, so you gotta get it figured out and you gotta get moving.


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[Assistant] Or, I think a lot of people will fall into that trap, where...


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[Assistant] Prior to coming through as a, as a troop senior enlisted advisor in 2008, our FTX's were all live fire. Great.


[User] Please transcribe this text

[Assistant] Live fire is cool, but it's so canned, because it has to be for safety, that it really doesn't put any pressure on the leadership, and there's not really any pressure brought to bear on any of your SOPs.


[User] Please transcribe this text

[Assistant] So we could build up standard operating procedures that were resilient enough to withstand all the pressure that you guys were putting on us in training. And, uh,


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[Assistant] We weren't, but it's just an absolute abject disaster. If you get a wounded guy, sure, I can drag him off the X, but now if I patch him up,


[User] Please transcribe this text

[Assistant] And I'm gonna throw him over my shoulder again, I'm gonna blow out every bandage I just put on him. That's stupid. You know, uhm.


[User] Please transcribe this text

[Assistant] Our radio comms going with, when everything is confusing, we had to fix that. So we had to dial those SOPs in, the standard operating procedures, and the beauty of, of trade at is,


[User] Please transcribe this text

[Assistant] Are good to go or if they're flawed and they need to be modified so we can constantly modify if people are honest about them.


[User] Please transcribe this text

[Assistant] And not taking ownership of what was going on. And, uh.


[User] Please transcribe this text

[Assistant] And not being honest with their SOPs, and then you just develop these SOPs, like they don't just apply to the battlefield.


[User] Please transcribe this text

[Assistant] We came up with standard operating procedures for, uh, you know, how we did our admin stuff.


[User] Please transcribe this text

[Assistant] You know, you might not like this, this analogy, but I think that SOPs kind of are a life hack. Because it is one of those things that you can lay in.


[User] Please transcribe this text

[Assistant] But the, because you'll get critique points where guys will say, hey, we need to get an op so we can go start to finish where you let us win basically.


[User] Please transcribe this text

[Assistant] That's why I gave you a walkthrough. And so.


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[Assistant] After seeing that so many times and running land warfare, I started going out at the front day one and saying, Hey guys, listen.


[User] Please transcribe this text

[Assistant] You're going to get a walkthrough. That's your time to work through your whole script on how you're going to run a target assault. But.


[User] Please transcribe this text

[Assistant] I'm shortchanging you if I'm not putting pressure on you when we have these FTX nights because we only have this place for a limited period of time and this is where you're going to find where your weak points are and get better. And then knowing about myself when I have those two.


[User] Please transcribe this text

[Assistant] Any other reasonable voice, which I'm trying to turn the volume up on.


[User] Please transcribe this text

[Assistant] Uhm, that's going, oh yeaah, that's a fair critique.


[User] Please transcribe this text

[Assistant] Yeah, well, I got a little lazy there. Shouldn't have taken my body armor off.


[User] Please transcribe this text

[Assistant] That kind of stuff or, or the worst was like the OIC that would come out after you were OIC. And he, he, if he came out to training and he would find some stuff that was screwed up and he's like, why am I the one fixing it? And I'm like.


[User] Please transcribe this text

[Assistant] People call me, you gotta be honest with critique and look at it and then move forward. And at the end of the day, you always kind of know when you're wrong and it, to take ownership of it, you feel better about it. Cause now you have power over it, right?


[User] Please transcribe this text

[Assistant] The, and the other fun thing about the ditz gear was...


[User] Please transcribe this text

[Assistant] And the complaints, the complaints about the millennials that I hear are that, oh, they want to know why they're doing something. Well, duh.


[User] Please transcribe this text

[Assistant] When I was at one of the, the leadership courses with some regular Navy leadership and one of the master chiefs was telling a story that she had, uh, an E5 and she worked in, in, in supply and she's like, Hey, I need you to go do the inventory today. And she's checked back, comes back like an hour and a half later. And, uh, the guy had to go inventory this whole warehouse.


[User] Please transcribe this text

[Assistant] And he's hanging out in the coffee lounge an hour and a half later and she's like, Hey, what the heck is going on here? And he's like, I did the inventory. And she's like, no way.


[User] Please transcribe this text

[Assistant] That takes all day. Let's spot check it. Spot just randomly pulls up a couple items off that inventory list, checks it. She's like, how did you do this? And


[User] Please transcribe this text

[Assistant] He's like, well, you know, I got this app reader on my phone.


[User] Please transcribe this text

[Assistant] And completed the inventory like that with a little bit of ingenuity.


[User] Please transcribe this text

[Assistant] Actually listening to what someone's saying, cause the trap I used to fall into was when someone was talking to me.


[User] Please transcribe this text

[Assistant] Stepping back and opening my mind up to other points of view, uhm, and then being a little bit more cognizant of


[User] Please transcribe this text

[Assistant] My biases, and then I find this a lot of times with the dang media.


[User] Please transcribe this text

[Assistant] Yeah, and then, uh, something that I found real helpful is, is, is putting a filter on my thoughts. So the, and, and this is something that, that Iris has kind of talked about. She's like, the first filter is, am I whining? And then the second filter is, am I resentful? And then the third filter is, am I jealous? And if I can just


[User] Please transcribe this text

[Assistant] Cats, that stuff, once I identify it, it doesn't bother me anymore.


[User] Please transcribe this text

[Assistant] Someone told you he just got a promotion. That's bullshit. He, you know. And then, then I realized, oh wait a minute, I should be happy for him for getting that promotion. Uh, and,


[User] Please transcribe this text

[Assistant] That as I age, I'm trying to fix. The other thing that as I've gotten older,


[User] Please transcribe this text

[Assistant] If that makes sense. No, that makes, that makes sense. And, and this, this is, that's where I'm trying to go and this is, this is the path that, uh,


[User] Please transcribe this text

[Assistant] That I'm on and it's a, it's a struggle and it all comes down and I kind of wish there was two words for ego, right? Cause the ego.


[User] Please transcribe this text

[Assistant] I should be getting up off my ass and getting into Princeton myself or going, you know, you can't control whether or not you're deployed to combat. But a lot of other stuff is, and I think that's where it gets painful for guys.