[User] Please transcribe this text

[Assistant] Like when they had the goal for boots, they were like going functional with beauty like hand in hand almost kind of thing. As far as works of art goes, that one's like, I'm not that much into fashion. Like your butt.


[User] Please transcribe this text

[Assistant] It seems like that'd be like some top tier artistic product.


[User] Please transcribe this text

[Assistant] Bruh, I went to Oregon, just got back as you know, and...


[User] Please transcribe this text

[Assistant] On the plane? This is ain't a lot, no. I'm not trying to like...


[User] Please transcribe this text

[Assistant] Look dope, cuz the paparazzi's gonna be at the airport waiting for me when I arrive. That's not my situation. You know, so I wear what's gonna work in the airport.


[User] Please transcribe this text

[Assistant] Scenario. Environment. Origin genes all day. To and from, by the way.


[User] Please transcribe this text

[Assistant] Man, I'm just saying it's a different, uh, pursuit is what I'm saying. Nonetheless, those are the facts. Also, Jocko's store is called Jocko's Store.


[User] Please transcribe this text

[Assistant] This is where you can get other stuff. If you want to represent on this path, this is a path that we're all on. The path, the game, whatever you want to call it. The way. The way. The woo. The woo. Right? Woo, right? Is way.


[User] Please transcribe this text

[Assistant] Oh, okay, it's clear to me now. On the last, Jocko's store is called Jocko's store like I said. And if you want shirts that say, discipline equals freedom. Discipline equals freedom.


[User] Please transcribe this text

[Assistant] Yes, I have seen that. Okay. Uhm, hey man, I, can I deny it? You know, I guess I could technically, but you know, it would, it would be less accurate than maybe if I didn't deny it. We'll say that. Okay. On the last, like I said, back to Discipline Equals Freedom shirts and hoodies and rash guards.


[User] Please transcribe this text

[Assistant] And hats. Some women's stuff on there. Anyway, if you want to represent with merch, as it were. I don't like to say the word merch that much, but if you like apparel, you want to represent, chocolatestore.com.


[User] Please transcribe this text

[Assistant] You know what, the jury's still out on that one. Uh, whether or not that's a good decision. But, we're gonna, I'm gonna keep checking in. And, you know, maybe, maybe not. But, you know, either way, we're gonna, we're gonna move forward. Nonetheless, yes, YouTube channel, it is there. A lot of people, a lot of us, we'll, we'll play the podcast. Straight up, just play it on our TV, our smart TV. You know, that's a thing now.


[User] Please transcribe this text

[Assistant] It's kinda like boom, the conversation's going around, going on in the room with you. You see what I'm saying?


[User] Please transcribe this text

[Assistant] It does create that environment, is what I'm saying. Nonetheless, tune in to that one on the YouTube. That's the way to do it. Boom. Other stuff on there. Some excerpts on there too. If you don't necessarily want to listen to the whole thing all at once or whatever, you know.


[User] Please transcribe this text

[Assistant] Uhm, yeaah. Boom, there you go. Also, Psychologic Warfare, if you don't know what that is, is an album with tracks. Jocko tracks, Jocko telling you, helping you. Really.


[User] Please transcribe this text

[Assistant] Helping you. What, you don't want help? You don't need help? That's what you're saying? No, that's not what you're saying. Sometimes we all need a little bit of help. Psychological warfare will help you through those moments of weakness, big weakness, small weakness, whatever. You will get help through it. 100%. 100%.


[User] Please transcribe this text

[Assistant] This is Jocko Podcast number 256 with Echo Charles and me, Jocko Willink. Good evening Echo.


[User] Please transcribe this text

[Assistant] And joining us once again is Dave Burke. Good evening Dave. Good evening. And tonight we are going to rap.


[User] Please transcribe this text

[Assistant] Taught me many leadership lessons. Well, he learned those lessons from this book written by General Bruce Clark, who served in Korea, World War II, World War I, who led many soldiers, trained even more, including one that he didn't even know about. Me.


[User] Please transcribe this text

[Assistant] And we are trying to pass those lessons on. So for the final installment,


[User] Please transcribe this text

[Assistant] Let's get back to the book. Guidelines for the leader and commander. Chapter 11.


[User] Please transcribe this text

[Assistant] Its success depends on the program each commander works out to fit his needs and facilities and then enthusiastically and energetically pushes. While many of our units and individuals are in fine physical shape, this is not universally true in many commands.


[User] Please transcribe this text

[Assistant] I believe it can be made more nearly universally true by a more general concept as to its importance and to a consideration of the implementation of practical steps that can be taken in this field without materially interfering with our other activities.


[User] Please transcribe this text

[Assistant] What grade are you giving General Clark for simplicity on that whole opening?


[User] Please transcribe this text

[Assistant] I'm not kidding. I'm a good grade. Luckily he redeemed you're gonna see he redeems himself in the end of this book with some real simple clear concise So he thinks that you know


[User] Please transcribe this text

[Assistant] The simple statement is people should be working out. I believe strongly that good physical condition is one of the evidences of us free in a unit as well as of morale in an individual. So it helps both your team and you as a person. Now here's where we have a serious beef, serious beef, probably one of the most serious beefs ever for me with General Clark.


[User] Please transcribe this text

[Assistant] This topic is called calisthenics at end of day.


[User] Please transcribe this text

[Assistant] Possibly the ones who needed the exercise the most were the ones observing. That's a good one, right? You don't want to be that guy. You don't want to be that guy that's standing there with, uh,


[User] Please transcribe this text

[Assistant] Definitely think that working out in the first hour of the day is good.


[User] Please transcribe this text

[Assistant] If they are done strenuously enough to be of any value so that the men work up perspiration, the men then wear the same wet clothes throughout the day or until such clothing dries on them.


[User] Please transcribe this text

[Assistant] Similarly, if men perform exercises requiring them to sit on the ground or lie on the ground, they start off the day with dirty and maybe wet clothing. Now for me, General Clark, all due respect, I think we can just take a shower and change clothes when we're done working out.


[User] Please transcribe this text

[Assistant] I will say this though, I think he's coming from a time period where they didn't have this full, like, this was only an idea that was just coming to fruition, right? So it wasn't a thing yet.


[User] Please transcribe this text

[Assistant] It wasn't a thing to work out. So people didn't have workout clothes. People didn't have workout shoes. People didn't have workout bag. You know, these people didn't have a workout bag. They didn't have your, the little freaking Reebok bag or whatever that Echo Charles takes to 24 hour fitness.


[User] Please transcribe this text

[Assistant] Get your curls on. So they didn't have that back then. So he's thinking, hey, you show up to work and the first thing we're gonna do is build up a sweat and now we're gonna be in wet clothes all day. Alright, we'll give you, we'll cut you some slack. And then he says,


[User] Please transcribe this text

[Assistant] I believe it is far more reasonable to devote the last hour in the afternoon to physical exercising and physical training so that the men can go from it to the showers and get into other clothing for supper and the evening. This is the time when the mind is tired and training requiring mental attention is least effective.


[User] Please transcribe this text

[Assistant] Okay, so that's, okay, so, alright, so we're just gonna jump past like all the whole thing about the twin you're working out. Because I think it's just, I think we're beyond that now, in the modern era.


[User] Please transcribe this text

[Assistant] I don't think we're, I think we can work out whenever it makes the most sense not based on our sweat and clothing.


[User] Please transcribe this text

[Assistant] This is the time when the mind is tired and training requiring mental attention is least effective.


[User] Please transcribe this text

[Assistant] Doesn't it take a certain level of mental effort to do a hard workout? Don't, don't you think, Dave?


[User] Please transcribe this text

[Assistant] Right? I get that, and I get that too, like for instance, this might sound stupid.


[User] Please transcribe this text

[Assistant] Uh, when I'm going to, when I'm going to, let's say it's late at night and I'm like tired and I've got some more reading to do.


[User] Please transcribe this text

[Assistant] I'll read until I'm just gonna fall asleep. And then I'll get up, brush my teeth, whatever. Take my...


[User] Please transcribe this text

[Assistant] Supplements, as Echo likes to say. So I'll do my little evening routine. Floss.


[User] Please transcribe this text

[Assistant] And then I'll have like, you know, I stood up so now I can read a little bit longer. I can go a little bit longer. And then I go to sleep. So when you do something, I guess that what I'm saying is you get bored.


[User] Please transcribe this text

[Assistant] So maybe this is a good plan. Hey, it's the end of the day. You're kind of tired. You don't feel like focusing on this. What'd you call it Dave? Intellectual work.


[User] Please transcribe this text

[Assistant] Yeah, you don't, you don't, you've spent your intellectual energy, but you can still just go jack some steel. Possibly. Okay.


[User] Please transcribe this text

[Assistant] Okay. So you want to have, you want to be mentally fresh for your workout.


[User] Please transcribe this text

[Assistant] Everyone from the commanding general on down took physical exercises. This physical exercising consisted of activities that provided a real workout. None of this.


[User] Please transcribe this text

[Assistant] Echo Charles stuff. Real workout. Certain well organized selected games were allowed provided that everyone played, organized calisthenics were allowed, but the bulk of the units engaged in a four mile trot.


[User] Please transcribe this text

[Assistant] And fast walk to be completed in 50 minutes.


[User] Please transcribe this text

[Assistant] Yea, so bro, we're talking 12 minute miles or whatever. We're not, this is not, this is not a challenge.


[User] Please transcribe this text

[Assistant] And here's what, as I thought through this, it started to make a little bit more sense. Combat boots with proper socks were worn by all personnel in order to get the men used to and prevent damage to their feet, right? Above the top of the boots, everyone was permitted to prescribe their own uniform within the realm of decency.


[User] Please transcribe this text

[Assistant] This gave men a feeling of freedom which added to the relaxation and benefit of exercise. Okay, so that's cool. I do not think this lack of uniformity hurt the discipline of the unit. It was not a show. Men tro-


[User] Please transcribe this text

[Assistant] Men traveled the previously laid out four mile courses as individuals being checked at the start and finish to record their times in order to motivate the slow ones by falling. So this is just, you know, he just kind of prescribes this weird like,


[User] Please transcribe this text

[Assistant] Four mile walk that everyone's gonna go on, which tells me.


[User] Please transcribe this text

[Assistant] Earlier when I said that working out wasn't really like a thing yet.


[User] Please transcribe this text

[Assistant] It wasn't. Cause if they're thinking 50 minutes and 4 miles, but the only thing I can say about that also is,


[User] Please transcribe this text

[Assistant] If you're talking about a whole division or a whole brigade of people, like these are not all frontline soldiers, obviously. These are administrative people and whatever. The general himself. So, yeah, I don't know.


[User] Please transcribe this text

[Assistant] By following the course as individuals instead of for formation, no one exercised so strenuously as to do himself damage regardless of his physical condition or age. Care should be taken in starting such a program.


[User] Please transcribe this text

[Assistant] To work into it reasonably so as not to increase the sick call rate.


[User] Please transcribe this text

[Assistant] I think if you, if you imagine like a corporation, like a giant corporation, a division size corporation with whatever, 10 or 15,000 people and they were gonna start a physical training program, this might be an okay program. You got 50 minutes, you gotta go out, you gotta move four miles, go for a walk, whatever. I think that's, I think that's almost the perspective that he's coming from.


[User] Please transcribe this text

[Assistant] Yeah, and there should be sweating. I mean, I'm not sweating after a after 12 minute miles for four miles and I sweat a lot as you know.


[User] Please transcribe this text

[Assistant] Where, where we've learned so much about physical training.


[User] Please transcribe this text

[Assistant] Which has changed a lot. I mean, did you see that picture I posted the other day of I was like yelling at one of my friends back in the day and he's doing cable crossovers.


[User] Please transcribe this text

[Assistant] I couldn't tell what he was doing. Crazy. He was doing just cable crossovers. Yeah. Hell yeah. Hardcore. Building the chest. Building the what? The lower...


[User] Please transcribe this text

[Assistant] Was, and this was especially important in mechanized and motorized armor units. So, that's a great point.


[User] Please transcribe this text

[Assistant] When you have the opportunity to march instead of riding a vehicle, you should march instead of riding a vehicle.


[User] Please transcribe this text

[Assistant] That's one thing that's cool about Buds. In Buds, you run to, you run to breakfast and back, you run to lunch and back, you run to dinner and back. It's a mile there, it's a mile back. So you're doing six miles a day before anything. Like before the day, before you get credit for anything, you ran six miles.


[User] Please transcribe this text

[Assistant] Can you train for the, like let's say you did a disassociated tour and you weren't flying for 18 months and now you knew you were going back to a squadron you were gonna be flying. Is there any exercises that you could do to get ready for flying?


[User] Please transcribe this text

[Assistant] But, that being said, if you take someone that's in really good shape,


[User] Please transcribe this text

[Assistant] Did I ever tell you about my, my buddy, when my platoons all went backseat in the F18s? So we went through the, whatever training you go through so you can get called to go to the backseat.


[User] Please transcribe this text

[Assistant] So we all go through, well he showed up late and so he missed the whole briefing on how to, what is it called, how to push the blood to your brain. He missed all that and then he missed whatever.


[User] Please transcribe this text

[Assistant] And then he showed up, I think he was out, I think he was drinking the night before. And so there's a little cover and move and like we snuck him back into the class and put his name on the roster and it's all good. Well then he showed, he go, we get up to Fallon.


[User] Please transcribe this text

[Assistant] And he didn't know what to do. He just got in the plane. He's like, cool. I know what, you know, whatever. And he passed out the entire time. He would just like wake up and then just pass out again because he didn't know to, to put the blood to his head. He didn't know to do that. So he's just passing out.


[User] Please transcribe this text

[Assistant] Right. Is there an ideal physical build for fighter pilot?


[User] Please transcribe this text

[Assistant] If you were going to be an F-18 pilot, or let's say an F-35 pilot, you were going to design an F-35 pilot human.


[User] Please transcribe this text

[Assistant] How tall would that human be? Six foot. How much, how much would they weigh?


[User] Please transcribe this text

[Assistant] That's because if he's 6'4", he's cramped in the cockpit. If he's 6', if he's 5'5", he can't reach the pedals or whatever. Right? I mean there's issues.


[User] Please transcribe this text

[Assistant] Is there, is there a cutoff, height, or minimum standard?


[User] Please transcribe this text

[Assistant] When spring arrives and long daylight hours of the year are with us, it's a good time to start physical training program. He goes on. A commander should have no objection to the closing of any headquarters at 4 o'clock, 2 days a week in order to devote this time to physical exercising.


[User] Please transcribe this text

[Assistant] Nor should he object to the stopping of other activities in most TOE units at four o'clock two afternoons a week for this purpose.


[User] Please transcribe this text

[Assistant] So he's talking about you should always train two days a week, which once again, I mean,


[User] Please transcribe this text

[Assistant] In the Marine Corps, you guys do PT every single day, right?


[User] Please transcribe this text

[Assistant] Huh. I thought that was pretty standard in the whole military. Well, that's what he's saying. He's saying only two days a week.


[User] Please transcribe this text

[Assistant] No, absolutely. I believe you're 100% right. He was the guy that was spearheading, working out. Look, you gotta get out there two days a week.


[User] Please transcribe this text

[Assistant] He doesn't even say minimum, right? Cause that would be sort of like, hey, minimum two days a week. He's just saying two days a week. Look, you gotta get out there. Uhm.


[User] Please transcribe this text

[Assistant] In connection with this physical exercise program, I think we might well give thought to delaying the evening meal on Monday through Friday in order to give the men more time to get cleaned up, showered, and dressed so they will not feel the urge to rush right to work. Well, right from work to supper.


[User] Please transcribe this text

[Assistant] This was, this, the reason I wanted to read this section is this would have advantages other than physical conditioning. By serving the evening meal in the enlisted messes as early as we do


[User] Please transcribe this text

[Assistant] It has been found to be an overall advantage to serve the heavy meal at night instead of at noon on duty days. I believe we give enough time off to our food service people so they can live with these changes in the feeding program.


[User] Please transcribe this text

[Assistant] Alcohol. I've written before, chapter 3, about the intemperate use of alcohol and the desirability of cutting down on the quantity of consumption of alcohol. One of the reasons for this is to help improve the physical condition of our officers and men.


[User] Please transcribe this text

[Assistant] Obesity, I would like to say a word about personnel being overweight. While there are not very many such personnel in most commands, there are some who are eating more than their physical activity burns up. The commander should bring this to the attention of such individuals with a view


[User] Please transcribe this text

[Assistant] This podcast. Other problems, I believe that such a program as I suggested will automatically help to solve the problem in those units which have one of men in garrison changing out of fatigues for evening social activities. It should help reduce other unfavorable statistics as well. You used to say on this podcast all the time, Echo, that the most


[User] Please transcribe this text

[Assistant] Universally helpful thing that a person can do is exercise. It will help you in all aspects of whatever you're doing.


[User] Please transcribe this text

[Assistant] Which is a good point. And what he's saying is, hey, if you exercise, every problem that you have is going to be improved.


[User] Please transcribe this text

[Assistant] Well before the war in the 90's at the team we used to PT as a team 5 days a week as a team. Maybe one day would be


[User] Please transcribe this text

[Assistant] What they call the individual PT, which guys would legitimately individual PT, they'd go do whatever, you know, do jiu-jitsu or whatever they were gonna do. But the other days it was like, oh, Monday's a run, Tuesday's a swim, Wednesday's individual PT, Thursday's, oh, of course, Friday's monster mash. That was kind of a typical schedule at the end of the day.


[User] Please transcribe this text

[Assistant] Monster Mash is just, oh course, boat paddle, just come up with some crazy sort of various, what would you call it? I don't know what you, it'd be like one of those uhm, you ever see those TV?


[User] Please transcribe this text

[Assistant] Physical competitions where they're doing all these ops, like you'd run the obstacle course, then you would do berm runs, but you would be in a little team. So it would just be some kind of, I don't know, we call it a monster match.


[User] Please transcribe this text

[Assistant] Yeah, like American Ninja Warrior, but as teams. Gotcha.


[User] Please transcribe this text

[Assistant] Yeah, so the platoon was together, but the team wasn't. So there'd be two platoons out in the desert, there'd be, no, there'd be one platoon out of the desert, there'd be one platoon up at Fallon, there'd be another platoon in the jungle somewhere, but there'd still be three platoons back at the team and all the support people from the team.


[User] Please transcribe this text

[Assistant] Not very often. That's cool. You're going through your work up together, but you gotta remember a seal platoon is small. Right. A seal platoon is only 16 guys. Sometimes in the past we bumped them up to 18. Sometimes we've even bumped them up to 21, depending on manning and personnel and mission. But the general seal platoon, 16 people.


[User] Please transcribe this text

[Assistant] Yes, then all of a sudden they made the task unit, which is two platoons together with a headquarters unit over it. And they had the idea, it took them a while to like actually make it happen. So there was some good vision on behalf of Naval Special Warfare.


[User] Please transcribe this text

[Assistant] You put the rest of the guys in there, that gives you ten assaulters. What can you take down with ten assaulters? The answer is not very many. So, went into a task unit mode with now you had two platoons, plus you had headquarters, and then you get attachments of EOD, and maybe you get a, some kind of a radio man to help you out. So all of a sudden, you know, you got,


[User] Please transcribe this text

[Assistant] 35 or 40 guys going out the door, so it turns into a better situation is a really good call I remember one of the one of the first things


[User] Please transcribe this text

[Assistant] I was in a platoon. I was in an ARG platoon, which meant we were going out on a ship and we had to do hydrographic reconnaissance, which is old school, lead line and slate.


[User] Please transcribe this text

[Assistant] Lead line is like, meaning you had a lead line, you had a piece of rope with a piece of lead on the bottom, and...


[User] Please transcribe this text

[Assistant] You, you tied little knots every six feet for fathoms and you would go and swim in a line and dip that lead line and see how deep the water was and then you'd dive for obstacles before the Marines came in. This is World War II straight up UDT underwater demolition team stuff.


[User] Please transcribe this text

[Assistant] Well, when you're in the ARG platoon, you actually did that a lot because you were supporting Marine Corps landings. So...


[User] Please transcribe this text

[Assistant] So, we were, we had a 16 man platoon.


[User] Please transcribe this text

[Assistant] And I did an ARG like that with 16 guys and it was really hard because you have a boat party of guys and then you have like a radio man so there's two or three guys that aren't in the water and somebody's staying with the boat so there's another two guys that are not in the water so all of a sudden you've got, you've only got


[User] Please transcribe this text

[Assistant] Seven guys to do the recon or nine guys to do the recon or whatever. So that's, that's not good. So I remember writing a point paper.


[User] Please transcribe this text

[Assistant] I was like an E4 and I wrote a point paper to my commanding officer that the ARG platoons should have four more personnel in the platoon. And uh, I think we actually got like, they gave us like two more guys. Pretty cool. Young. I mean who did I think I was?


[User] Please transcribe this text

[Assistant] I know I tried, but the cool thing was, you know, my commanding officer at the time was like, yeah, you know, that makes sense. Hey, well, we can't give you four, but we can give you two. Make it an 18 man platoon. We had an 18 man platoon. I'm pretty sure.


[User] Please transcribe this text

[Assistant] I can't even remember. You know what's weird is I can't even remember what


[User] Please transcribe this text

[Assistant] Yeah, I can't remember if he gave us two more people. Maybe he gave us one more. I think he gave us at least one more person because I think I know exactly who it was. But anyways. Alright, so there's the physical conditioning thing.


[User] Please transcribe this text

[Assistant] The next section is called Chapter 12, The Creating of Superior Units.


[User] Please transcribe this text

[Assistant] And yet we all know that there's units that are freaking awesome and there's units that are horrible. And both the awesome units and the horrible units have run-of-the-mill people in them.


[User] Please transcribe this text

[Assistant] And it's the same thing in business, right? It's the same thing in business. You get businesses that are in the same market.


[User] Please transcribe this text

[Assistant] So the superior unit must be created from the ordinary run of personnel. Second, classified according to ability.


[User] Please transcribe this text

[Assistant] The men in a unit fall naturally into three groupings. Upper, middle, and lower. The excellence of a unit depends upon the ability of the commander to bring the men of the lower group to a degree of proficiency which makes them an asset to his unit team. So this is, we're gonna get into some stuff where I'm, I'm not sure about. I'm not sure about, and this is one of them.


[User] Please transcribe this text

[Assistant] And he talks about it a little bit more, I mean, he talks about your focus being making the people that are, he's basically saying you've got really good people, middle people, and bad people. He's saying the focus is like, make the bad people better. Make the bad people, uh, uh, uh.


[User] Please transcribe this text

[Assistant] I agree with that. It should be a focus. A singular focus. I don't think it should be the focus. I would rather take my people that are up the top and make them totally awesome and make my people that are in the middle like really, really good. I'm not gonna focus my efforts on the turds.


[User] Please transcribe this text

[Assistant] Well, it's like if you, let's say, on a, on a level of one to five, you're a five, and Echo's a one. One being the worst, five being the best.


[User] Please transcribe this text

[Assistant] So if I take my efforts and I'm able to.


[User] Please transcribe this text

[Assistant] I'm able to double your power. I can turn you into a 10. I can only turn Echo into a 2.


[User] Please transcribe this text

[Assistant] Third, all men desire to do what is wanted of them.


[User] Please transcribe this text

[Assistant] All men desire to do what is wanted of them.


[User] Please transcribe this text

[Assistant] To just take some ownership here when they do not.


[User] Please transcribe this text

[Assistant] That straight up just didn't want to do what was, what was wanted of them.


[User] Please transcribe this text

[Assistant] Yeah, and by the way, what's, what's, what's 10 times zero? If the person's a zero. Well now, so, so listen, I think all men


[User] Please transcribe this text

[Assistant] Is an overstatement? I think you could throw a percentage on there that's upwards of 97%. 97% that want to do, they want to do a good job. They want to do a good job.


[User] Please transcribe this text

[Assistant] I think we wrote that in extreme ownership or in dichotomy of leadership. I think it's in dichotomy of leadership. Most people don't need to be fired, they need to be led. Most people. All people? No, you're gonna get, and you know when I, you know when you see this and I don't, well you didn't get to see this because you were an officer.


[User] Please transcribe this text

[Assistant] Uh, fourth, the best unit in an organization is always the one which is excellent or better in all things.


[User] Please transcribe this text

[Assistant] If you agree with these precepts, let us analyze and apply them to the basic problem of the commander who is striving for a superior unit. Applications of the principles to the unit.


[User] Please transcribe this text

[Assistant] The problems of polishing ordinary units until they emerge as superior are primarily the problems of raising individual performance and capabilities to a superior level. The many truly outstanding units which have been produced in our army give ample evidence that these problems can be solved.


[User] Please transcribe this text

[Assistant] Based on the fact that their percentile scores on the AFQT, which is like the ASVAB, which is the, it's the basic intelligence test that you take when you're coming in the military as an enlisted guy. Did you take it to become an officer? The ASVAB? Yea, yea. No, I took it, took the ASVAB.


[User] Please transcribe this text

[Assistant] Okay. So you take like a basic test. It's sort of a...


[User] Please transcribe this text

[Assistant] An SAT, an ACT type test. Totally. How smart are you is basically what it is. And then he ranks it out into three groups. And it's the upper third, the middle third, the lower third.


[User] Please transcribe this text

[Assistant] But, he's got this little thing in here, and he's got the scores listed, and I'm not gonna, uh, go into those, but the upper third is...


[User] Please transcribe this text

[Assistant] 11% and 34. So the upper, the top two groups


[User] Please transcribe this text

[Assistant] But the second to the lowest group. So if you get between 0 and 9 on the, on the ASVAB, and these aren't, this is, this is actually the AFQT, which is the old ASVAB, so the scores won't correlate to what we know about since we didn't take the ASVAB in 19th, well we didn't take the ASQT in 1958.


[User] Please transcribe this text

[Assistant] So, what he's saying is you're gonna get mostly people that are either in the middle group or in the higher group, which is great. Now, I'm sure that there's some people that are thinking, well, that's the difference, you know? You know, I'm in the civilian world and we get these people, they're, they're, they're not, no. When you start talking about people that


[User] Please transcribe this text

[Assistant] Are in the lowest scoring brackets of the, of the ASVAB.


[User] Please transcribe this text

[Assistant] Like they, they can't get in the military, but they're also not gonna be.


[User] Please transcribe this text

[Assistant] Applying for a job with, that's gonna take some high level cognitive abilities. They're just not gonna be there.


[User] Please transcribe this text

[Assistant] It's, it's really, it's, I've been reading it for a while. I've actually, I actually showed it to you several months ago because I've been stewing on it, but.


[User] Please transcribe this text

[Assistant] It's, during the Vietnam War, they...


[User] Please transcribe this text

[Assistant] They needed people. They needed people to be in the military. They needed people to be in the military to go to Vietnam. And so they started to lower the standards and the main standard that they lowered.


[User] Please transcribe this text

[Assistant] Was the IQ level, or I don't know if you want to call it the IQ level, but that's basically what's the intellectual level, the intelligence level. And they started getting these, these people in the military that were


[User] Please transcribe this text

[Assistant] Just, they just didn't have the mental capacity to, to do really any job.


[User] Please transcribe this text

[Assistant] Uhm, even, and you know, you, you know, you think about in the military, there's some pretty, there's some pretty, there's some jobs that don't take a lot of intellectual horsepower, right? I mean, you need people that are gonna clean the, the toilets, you know, you got, you got some, you know, you got people that are gonna, and look, these are what we, this is what I did when I got in the military, right? When I got in the SEAL teams, I was cleaning toilets.


[User] Please transcribe this text

[Assistant] Well, they started letting people in that just didn't have the capability. It's really sad. And these guys, a lot of these guys went to Vietnam. They had, obviously they had a higher casualty rate. They had a higher, more of them got killed.


[User] Please transcribe this text

[Assistant] Uh, because they just didn't, they just didn't understand things. And the guy that wrote this book that I'm reading, he's talking about going through boot camp. And he basically gets paired up with one of these guys. And all the drill instructors knew it.


[User] Please transcribe this text

[Assistant] They called them like McNamara's morons. That's what they'd call these guys when they'd come in.


[User] Please transcribe this text

[Assistant] You know, write your address on this postcard and write a message to your family.


[User] Please transcribe this text

[Assistant] And not only did he not know how to write, but he didn't even know what his address was. He didn't even know what street he lived on. He didn't know. They had to teach him how to tie his shoes. And they had to teach him how to tie his shoes, not just, hey, this is how you do it. No, like, they had to teach him.


[User] Please transcribe this text

[Assistant] Uhm, so, he goes on to say that those in the upper groupings are the best educated and quickest to learn, can be well motivated, but need to be challenged to develop their full potential. The middle groupings are average run of American use, they are easily controlled.


[User] Please transcribe this text

[Assistant] Take well the discipline, learn easily, respond to good leadership, but are usually capable of more and they must be pushed.


[User] Please transcribe this text

[Assistant] The lower groupings are the ones that need special attention. And again, this is where you and I are kinda like, hm.


[User] Please transcribe this text

[Assistant] It's interesting that, that he's calling for like special attention on this lower group. Uh, and then he says in a single squad, crew, go.


[User] Please transcribe this text

[Assistant] Yeah, and the other thing that affects the bell curve is the bar that everyone has to be staying above.


[User] Please transcribe this text

[Assistant] The bottom 12% at Top Gun, they're the bottom 12% at Top Gun. They may be the top tier of some other organization somewhere, but at Top Gun they're the bottom 12% and they're making the same kind of mistakes.


[User] Please transcribe this text

[Assistant] Relative to their job, it's the same thing in the SEAL team. It's like, oh yeaah.


[User] Please transcribe this text

[Assistant] Because he was a hard worker. He wanted to do a good job.


[User] Please transcribe this text

[Assistant] Is, is, is higher for what you're being required to do. Right? This is what you're, like a top gun. You're being required to fly this jet at these, at these G's and make these decisions and maneuver and remember what's happening and debrief and communicate and pay attention to nine different things at the same time. You're required to do all that stuff.


[User] Please transcribe this text

[Assistant] You put them, you know, driving an Uber, and they're going to be the best freaking Uber driver, you know, in, well, at least in the top, let's say the top 5% of Uber drivers, because I've had some damn good Uber drivers before. So,


[User] Please transcribe this text

[Assistant] So yes, that bell curve exists everywhere, you're not gonna get away from it, and you do have to lead. And I agree with your point.


[User] Please transcribe this text

[Assistant] Why General Clark might be saying, hey, you gotta pay attention to that bottom 12% because no one in the top 88% is gonna


[User] Please transcribe this text

[Assistant] Well, there's a much less chance, there's much less chance of them torpedoing your whole mission, right? Those knuckleheads!


[User] Please transcribe this text

[Assistant] They're holding the freaking trigger to the torpedo and they could fire that thing off at any moment, so you gotta pay attention to them.


[User] Please transcribe this text

[Assistant] That might be the genesis of his, of his focus on these individuals.


[User] Please transcribe this text

[Assistant] It's, it's from that, definitely from that concept, that broad concept.


[User] Please transcribe this text

[Assistant] That they all want to do what he wants done.


[User] Please transcribe this text

[Assistant] When any number do not respond to this assumption, the fault is more probably his than theirs.


[User] Please transcribe this text

[Assistant] So his assumption is everyone wants, that's a great assumption to make. The assumption, and that's what I like about this assumption, that all men want to do what, what is wanted


[User] Please transcribe this text

[Assistant] He should check his procedures, instructions and subordinate leaders to determine where in lies the trouble. When only one or two individuals are involved, punitive action or elimination may be indicated. So if you got a platoon or a company, you got a company of 150 people and everyone gets it except for two guys. Okay.


[User] Please transcribe this text

[Assistant] Well, maybe I need to check those two guys and maybe I need to get rid of them, but if you've got


[User] Please transcribe this text

[Assistant] Whatever, 20 people that don't understand what they're supposed to be doing, guess what? It's on you.


[User] Please transcribe this text

[Assistant] The best unit in the organization is always the one which is excellent or better in all things. Which is based upon the premise that no unit commander has enough time to make his unit superior in all things at all times. How therefore


[User] Please transcribe this text

[Assistant] Should he spread his efforts? It's obvious that his unit must be proficient in marksmanship, communication, supply administration, tactics, physical fitness, techniques, maintenance, etc, etc, etc. If his unit is not proficient in any one of these things, his team is not sound and will fail him when the test comes. How then must he manage?


[User] Please transcribe this text

[Assistant] So we got all these things and you obviously can't be, and he's, he's making a difference or, or making a, uh, uhm,


[User] Please transcribe this text

[Assistant] A break between superior, which means you're awesome at this thing and being good at it.


[User] Please transcribe this text

[Assistant] First, he should avoid putting too much stress on any one thing so as to overemphasize it in order to make a show of it.


[User] Please transcribe this text

[Assistant] If he practices this method, he will do so at the expense of other important things. This is a common error.


[User] Please transcribe this text

[Assistant] So you're not, you shouldn't be the master of anything. You should be the jack of all trades. Second, he must stress adequately all of the many facets of the training.


[User] Please transcribe this text

[Assistant] So you're not gonna be an expert. As the leader, you're not gonna be an expert. You got some, you got some nugs under you that are gonna be the expert in that thing.


[User] Please transcribe this text

[Assistant] Next section is called motivation. Woven into the entire pattern are the threads of motivation. This motivation is manifestly important because it comes from a spree, enthusiasm, morale, effort, competition, and accomplishment.


[User] Please transcribe this text

[Assistant] The people in each of the top, middle, and lower groupings need to be motivated in different ways and in varying degrees. Which is a little different than what he said earlier since the leader can only afford to adopt one approach when handling his men. Little, little dichotomy. You got different people, they're gonna get motivated in different ways.


[User] Please transcribe this text

[Assistant] In encouraging students to learn, we motivate them by one or more of the following. One, show a need. Two, develop an interest. Both those are explaining why. Right? This is why this is important. This is what the need is.


[User] Please transcribe this text

[Assistant] Here's how you get someone to develop an interest in something. You explain to them how it's going to help them. Maintain the interest. That's also explaining why.


[User] Please transcribe this text

[Assistant] And then he's got some other things, encouraging early success, giving recognition and credit, using competition, giving rewards, awarding punishments. These same things may be used to incite a body of men or a military unit into action.


[User] Please transcribe this text

[Assistant] Undoubtedly, every commander, sometime during his career, after being assigned a difficult task, has soon thereafter considered how he would present this task to his subordinates. How he would appeal them to get the job done. In short, on what


[User] Please transcribe this text

[Assistant] He would base his efforts to motivate them to tackle the job with the will necessary to attain the goal sought.


[User] Please transcribe this text

[Assistant] He will probably use many factors to motivate his unit. Some of them may be specifically mentioned and some may be implied. For instance, except as a last resort.


[User] Please transcribe this text

[Assistant] He would not mention punishment in the case of failure. His men would know him well enough to know that he would not stand for failure.


[User] Please transcribe this text

[Assistant] The real art in motivating a group of men to accomplish a common mission is to reach each man in such a way that all men in the unit are incited to the extent of their several capabilities. Of course, the kind of mission to be performed by the men will be, will determine the motivating factors used, but there is one element that must be kept in mind and that


[User] Please transcribe this text

[Assistant] Is that no amount of motivation will incite a man to undertake zealously that which he knows is manifestly beyond his capabilities.


[User] Please transcribe this text

[Assistant] So big chunk about motivation there. And you know, I was talking.


[User] Please transcribe this text

[Assistant] I can't remember if it was a client or if it was EF Online the other day.


[User] Please transcribe this text

[Assistant] Uhm, but, you know, when you get told that the, the proverbial, you know, you get tasked with something that doesn't make any sense and the boss just says, yo, shut up and have your team do it. And then what do you do? How do you, how do you handle that? What do you say to the troops? And, and,


[User] Please transcribe this text

[Assistant] I'm like, I will find a reason why all day long that is awesome. You know, I will go, and I'm not gonna lie to him.


[User] Please transcribe this text

[Assistant] I'm gonna build some trust with the boss. He's gonna realize that we can get the job done. When he realizes that we can get the job done, he's gonna start to listen to me. Once he starts to listen to me, I'm gonna get this changed.


[User] Please transcribe this text

[Assistant] So right now, we're gonna crush this thing. And the guys go, yes!


[User] Please transcribe this text

[Assistant] Or I'm gonna say, hey look, no one else is able to do this. We're the only people that can get this done. The boss knows it, we know it, so we're gonna knock this thing out of the park.


[User] Please transcribe this text

[Assistant] That makes sense to do this thing. And believe me, if I can't find a reason that we're getting told to do something that makes no sense whatsoever, is gonna get people


[User] Please transcribe this text

[Assistant] Unnecessarily wounded or killed or it's unethical or it's immoral or it's illegal. That's what's going on. Otherwise, I can figure out a reason. And I'm talking about a good, I'm not talking about making something up to trick people. I'm talking about, I will figure out a good freaking reason to go forward and make this happen.


[User] Please transcribe this text

[Assistant] And that's what you need to do as a boss. That's why the why is so important.


[User] Please transcribe this text

[Assistant] In the army, we use freely a system of awards and prizes in order to motivate men. Too often, these go to the men in the top of the upper group.


[User] Please transcribe this text

[Assistant] They provide no incentive for improvement to those in the lower group and little for those in the middle group because the men know


[User] Please transcribe this text

[Assistant] That the award is beyond their ability to achieve. These prizes make good articles for the unit papers, but their overall effect on the unit is negligible.


[User] Please transcribe this text

[Assistant] It is well to recognize the outstanding men and we do this through proficiency pay and promotion.


[User] Please transcribe this text

[Assistant] However, our system awards must go beyond this recognition of individuals. This is a great point. You know, so often we're sitting there rewarding the people that are kinda doing well.


[User] Please transcribe this text

[Assistant] But what are we doing for the middle group and even the lower group to make sure that they're feeling like they're moving forward in a positive way?


[User] Please transcribe this text

[Assistant] You improved so much. Is that a little backhanded smack though? I guess you could. Would you rack up some most improved?


[User] Please transcribe this text

[Assistant] It's that guy that's, he's already training by the way, and he's already talented and gifted and he's working hard and he's focused.


[User] Please transcribe this text

[Assistant] I had a, there's something called a Navy Achievement Medal. Did you ever get a Navy Achievement Medal?


[User] Please transcribe this text

[Assistant] So Navy Achievement Medal is like, you know, it's, it's sort of like, it's a, it's a strong pat on the back, we'll say. And you know, you might, you might get one when something happens, you know, you're a young enlisted guy.


[User] Please transcribe this text

[Assistant] There is a differentiation on the name, that is you can get a V.


[User] Please transcribe this text

[Assistant] Which is when it becomes a combat award. So a name with a combat V or a...


[User] Please transcribe this text

[Assistant] Combat distinguishing device is what they call it so it has a V on it and that's that's a legit award and I a lot of guys in tasking a bruiser got nams with V's


[User] Please transcribe this text

[Assistant] And those names with V's that the guys got in task unit bruiser were hard earned. They weren't like, oh, you're just gonna, you or you, there was some gunfire near, but no, like these guys were in 18 firefights and they got a name with a V.


[User] Please transcribe this text

[Assistant] And, and you know the, some of the guys in, in Task Unit, Bruiser, some of Stoner's guys, they got the R-COM, which is the Army Commendation Medal, with a V. That was a huge deal, cause those things are tough to get, the Marine Corps does not give out those things.


[User] Please transcribe this text

[Assistant] Yeah, and the CIB in the army, which is the Combat Infantryman badge, which means you've been in combat. Yes. Yeah, and that's, that's what


[User] Please transcribe this text

[Assistant] That's what Hackworth called out, uh,


[User] Please transcribe this text

[Assistant] The Admiral for Admiral Borda for wearing a combat V on his NAMM. It was actually, I think it was, it was a NAMM with a V on it. And he, and Hackworth said this guy was in Vietnam but he wasn't, he was on a ship, he wasn't in direct combat with the, and Admiral Borda killed himself.


[User] Please transcribe this text

[Assistant] Over this drama over it, it's crazy. Now that I'm, you know, we're sitting here laughing, you're like, oh, this, we can't ever get serious again. All we have to do is talk about Admiral Borda and, and, and Colonel Hackworth calling him out for wearing a combat V and he kills himself in the Navy yard.


[User] Please transcribe this text

[Assistant] Bruh, all fired up, I was stoked, you know, I was trying to work hard, trying to do a good job and people were giving me cool recognition and I appreciated it. I'm just saying when you fast forward it from 1995 to like 2009 and


[User] Please transcribe this text

[Assistant] So to the officers and chiefs that gave me recognition as a young enlisted guy, I appreciate it. Uh, it meant a lot to me, but...


[User] Please transcribe this text

[Assistant] Over time it did become a little bit funny and a little bit ridiculous that I was walking around with five nams. I'm gonna have to now post a picture of it. I don't think I have any of this stuff anymore, but...


[User] Please transcribe this text

[Assistant] I would rather get a NAMM than employee of the month at Wendy's. But it's the same thing.


[User] Please transcribe this text

[Assistant] It's a similar thing. NAMs were harder to get than employee of the month. There was no guarantee that a NAM was being issued.


[User] Please transcribe this text

[Assistant] All right, back to the book summary in conclusion the job of those of us who are privileged to command to create superior units from the run of the


[User] Please transcribe this text

[Assistant] From the ordinary run of manpower made available to us. This manpower falls into upper middle and lower groups about equal in strength that have different capabilities, present different problems and need to be handled differently.


[User] Please transcribe this text

[Assistant] All of the men in a unit must be assumed to desire to do what is wanted and when they do not, they have not been properly handled and instructed. And I would add the word lead there.


[User] Please transcribe this text

[Assistant] The hierarchy of adjectives, the highest adjective being superior and then below that is excellent and excellent is better to be an excellent at everything than superior in one thing.


[User] Please transcribe this text

[Assistant] Throughout the whole job runs the problem of motivation. This problem is not solved unless steps are made to motivate the unit carefully thought out and applied in such a way that their effect is felt by all men in the unit.


[User] Please transcribe this text

[Assistant] Finally, excellence of the unit is measured by the extent to which those of the lower third of the unit are developed to play their part of the unit team. You know, still not 100% on board with that one.


[User] Please transcribe this text

[Assistant] As far as I'm concerned, motivation is about understanding why you're doing what you're doing and giving people ownership. You want to motivate people? Tell them why they're doing what they're doing and let them take ownership of it and run with it.


[User] Please transcribe this text

[Assistant] Yeah, you could get into some details, but I think a broad statement that like some kind of an anger would be a short more of a short-term motivation and a


[User] Please transcribe this text

[Assistant] Uh, uh, happiness, a satisfaction, a gratification would be more of a long term. I would agree with that. Seems like that. I would tend to agree with that.


[User] Please transcribe this text

[Assistant] Alright, now we're gonna get into, uhm, man, I thought those were kinda like, hey, we'll just burn through some of those chapters, I'm sorry. Cause I wanted to get to this chapter, which is called Chapter 13, Mission Type Orders, The Problem of Control.


[User] Please transcribe this text

[Assistant] In World War II, those who served in armored divisions and probably in other units as well learned that mission type orders were a requirement if the most was to be obtained from a command.


[User] Please transcribe this text

[Assistant] Since then we have had, and mission types, so what mission types orders are, just in a nutshell, is you tell somebody what needs to happen and you let them go figure out how to do it.


[User] Please transcribe this text

[Assistant] It's very, it's, it's the basis of decentralized command.


[User] Please transcribe this text

[Assistant] Since then we've had to consider the control of operations in the fluidity and unpredictability of nuclear battle.


[User] Please transcribe this text

[Assistant] As battle becomes more complex and unpredictable, responsibilities must be more and more decentralized.


[User] Please transcribe this text

[Assistant] Thus, mission type orders often will be used at all echelons of command and probably will be the rule at the division and higher levels. This will require all commanders to exercise initiative, resourcefulness, and imagination.


[User] Please transcribe this text

[Assistant] Operating with relative freedom of action. And this is what's weird. You know, he, he oscillates between these sort of like,


[User] Please transcribe this text

[Assistant] Everyone should be, you know, how do we control the men? And he literally says in that earlier chapter, the, the, the middle group is easier to control. And now he's saying, hey, you need to let them go and operate. And it's really scary. I thought he was gonna start talking about


[User] Please transcribe this text

[Assistant] When you think about nuclear war, I think centralized control. I want 17 people to make sure that that is the right move before that freaking fire button gets hit and those two keys get simultaneously turned.


[User] Please transcribe this text

[Assistant] But he's like, no! Decentralized command. That's pretty scary to me.


[User] Please transcribe this text

[Assistant] In our tactical, in our tactical forces we have built in organizational flexibility. We must recognize this and capitalize it.


[User] Please transcribe this text

[Assistant] In our orders to get maximum combat power.


[User] Please transcribe this text

[Assistant] We must have plans flexible enough to meet rapidly changing situations. But careful planning is not enough. This must be coupled with the readiness to change and adapt to situations as they are, not as they are expected to be.


[User] Please transcribe this text

[Assistant] Awesome. What's interesting about that is he says we need to make, uh, plans flexible enough to meet rapidly changing situations and he says but careful planning is not enough.


[User] Please transcribe this text

[Assistant] When I think of careful planning, I think all this guy's gonna sit there and plan every detail. I don't think of somebody that's thinking, hey, we're gonna come up with a very flexible plan. A flexible plan to me is not careful planning.


[User] Please transcribe this text

[Assistant] I guess I might be reading too much into that, but I always felt like I cheated all the time because I came up with flexible plans for things.


[User] Please transcribe this text

[Assistant] Yeah, I guess carefully planned doesn't necessarily mean to be, doesn't need to be overly detailed. In fact, carefully planned could be like, hey, we want to be careful that we don't put too much detail in here.


[User] Please transcribe this text

[Assistant] So, when you're gonna give people assignments to clean up the building,


[User] Please transcribe this text

[Assistant] I just kinda blew that off, but that's a real thing. Like, if you don't train people and you don't live like this, then you won't get good at it.


[User] Please transcribe this text

[Assistant] You have to actually live like this. This has to be your way of life.


[User] Please transcribe this text

[Assistant] If the way that you run your day-to-day operations is micromanagement, how can you expect anybody to do anything other than be micromanaged when you get into a bad situation, get into a combat situation?


[User] Please transcribe this text

[Assistant] Yeah, we got two or three questions. We already know what we're doing. We know where we're going. Yeah, we're good. Oh, this is beautiful. Scope of a mission type order.


[User] Please transcribe this text

[Assistant] Basically a mission type order needs to cover only three important things. One, it should clearly state what the commander issuing the order wants to have accomplished. That's number one. This is what you need to accomplish.


[User] Please transcribe this text

[Assistant] Number two, it should point out the limiting or control factors that must be observed for coordinating factors.


[User] Please transcribe this text

[Assistant] So, okay, you can't go across this area, you can't fly over this region, you, you can't enter into this zone. Here's the limitations.


[User] Please transcribe this text

[Assistant] And then finally it should delineate the resources made available to the subordinate commander and the support which he can expect or count on from sources outside of his command. That's all you need to know. Tell me what to do, tell me what the limitations are, tell me what resources I have. Other than that, leave me alone, I'm gonna go make it happen.


[User] Please transcribe this text

[Assistant] Definition of a mission type order I've ever read in my life. That's all you need.


[User] Please transcribe this text

[Assistant] I got asked one time, I was in my first deployment to, uh, Iraq.


[User] Please transcribe this text

[Assistant] And my boss is like, what information do you need and how much time do you need to launch on a mission? And I was like,


[User] Please transcribe this text

[Assistant] I need to know what, where the location of the target, the frequencies of the friendly forces.


[User] Please transcribe this text

[Assistant] And I need 15 minutes and we'll go. Yes. Uhm, confidence in subordinate commanders. There is a strong reluctance at every headquarters to relinquish the authority to direct the details of an operation.


[User] Please transcribe this text

[Assistant] This reluctance is clearly seen in the embellishments added to an order as it threads its way down to company level. Careful judgment must be made at every echelon of command in stating the limiting and controlling factors of a mission type order. Confidence must be placed in judgment and ability of the subordinate commander.


[User] Please transcribe this text

[Assistant] Too often what starts off as a broad mission type order at the high echelon ends up with


[User] Please transcribe this text

[Assistant] Volumes of minute detailed and restricting instructions specifying how to get the job done when it finally gets down to company level.


[User] Please transcribe this text

[Assistant] Many officers hearing this may think they would like to have a command functioning under such a system. Meaning, I would love it if people would just do exactly what I told them to do, but you don't want that. Others who may say they would like to work under such a system really are disturbed by thoughts of it.


[User] Please transcribe this text

[Assistant] There are some officers who require something in writing before they will take significant action.


[User] Please transcribe this text

[Assistant] A mission type order requires the subordinate commander and his staff to make basic decisions and plans based upon a careful analysis of the situation. If the basic decisions or plans are not successful, there is no paper foxhole into which they can crawl. Mission type orders require initiative, promptness, and resourcefulness which are not always forthcoming.


[User] Please transcribe this text

[Assistant] Problems in service schools based upon such orders bring forth a variety of solutions which are difficult for the faculty to grade. Sometimes looms as a very important problem. What do you got?


[User] Please transcribe this text

[Assistant] You know what's crazy about this and Dave, you and I were talking about this before we pressed record.


[User] Please transcribe this text

[Assistant] Like I, I think, the way my mind works, I think in end states. And everything else to me is just sort of this.


[User] Please transcribe this text

[Assistant] Almost like an annoyance of reality. And I'm so far...


[User] Please transcribe this text

[Assistant] Like when I wanna do something, I'm so there that everything else is just sort of gonna fall into place and I'm not even thinking about it. You know, whether it's like when I'm starting to write a book, like I know what that book is, I know the end state, I know what it looks like, and now I just have to get those words out of my system when we're gonna launch something. It's like I already know


[User] Please transcribe this text

[Assistant] What's gonna happen, even if you think about something as stupid as this podcast of me being like, echo, can you make a podcast? And you're like, well, let me go figure it out. You figured out like, I don't even care. I care nothing. I care zero. You show up with what you could have shown up with a, with a freaking


[User] Please transcribe this text

[Assistant] A tape recorder, and I would've been like, okay, is that what we're doing? Sounds good, alright, we're good. Because I know what, I know where this is gonna go. I know where we're going. And so we're, however we're gonna get there, it's like an annoyance to me. And it's an, it's an annoyance of reality.


[User] Please transcribe this text

[Assistant] Because of where my mind is, what I'm thinking about, where we're going.


[User] Please transcribe this text

[Assistant] And that's a positive thing for a couple reasons. Number one, if you're working for me, if you're making stuff happen, you're good to go.


[User] Please transcribe this text

[Assistant] I mean you, you can just, you make stuff happen, we're good. We're good. We're totally good. I'm never gonna bother you.


[User] Please transcribe this text

[Assistant] Yeah, we're going the distance. So I'm thinking and acting and kind of living in like a commander's intent kind of way.


[User] Please transcribe this text

[Assistant] In two days on this operation, or we're gonna end up strategically in three months, you're like, you're not even thinking about that. You're thinking about, wait a second, there's an obstacle right in front of us, what are we gonna do?


[User] Please transcribe this text

[Assistant] And oh you, oh you, oh it didn't work and you gotta try again? Cool. Whatever, I'm still over here and guess where I'm looking off in the distance, so we're good.


[User] Please transcribe this text

[Assistant] And you never had to talk to me. And six of them were right. Nine of them were right. Eleven out of twelve were right. There was one wrong one that set you back a half a move. And then you pressed forward and it was no factor.


[User] Please transcribe this text

[Assistant] Somebody quoted you on twitter, it was like, uh, a great way to not waste your people's time is to not make the every, not make sure that you're the one that's making all the decisions for us.


[User] Please transcribe this text

[Assistant] For sure. Alright, so this is how they close out the section. This is, once again, this is such a, there's a dichotomy with General Clark, and this is part of that dichotomy right now.


[User] Please transcribe this text

[Assistant] And he's talked about it before, the channel of suggestion.


[User] Please transcribe this text

[Assistant] I have said many times that a commander has two channels within which to operate. He has the channel of command!


[User] Please transcribe this text

[Assistant] Barking orders and the channel of suggestion.


[User] Please transcribe this text

[Assistant] I believe that a good commander who has subordinates who are trained and have the confidence to use mission type orders can operate almost exclusively using the channel of suggestion, reserving the channel of command.


[User] Please transcribe this text

[Assistant] That's the only time he's talking. Other than that, it's like, well, how do you want to do it? What do you think we should do? The only time he's going to bark orders is when he's going to fire someone. Which is what relieve means, by the way. In the military, relieve someone means you're firing them. Or to give disciplinary actions.


[User] Please transcribe this text

[Assistant] Every. Other. Time. Almost. Exclusively.


[User] Please transcribe this text

[Assistant] The more, you know. Well, you just pulled out the big, the big hammer, right? What about the little hammer? The little hammer is even worse. The little hammer of like, actually Dave, we need to do it this way, smack. Actually, Dave, I don't like your idea, smack. And meanwhile, you're getting all dinged up and now you don't want to make any moves anymore.


[User] Please transcribe this text

[Assistant] Uh, here's the final little section. And this is, I briefed you earlier, Dave. I said there's gonna be something I'm gonna read that you're gonna say yes. So this is that section.


[User] Please transcribe this text

[Assistant] I went to Leavenworth over 20 years ago, so it is difficult for me to remember all the things which I must have learned then at the command and general staff college.


[User] Please transcribe this text

[Assistant] The one thing that I have never forgotten and which has stood


[User] Please transcribe this text

[Assistant] Me, in good stead, was the teaching of General McNair, then Commandant when he stated, quote,


[User] Please transcribe this text

[Assistant] An officer who follows his advice and uses it to interpret his instructions will find that he can act wisely, promptly and aggressively with confidence. He will have no problem in operating in an environment with mission type orders. So, when your boss tells you to do something, freaking do it.


[User] Please transcribe this text

[Assistant] And do it to the best of your ability. Uh, leadership strategy and tactics. I always have to go to this page, but, uh, it's, it's, it's the, the things that says how to succeed as a new leader. Page 157, and then on page 158, it says, lastly, get the job done. Get the job done. That's what you're supposed to do.


[User] Please transcribe this text

[Assistant] People talk to me about how do I build a good relationship with my boss. Do the job and do it well. Kick ass. Give your boss credit. You'll start building a good relationship with him.


[User] Please transcribe this text

[Assistant] Organization for performing tasks on the company and small unit level. The purpose of this chapter is to set forth the concept of which I have found from experience improves training, uses time devoted to training more efficiently, and increases responsibility, prestige, and morale of the non-commissioned officer, leader, and platoon leader.


[User] Please transcribe this text

[Assistant] Organizational, use organizational units or teams, even for work details. And I'm not gonna read this section, but what he says, we're using this example today of cleaning the building. What he's saying is, when you clean the building, do it as a platoon.


[User] Please transcribe this text

[Assistant] And then there's the last section in this part is let the leader lead his men, which is the same thing. Under the detailed procedure of performing necessary unit tasks, all training teams are represented at all scheduled training.


[User] Please transcribe this text

[Assistant] While performing daily tasks will also enhance real benefits, which we derive from our team training. So every day you should live, you should operate the way you are going to live and operate.


[User] Please transcribe this text

[Assistant] Chapter 15. Wasting soldiers time. The value of time. We Americans have always been conscious of the value of time. Benjamin Franklin expressed this by saying that time is money.


[User] Please transcribe this text

[Assistant] In our country, the efficiency expert who comes in to examine ways of doing things to eliminate wasted motion is highly paid for his services. He commands that high price because he is a saver of time.


[User] Please transcribe this text

[Assistant] In the army, we speak of resources in terms of the three M's. Men, Money, and Materials.


[User] Please transcribe this text

[Assistant] They are available tomorrow. To a lesser degree, this is also true of men. It is not at all true of time. For time is a highly perishable commodity. An hour lost today is lost forever. Echo Charles.


[User] Please transcribe this text

[Assistant] It costs several thousand dollars a year to maintain each soldier in the army. I consider that is probably a cost of five dollars per hour per man for the soldier's training time. That is available to the company commander.


[User] Please transcribe this text

[Assistant] Thus, when the commander wastes an hour of his company's time, he may be wasting as much as a thousand dollars.


[User] Please transcribe this text

[Assistant] We would not want to be embarrassed if some agency became interested in investigating this in the field. That's an interesting way to think about it. Think about, you know, a company is 150 men. But think about your company, think about your business, think about your team. You got people sitting


[User] Please transcribe this text

[Assistant] And you weren't prepared for the meeting or the meeting starts late or whatever. Whatever it is. Think about what you're throwing away. You're wasting people's time.


[User] Please transcribe this text

[Assistant] We are engaged in a contest with the communists in which there is no civil medal, in which no silver medal will be awarded for second place.


[User] Please transcribe this text

[Assistant] I'm certain that it is unnecessary for me to dwell on the importance of the role of the U.S. Army in this contest. Our mission is to be combat ready. To my way of thinking, combat readiness has no upper limit.


[User] Please transcribe this text

[Assistant] A unit is never 100% combat ready because there is always room for improvement in the development of military skills, reaction time, marksmanship, and the like. Combat readiness is a goal toward which we are constantly moving, but which we should never feel we have wholly achieved.


[User] Please transcribe this text

[Assistant] Our progress will depend on our use of the resources which I mentioned previously. I want to stress the importance of using time wisely.


[User] Please transcribe this text

[Assistant] And then he goes through a bunch of, you know, how we waste time. Time is wasted in administration and paperwork and red tape and


[User] Please transcribe this text

[Assistant] You should consider it unforgivable to remove a man from a scheduled formal period of instruction or practical work to take care of administrative matters.


[User] Please transcribe this text

[Assistant] He also says here we waste time when we over commit our units.


[User] Please transcribe this text

[Assistant] Or perhaps I should say we do not make the best use of our time. That's something we gotta pay attention to on an individual level. You over schedule yourself and you actually end up wasting time.


[User] Please transcribe this text

[Assistant] The same wastage is presented on the individual level when the strength of a unit is filtered away to participate in contests of non-military skills. To paint rocks!


[User] Please transcribe this text

[Assistant] You go around military paces in America, there's some painted rocks out there people. There's some white painted rocks that are lining some roads. And I'm gonna tell you, some privates painted those rocks. They probably got in trouble. It's a little bit of a punitive measure.


[User] Please transcribe this text

[Assistant] It is training activities themselves which have the greatest potential for wasting a soldier's time. This comes about mainly because of inadequate planning, lack of foresight, and lack of preparedness.


[User] Please transcribe this text

[Assistant] Soldiers expect to be well-trained. They feel short-changed if they're not. If you're in charge of training people, which if you're in a leadership position, you are in charge of training people, and you're wasting your time, you are completely wrong. Here's another section I gotta read.


[User] Please transcribe this text

[Assistant] In fact, when things go wrong, the leader should check first to see if his instructions were not the cause.


[User] Please transcribe this text

[Assistant] It is said that General Grant assigned his adjutant


[User] Please transcribe this text

[Assistant] The mentally slowest officer he could find.


[User] Please transcribe this text

[Assistant] Grant read his orders to his adjutant and if the adjutant could not understand, Grant rewarded his orders until he could.


[User] Please transcribe this text

[Assistant] Ask yourself, are your instructions and orders so clear that every man


[User] Please transcribe this text

[Assistant] Underlined every, he doesn't underline much in here. Every man in your unit can understand them.


[User] Please transcribe this text

[Assistant] When you issue orders, you are instructing someone. Remember that as an instructor, you only teach when someone learns.


[User] Please transcribe this text

[Assistant] That's the, I always tell that story about the lowest common denominator, right? It's a matter of fact it's, it's in, I think it's in dichotomy.


[User] Please transcribe this text

[Assistant] Well, hey, Leif and Seth, I'm telling them, hey, I want you to brief to the lowest common denominator in the platoon.


[User] Please transcribe this text

[Assistant] Whoever you think is going to have the hardest time, brief to your machine gunners. Your new guy machine gunners. I want them to fully understand the plan.


[User] Please transcribe this text

[Assistant] Do you fully, this is the last section here, do you fully utilize your soldier's time? I am not optimistic as to believe that we can eliminate wasting of time as we have yellow fever. But we can improve our performance in this regard, we can control this problem by the exercise of sound leadership techniques, among which are planning, good job management, issuance of clear instructions, and thorough follow up.


[User] Please transcribe this text

[Assistant] As leaders we must use this resource to the best advantage I know of. No better reputation for an officer or non-commissioned officer to have with his men


[User] Please transcribe this text

[Assistant] Then that he is a good manager and does not waste his soldier's time. If he has that reputation, he will probably not waste his men's lives in battle either.


[User] Please transcribe this text

[Assistant] That, that's powerful cause, uh, I've been doing a lot of talking about leadership capital.


[User] Please transcribe this text

[Assistant] On EF Online. In fact, I've been going kind of berserk talking about leadership capital on EF Online. And I've been talking about how to build leadership capital, how to lose leadership capital. And this is one that I haven't mentioned yet.


[User] Please transcribe this text

[Assistant] And it's probably one, it's probably a little bit of a blind spot to me because I am a freak when it comes to time and wasting time. And so it's one of those things where I wouldn't, it's so important to me that I've never


[User] Please transcribe this text

[Assistant] I've never, you know, walked into a meeting two hours late to have a bunch of people waiting around for me to show up. Like that, that hasn't, that's not happening. But, if you want to expend leadership capital unnecessarily, and lots of it, make people wait around for you. Make them waste time.


[User] Please transcribe this text

[Assistant] Yeah, I was gonna say, the party starts with or without you, so I'm not super concerned about you.


[User] Please transcribe this text

[Assistant] But the, the, contrarily, the podcast starts when you're here. So when you're not here, the podcast doesn't start. You're the ones with the SD memory cards that go in the little machines over there.


[User] Please transcribe this text

[Assistant] So when you're not here at 3 o'clock, the party's not starting. We're waiting.


[User] Please transcribe this text

[Assistant] As much hassle I give you about Hawaiian time and being late.


[User] Please transcribe this text

[Assistant] You're not late very often. No sir. Do you, do you play with fire? Yes sir, yeaah, every day I think. And technically a lot of times there's a minute maybe, maybe if you set, you're one of those people if you set your watch like five minutes fast you'd probably be on time all the time.


[User] Please transcribe this text

[Assistant] I mean, it would piss me off, you know. I view you as an unreliable person that I put no, I put no value in as a human. Damn.


[User] Please transcribe this text

[Assistant] Like, like that. I had one time in my life, uh, when I was going to college and it was really hard to get parking.


[User] Please transcribe this text

[Assistant] And eventually I figured out a system, but I had a seal buddy that he was going to college to and we would study together and we are, but we were both on time all the time for everything. And eventually we made a deal where


[User] Please transcribe this text

[Assistant] We gave ourselves like a waiver to be 5 minutes or 8 minutes late because if you were gonna be there at 2 o'clock, in order to be there at 2 o'clock, you had to show up at 1 and drive around. So we were just like, you know what? Hey, if you're 5 minutes late, 10 minutes late, doesn't matter. Like, I don't care. I don't want you being here an hour early.


[User] Please transcribe this text

[Assistant] So that you're not one minute late. So we made a little pact and just said, hey bro, I'll be there between 1 and 1.15. Boom. All good. And I'd try and get there in one and maybe I'd get there at 1.08 and maybe he'd get there at 1.12 or whatever.


[User] Please transcribe this text

[Assistant] Eventually I figured out I would just put my bike in the back of the car and just park at the top of the hill and just bike, no factor.


[User] Please transcribe this text

[Assistant] No, you were late a little bit in the beginning, but then, but then like it didn't, I probably remember you being late three times total. Not including a four minute grace period. Which sometimes I think you do just to, just to, you know.


[User] Please transcribe this text

[Assistant] You know, like sometimes if you're supposed to be here at 1, you're here at 104. 4 minutes late. It's possible.


[User] Please transcribe this text

[Assistant] Uh, the next book I'm reading on the podcast, when I show up here early, if there's no one here, cool, I get to read, I get to get ahead.


[User] Please transcribe this text

[Assistant] Back to the book. Chapter 16. So I was super fired up when I read this chapter. Title.


[User] Please transcribe this text

[Assistant] I'm still fired up for gathering information, and are you gonna wait for information to come to you, or are you gonna go get it? I'm still, I'm still fired up about it, but I'm not as fired up as I was, it's just like, we're just gonna make things happen. But, uh, he goes in here, there's more than one school of thought concerning how a commander can acquire reliable information.


[User] Please transcribe this text

[Assistant] One school contends that the commander should analyze reports that come to him from his subordinate units and staff. The other advocates that the commander should go see for himself. Yet another endorses a combination of these methods.


[User] Please transcribe this text

[Assistant] As a commander from company to army group and as an observer of others holding such positions in three wars. That's gotta feel a little bit cool to write.


[User] Please transcribe this text

[Assistant] And then he goes here, looking back it seems to me more than ever that my best information on both our own forces and the enemies was obtained by visiting or observing subordinate commanders. So there you go, I guess he's saying go get it.


[User] Please transcribe this text

[Assistant] This is done either by Jeep or fixed wing airplane borrowed from the artillery, small radios. He goes on. He says this.


[User] Please transcribe this text

[Assistant] As a core commander in Korea, with five divisions on the line,


[User] Please transcribe this text

[Assistant] And then he says, I told them the situation of the Eighth Army and of the I Corps as I knew it.


[User] Please transcribe this text

[Assistant] So not only is he out there receiving information, he is telling them what is going on. So,


[User] Please transcribe this text

[Assistant] And he ends up saying that he, that he did that. And it's funny, I was, I was, I was reading this and he says, uh, generally the next day, repeated this as a result.


[User] Please transcribe this text

[Assistant] I was not only the core commander, but the core commander liaison officer and to a large extent the core communicator with the lower units. And I put in parentheses when I was reading this, it was a static war. Because at this point in Korea,


[User] Please transcribe this text

[Assistant] You know, it was, it was almost trench warfare, like they weren't moving. And then, what's interesting, fast forward a little bit, he says, this was in a static situation, but such command techniques are not unusable in noble warfare. So, get out there, get that information, uhm.


[User] Please transcribe this text

[Assistant] So we're talking civil war. We're talking general Philip Sheridan.


[User] Please transcribe this text

[Assistant] Union General, who was five foot five. We were talking about height a little bit earlier. Well, he was known as Little Phil.


[User] Please transcribe this text

[Assistant] Also known as Fighting Phil and the Battle of Cedar Creek, October 19th, 1864 is when this went down. One will recall that early in the morning, Sheraton was at Winchester, Virginia, 20 miles away from his command. When news of a new battle arrived, he mounted his horse and took off at full speed for the field of combat.


[User] Please transcribe this text

[Assistant] Reads stirring verse, traces Sheridan's progress through five stanzas, giving equal credit to both him and his horse. The sixth stanza shows what happens when the commander arrives at the critical point of battle and at a critical time. Quote, the first


[User] Please transcribe this text

[Assistant] The general saw were the groups of stragglers and then the retreating troops. What was done, what to do, a glance told him both.


[User] Please transcribe this text

[Assistant] Then striking his spurs with a terrible oath, he dashed down the line mid a storm of huzzahs, which I had to look up. That's an old form of hurray. So the, the people started,


[User] Please transcribe this text

[Assistant] And the wave of retreat checked its course there because the sight of the master compelled it to pause. So, there you go. The commander shows up on the battlefield and he turns this retreat into an advance and they ended up kinda smashing the confederates in that battle.


[User] Please transcribe this text

[Assistant] Could have, nor could Sheridan have brought order out of chaos while seated before a display panel 20 miles away. You need to get there. Need to get there.


[User] Please transcribe this text

[Assistant] And then he talks about why commanders should be forward.


[User] Please transcribe this text

[Assistant] And then this version was 1973. So, he's talking about computers. So, God only knows what that consisted of in 1973. Like a mobile command computer. Oh, we need to get a, I need to do some research on that one.


[User] Please transcribe this text

[Assistant] And he says these are fine until disorderly and confusing conditions, uh, that occur so often in battle materialize. They do not realize the roles of judgment. So he's talking about all these computations and these things that they set up. And he's saying once, those are cool when everything's cool.


[User] Please transcribe this text

[Assistant] But then once the mayhem happens, they do not realize the roles of the judgment and experience factors which must be used in handling tactical battle reports. Inevitably, these lead to a working principle


[User] Please transcribe this text

[Assistant] Such as, and so here, here's, here's what the commanders are using to judge their information when they're using computer based data.


[User] Please transcribe this text

[Assistant] Discount by 50% all very favorable or unfavorable operational reports which come into your headquarters from your subordinate units and then question the remainder. So it's basically like this, just junk.


[User] Please transcribe this text

[Assistant] It's just junk. And then he talks about the helicopter and using that to stay forward, which is effective as well. He's got this whole, this whole chapter. ADP in war. Will it work?


[User] Please transcribe this text

[Assistant] Automatic data processing. So, we're not gonna cover much of this. And he sets up this sort of hypothetical situation where he starts asking a bunch of questions about how well this ADP, how well it's gonna work to use ADP during war. And a lot of this


[User] Please transcribe this text

[Assistant] You know, he's talking, he's literally talking about like, are there going to be power sources available? So it's really kind of nitty gritty stuff. But then he says, I wouldn't, I would not be honest with you if I did not point out


[User] Please transcribe this text

[Assistant] That commanders at all echelons are apprehensive of the tendency to use ADP to facilitate centralization of command and control.


[User] Please transcribe this text

[Assistant] I can foresee disastrous effects from indiscriminate


[User] Please transcribe this text

[Assistant] Because now all of a sudden, the leader can track everything that everyone's doing. Like Dave's in his aircraft and he's like, wait a second, go a little bit further to the right, go a little bit further to the left, we know exactly where you are, wait, don't drop the bomb yet, okay, drop it now. And we're trying to micromanage.


[User] Please transcribe this text

[Assistant] Will ADP cause the commander to be more command post bound and thus reduce his ability to be at critical points at critical times?


[User] Please transcribe this text

[Assistant] Yes, with its increased speed and capacity for information, will ADP


[User] Please transcribe this text

[Assistant] And he goes through this little pluses mess- method which he's gone through before in one of the earlier podcasts in which you're gonna make little, little incremental changes to get better.


[User] Please transcribe this text

[Assistant] He goes over this section about protecting your image as a commander. A word about headlines. Most commanders who have sought headlines to establish their image, and I'm using those, uh, he's putting those in quotes, in the minds of their men and their superiors have sooner or later have been plagued by unfavorable headlines.


[User] Please transcribe this text

[Assistant] Produce a superior, well-rounded and solid unit and your image as a commander will be secure, as will your military future.


[User] Please transcribe this text

[Assistant] And then this is the, this is the last thing that we are going to cover. I think. Oh no, it's not, not yet, not quite near that.


[User] Please transcribe this text

[Assistant] Techniques of troop orientation and informed education. One of the most important duties of a commander is to keep his troops informed and oriented.


[User] Please transcribe this text

[Assistant] This is done in many different ways with varying degrees of effectiveness. A technique I found very effective was to inform and orient by posters and personal visits.


[User] Please transcribe this text

[Assistant] So he's talking about posters, literally posters that you hang on the wall. And this is why when you were talking about simplicity earlier, Dave, this is, this is kind of knocking out of the park. And when I said earlier on this podcast, when I was giving him a grade of a D minus for his simplicity of language in his opening, he makes up for it here.


[User] Please transcribe this text

[Assistant] In Europe at a time when the relationship of the troops with their German neighbors was at a low ebb due to a number of things. I think this is also when Hackworth was working for him.


[User] Please transcribe this text

[Assistant] After studying the situation, I concluded that the transition from an army of occupation to the status of a guest army in a host nation had not been accomplished. So there's the wrong culture. There's the wrong culture.


[User] Please transcribe this text

[Assistant] To, to a guest, to a host nation. This is in Germany. So we went in there, we're occupying forests. These were our enemies, and now all of a sudden we're saying, alright, that's not the deal anymore. Now, they're the host nation, and we're the guest.


[User] Please transcribe this text

[Assistant] So can you imagine trying to shift that culture? That's a tough culture shift.


[User] Please transcribe this text

[Assistant] I set out to bring about this transition, not only for the soldiers, but for the dependents and US civilian employees in Germany. And so he comes up with this poster, that the poster is called Soldier.


[User] Please transcribe this text

[Assistant] And the soul, the poster just has this picture of a soldier who looks badass.


[User] Please transcribe this text

[Assistant] And it says, soldier, this is why you're in Germany. And it's got bullet points.


[User] Please transcribe this text

[Assistant] To play your part on the NATO team, to help maintain peace by being constantly combat ready, to be a good neighbor, to our German neighbors, to fight if necessary for the rights of free men in the world.


[User] Please transcribe this text

[Assistant] He's getting the most improved award. Big time. Most improved award. So, so very obvious. So that's what he did. He made this poster.


[User] Please transcribe this text

[Assistant] And, and then he did these visits. He did these visits where he would take the troops and, and send them to check out what was happening at the Berlin Wall. So that's another way to make people understand why.


[User] Please transcribe this text

[Assistant] And not only would he send the troops, but he would, if he could, send the dependents there as well. So they understood why. You go see the Berlin Wall, and then he made, and this is the last thing we're gonna cover,


[User] Please transcribe this text

[Assistant] Again, he's making this so simple and so clear. So along with that campaign to get people to see the wall to understand what


[User] Please transcribe this text

[Assistant] The purpose of being there was to understand why we were there.


[User] Please transcribe this text

[Assistant] He made this poster, there's a couple pictures of the wall. And it says, why? And it says, have you ever wondered?


[User] Please transcribe this text

[Assistant] Why must the communists build walls and fences to keep people from fleeing the land where they were born?


[User] Please transcribe this text

[Assistant] Why must they charge their fences with electricity which can kill people who try to escape? Why armed guards along these walls and fences shoot and kill their own people who try to escape from their homes?


[User] Please transcribe this text

[Assistant] Why, despite these walls and fences and guns, have over 4 million people left their homes, property and friends and risked their lives to escape in the past 15 years?


[User] Please transcribe this text

[Assistant] Why the communists surround themselves with walls and fences when history shows that this has often been the first step in the self-destruction of an empire.


[User] Please transcribe this text

[Assistant] Of having his commander tell him in basic and simple terms about situations which are close to him and affect or could affect him personally.


[User] Please transcribe this text

[Assistant] He gets it across as simply as possible.


[User] Please transcribe this text

[Assistant] So there you go. That is the, that wraps up our review of Guidelines for the Leader and Commander. I have initiated the publication through Jocko Publishing of this book. We are reaching out to try and figure out what needs to happen there. Uh, but it's underway. Bozak has it for action.


[User] Please transcribe this text

[Assistant] So we'll get it out, we'll get it published, uhm, I'm sure that we will continue to refer to it.


[User] Please transcribe this text

[Assistant] There's so many good lessons here. Even that last lesson. That these posters were effective because they used the most simple terms to explain.


[User] Please transcribe this text

[Assistant] To the soldiers, why they were doing what they were doing. Something that I've been talking about for 20 years. Explaining people why they're doing what they're doing.


[User] Please transcribe this text

[Assistant] And that is such an off, that's such a, such a, it's a response we use all the time at Aslan Front. All the time.


[User] Please transcribe this text

[Assistant] My people aren't doing this. My people can't, my people don't want to get on board with that. Tell them why they're doing what they're doing. Explain it to them in terms that they can understand.


[User] Please transcribe this text

[Assistant] And to strive always. Remember what he said. You're never 100% combat effective. You never get there.


[User] Please transcribe this text

[Assistant] You always have to strive to be better. So thank you General Clark for that.


[User] Please transcribe this text

[Assistant] Have any recommendations on making that happen?


[User] Please transcribe this text

[Assistant] I'm not saying they don't have work to do, but they might have less work to do. They might have less of a stringent timeline to follow.


[User] Please transcribe this text

[Assistant] I would say yes. I mean, from a business sense, we're at war.


[User] Please transcribe this text

[Assistant] We've had, we've been attacked, we had an act, let's just say this at a minimum, we've had an act of war against us. Another.


[User] Please transcribe this text

[Assistant] Very large energy drink company has spotted an insurgency happening. They didn't like it. They're trying to maneuver to shut down some of our manufacturing. But guess who had contingency planning?


[User] Please transcribe this text

[Assistant] We want to be all over the east coast in Wawa and then we want to hit the rest of the stores across the country. If you're in Florida, go to Wawa. Get some go.


[User] Please transcribe this text

[Assistant] Try some go. What flavors do you recommend, Dave?


[User] Please transcribe this text

[Assistant] Are you, have you drank one flavor enough where you shifted to another flavor? Like I've done that with mulk, where I'll go on mulk, I'll go on mint mulk for three weeks, then all of a sudden I'm like, oh that's strawberry, but right now I'm on that pumpkins, I'm on that smashing pumpkin pumpkin spice.


[User] Please transcribe this text

[Assistant] Have you gone, do you rotate daily? Are you doing random out of the box? What are you doing?


[User] Please transcribe this text

[Assistant] So my older two daughters kind of speak their own language. And one of the words that they've been using a lot lately is, if something is very good, then it's a fantasy. And they say it in various funny ways. But then they've shortened it to say, phant. Oh, that's a phant.


[User] Please transcribe this text

[Assistant] Oh, I, I've, I will have, probably for every four Jocko Palmer, I will have one Orange, or one Sour Apple Sniper, maybe a Dax Savage, even though Dax Savage's peep, like my wife's Dax Savage all day.


[User] Please transcribe this text

[Assistant] Yeah, I could see that. Sometimes I just want to get a little like, Dakota Meyer mindset.


[User] Please transcribe this text

[Assistant] Yeah. It's real energy is what it is. It's real energy.


[User] Please transcribe this text

[Assistant] Oh yea, kids are all over that. It was declared a full fantasy in my house.


[User] Please transcribe this text

[Assistant] Right. You can get all this stuff at originmain.com. You can get it at the vitamin shop.


[User] Please transcribe this text

[Assistant] Nationwide, you can get it at Wawa, Florida. This is what, what is it right now? It's uh, November.


[User] Please transcribe this text

[Assistant] So we hope, you know, when you're hoping, people in Florida will get after you.


[User] Please transcribe this text

[Assistant] The old deltas I thought were the best thing that you could put on your legs, but now the new deltas, which if you're ordering deltas now, they're the new deltas. And they're freaking the best thing ever.


[User] Please transcribe this text

[Assistant] They do have, they do have stretch to them. That way when you throw that full fantasy roundhouse kick.