Jocko Podcast - 213: Battle is The Most Magnificent Competition in which a Human Can Indulge. Patton's General Orders.

Episode Date: January 22, 2020

0:00:00 - Opening: Patton's Speech to his troops. June 5th, 1944. 2:02:30 - Final thoughts and take-aways. 2:06:34 - How to Stay on THE PATH. 2:30:30 - Closing Gratitude.Support this podcast at �� https://redcircle.com/jocko-podcast/exclusive-content

This is Jocko podcast number 213 with Echo Charles and me Jocko Willink. Good evening, Echo. Good evening. Men. This stuff that some sources sling around about America wanting out of this war, not wanting to fight, is a crock of bullshit. Americans love to fight traditionally. All Americans love the sting and clash of battle. You are here today.

for three reasons. First, because you are here to defend your homes and your loved ones. Second, you are here for your own self-respect because you would not want to be anywhere else. Third, you are here because you are real men and all real men like to fight. When you here, every one of you were kids, you all admired the champion marble player, the fastest runner, the toughest boxer, the big league ball players, and the all-American football players. Americans love a winner. Americans will not tolerate a loser.

Americans despise cowards. Americans play to win all of the time. I wouldn't give a hoot in hell for a man who lost and laughed. That's why Americans have never lost. nor will ever lose a war. For the very idea of losing is hateful to an American. You are not all going to die. Only 2% of you right here today would die in major battle.

Death must not be feared. Death in time comes to all men. Yes, every man is scared in his first battle. If he says he's not, he's a liar. Some men are cowards, but they fight the same as brave men or they get to hell slammed out of them watching men fight who are just as scared as they are.

The real hero is the man who fights even though he is scared. Some men get over their fright in a minute under fire. For some it takes an hour, for some it takes days, but a real man will never let his fear of death overpower his honor, his sense of duty to his country and his innate manhood. Battle is the most magnificent competition

in which a human being can indulge. It brings out all that is the best and it removes all that is base. Americans pride themselves on being he-men, and they are he-men. Remember that the enemy is just as frightened as you are and probably more so. They are not supermen.

All through your army careers, you men have bitched about what you call chicken shit drilling. That, like everything else in the Army, has a definite purpose. That purpose is alertness. Alertness must be bred into every soldier. I don't give a fuck for a man who's not always on his toes. You men are veterans or you wouldn't be here. You are ready for what's to come.

A man must be alert at all times if he expects to stay alive. If you're not alert, sometime a German son of, of an asshole bitch is going to sneak up behind you and beat you to death with a sock full of shit there are 400 neatly marked graves somewhere in sicily all because one man went to sleep on the job but they're german graves because we caught the bastard asleep before they did an army is a team it lives sleeps eats and fights as a team this individual heroic stuff is pure horse shit The bioless bastards who write that kind of stuff for the Saturday evening post don't know anything more about real fighting under fire than they do about fucking. We have the finest food, the finest equipment, the best spirit, and the best men in the world.

Why? By God, I actually pity those poor sons of bitches we're going up against. By God, I do. My men don't surrender. I don't want to hear of any soldier under my command being captured unless he's been hit. Even if you are hit, you can still fight back. That's not just bullshit either. The kind of man that I want in my command is just like the lieutenant in Libya,

who, with a luger against his chest, jerked off his helmet, swept the gun aside with one hand and busted the hell out of the crowd with his helmet. Then he jumped on the gun and went out and killed another German before they knew what the hell was coming off. And all that time, this man had a bullet through a lung. There was a real man. All of the heroes are not storybook combat fighters either. Every single man in this army plays a vital role. Don't ever let up.

Don't ever think that your job is unimportant. Every man has a job to do and he must do it. Every man is a vital link in the great chain. What if every truck driver suddenly decided that he didn't like the wine of those shells overhead, turned yellow and jumped headlong into a ditch? The cowardly bastard would say, They won't miss me. Just one man in thousands.

But what if every man thought that way? Where the hell would we be now? What would our country, our loved ones, our homes, even the world be like? No, God damn it. Americans don't think like that. Every man does his job. Every man serves the whole. Every department, every unit is important in the vast scheme of this war.

The ordinance men are needed to supply the guns and machinery of war to keep us rolling. The quartermaster is needed to bring up food and clothes because where we are going, there isn't a hell of a lot to steal. Every last man on KP has a job to do, even the one who heats our water to keep us from getting the GI shits. Each man must not think only of himself, but also of his buddy fighting beside him. We don't want yellow cowards in this army. They should be killed off like rats. If not, they will go home after this war and breed more cowards. The brave men will breed more brave men.

Kill off the goddamn cowards, and we will have a nation of brave men. One of the bravest men I ever saw was a fellow on top of a telegraph pole in the midst of a furious firefight in Tunisia. I stopped and asked what the hell he was doing up there at a time like that. He answered, fixing the wire, sir. I asked, isn't it a little unhealthy right about now? He answered, yes, sir, but the goddamn wire has to be fixed. I asked, don't those planes straight from the road bother you?

And he answered, no, sir, but you sure as hell do. Now, there was a real man, a real soldier. There was a man who devoted all he had to his duty, no matter how seemingly insignificant his duty might appear at the time, no matter how great the odds. And you should have seen those trucks on the road to Tunisia. Those drivers were magnificent. All day and all night they rolled over those son of a bitch in roads,

never stopping, never faltering from their course, with shells bursting all around them all the time. We got through on good old American guts. Many of those men drove for over 40 consecutive hours. These men weren't combat men, but they were soldiers with a job to do. They did it. And in one hell of a way, they did it. they were part of a team

without team effort without them the fight would have been lost all of the links in the chain pulled together and the chain became unbreakable don't forget you men don't know that I'm here no mention of that fact is to be made in any letters the world is not supposed to know what the hell happened to me

I'm not supposed to be commanding this army I'm not even supposed to be here in England let the first bastards to find out be the goddamn Germans. Someday I want to see them raise up on their piss-soaked hind legs and how Jesus Christ, it's the goddamn third army again and that son of a fucking bitch patent. We want to get the hell over there. The quicker we clean up this goddamn mess, the quicker we can take a little jaunt against

the purple pissing japs and clean out their nests too. Before the goddamn Marines get all the credit. Sure, we want to go home. We want this war over with. The quickest way to get it over with is to get the bastards who started it. The quicker they are whipped, the quicker we can go home. The shortest way home is through Berlin and Tokyo. And when we get to Berlin, I am personally going to shoot that paper hanging son of a bitch Hitler.

Just like I'd shoot a snake. When a man is lying in a shell hole, if he just stays there all day, a German will get to him eventually. The hell with that idea. The hell with taking it. My men don't dig foxholes. I don't want them to. Foxholes only slow up an offensive. Keep moving.

And don't give the enemy time to dig one either. We'll win this war, but we'll win it only by fighting and by showing the Germans that we got more guts than they have or will ever have. We're not just going to shoot the sons of bitches. We're going to rip out their living goddamn guts and use them to grease the treads of our tanks. We're going to murder those lousy hon cock suckers by the bushel fucking basket.

War is a bloody killing business. You've got to spill their blood or they will spill yours. Rip them up the belly. Shoot them in the guts. When shells are hitting all around you and you wipe the dirt off your face and realize that instead of dirt, it's the blood and guts of what was once your best friend beside you, you'll know what to do. I don't want to get any messages saying, I am hold. my position. We are not holding a goddamn thing. Let the Germans do that. We are advancing

constantly and we are not interested in holding on to anything except the enemy's balls. We are going to twist his balls and kick the living shit out of him all the time. Our basic plan of operation is to advance and keep advancing regardless of whether we have to go over, under, or through the enemy. We're going to go through him like crap through a goose, like shit through a tin horn. From time to time, there will be some complying. that we are pushing our people too hard. I don't give a good goddamn about such complaints. I believe in the old sound rule that an ounce of sweat will save a gallon of blood.

The harder we push, the more Germans we will kill. The more Germans we kill, the fewer of our men will be killed. Pushing means fewer casualties. I want you all to remember that. There is one great thing that you men will all be able to say after this war is over, and you are home once again. You will be thankful that 20 years from now, when you are sitting by the fireplace

with your grandson on your knee, and he asks you what you did in the Great World War II. You won't have to cough, shift him to the other knee, and say, well, your granddaddy's shoveled shit in Louisiana. No, sir, you can look him straight in the eye and say, son, your granddaddy rode with great third army and a son of a goddamn bitch named Georgie Patton all right you sons of bitches you all know how I feel I'll be proud to lead you wonderful guys in

battle anytime anywhere that is all that speech was delivered in June of of 1944 clearly by General George S Patton in English and he actually delivered that speech multiple times, and this is one version of it, George Patton, if you don't know who it is, Podcast 9, we covered his book, War as I knew it. And you probably heard the shortened version of that speech in the movie Patton with George C. Scott,

which is good, not as good as the original, though. They actually sanitized the, the speech in the movie for Hollywood and for the American public, which is interesting. It's interesting that they sanitize what someone says in a war movie, even though the war movie is literally about killing people, lots of people. But General Patton, he knew and understood the power of language,

especially bad language. His nephew asked his son. This is another thing I read that his nephew asked him about his use of profanity. And Patton said, when I want my men to remember something important to really make it stick, I give it to them double dirty. It may not sound nice to some bunch of little old ladies in the afternoon tea party, but it helps my soldiers to remember. You can't run an army without profanity And it has to be eloquent profanity An army without profanity couldn't fight its way out of a piss-soaked paper bag

As for the comments I make Sometimes I just by God Get carried away with my own eloquence So yeah there's a time in place for profanity You know I when I was in the SEAL teams, I used to swear a lot when making a point. And when making a point, obviously, you want to make it stick. This is something, I think I've talked about this before,

but I would bring my son out to training events. And I never swear in front of my family. Like even right now I don't swear in front of my family. So when my son was probably, you know, like six years old, seven years old, and I'd bring him out to a training site to observe some training, you know, so he could start getting some, well, getting kind of

inoculated to the loud noises, machine gun fire, teaching him this, the fundamentals of tactics and stuff. So when he'd come out and watch training and then I would be debriefing. And, you know, it would just be F-bomb, F-bomb sentence,

half-sentence, F-bomb, F-bomb. I remember the first time he saw me debrief like that. And it's also the first time he probably saw me you know, I don't want to use the word emotional, but the first time he saw real intensity for me because you're trying to make a point to the guys. And I will freely say that at the time I would get really in the zone

because I'm thinking that the guys that I'm training, I want them to absorb the message because I don't want them to go overseas and get killed. So, you know, there are some levels of intensity. that would happen. So, yeah, sometimes the language comes out and should have an impact. If you use it too much, obviously, loses its impact.

So, like I said, we covered Patton's book, Wars I knew it, a long time ago. But there's, Patton didn't just write that book. He actually was a fairly prolific writer. And some of what he wrote wasn't meant to be, literature, it was things like general instructions to his troops. So I got some of those for us to look at, just because they're, you know, they're good stuff. So this is one, there's two that we're going to go over today. This is from headquarters, third United States Army,

6 March 14th, Letter of Instruction Letter of Instruction Number 1 to core division and separate unit commanders So this is one

that's written to the commanders of the subordinate units underneath Patton. Starts off with General. This letter will orient you Officers of higher echelons in the principles of command

combat procedure and administration which obtain in this army and will guide you in the conduct of your several commands. Part number two, command. Leadership, full duty. Each in his appropriate sphere will lead in person.

Any commander who fails to obtain his objective and who is not dead or severely wounded has not done his full duty. That's, by the way, just how he's kicking this thing off. And we've definitely talked about that one before. But there you go. Welcome to working for George. patent, if you fail to obtain your objective and you're not dead or severely wounded,

then you haven't done your duty. So that's where that's that's the that's the basis on which we're building this stuff. Continues visits to the front. The commanding general or chief of staff never both at once and one member of each of the general staff sections should visit the front daily to save duplication. The chief of staff will designate the sector each is to visit. The function of these staff officers is to observe, not to meddle. Very important. Don't go up there and start trying to make little changes. No, you're up there to observe. Continuing, in addition to their own specialty, they must observe and report anything of military importance. Remember, too, that your primary mission as a leader is to see with your own

eyes and to be seen by the troops while engaged in personal reconnaissance. So, Think about that. Not just see what's going on, you want them to see you too, that you're out there with the troops. Next section is execution. In carrying out a mission, the promulgation of the order represents not over 10% of your responsibility. The remaining 90% consists of assuring by means of personal supervision on the ground by yourself and your staff proper and vigorous execution. How important is that? The passing of the order is 10% of your duties.

The other 90% is making sure it gets done. You don't hear that very often. Hey, I told them what to do. That's all. You know, I passed the word, man. I pass the word. Not my fault. Not my problem.

Wrong answer. That's actually 90% of your problem. Go ahead. Well, one that I've maybe used, I don't know. heard I don't know it's like hey I can only say it so many times you know oh yeah that's a good one that's a good one you know I've told them a bunch of times yeah I sent the email I sent the email no 10% is you of your responsibility is passing the information 90% is assuring by means of personal

supervision on the ground vigorous proper and vigorous execution Think about that next time you put out the word and then you kick back into your chair. Wrong answer. Next year, staff conferences. I'm going to abbreviate this thing. Daily at the earliest possible moment that the G2 and G3 can get their maps posted. So G2 and G3, that's intel and operations. As soon as they can get their maps posted, a staff conference will be held attended by the Commanding General, Chief of Staff, and the head.

of all general staff sections and he goes through who those are then the reason I highlighted this part he because I'm not reading this whole thing but he says any person present with a statement to make will do so briefly check you're not in there to talk you're not in there to hear yourself talk you're not in there so that the commanding general the boss the CEO gets to see that you're in there and you said something smart actually just be quiet and if you have to say something make it brief. It's supposed to be a brief. So it's called a brief. Yeah, and just to mention that again, I'm not reading this entire thing, but we're reading some big chunks of it. Talks about rest periods.

Okay? Rest periods. And we know there's big controversy from my world when it comes to rest. Because once a day, no, that's probably inaccurate. Probably between one and three times. times a day someone via various social media messaging whatever, you know, it says to me, you know, get more rest and you don't sleep enough and all these things. Otherwise, you know, my world is going to turn into a disaster, which, you know, waiting on that one. So here's what, but and you know what I always say, of course, it's, it's in the book Discipline. equals freedom field menu I wrote a book and said you need to get sleep sleep is important without sleep all these bad things happen I know this and I propagate it

all the time sleep you know someone says you're telling people not sleep no actually I tell people sleep all the time you need to sleep to perform optimally you need to sleep different people need different amounts of sleep however much sleep you need get it it's fine it's great I support it so is Patton here we go rest periods staff personnel commissioned and enlisted who do not rest do not last all sections must run a duty roster and enforce compliance. The intensity of staff operations during battle is periodic at the Army and Corps levels. The busiest times are the period from one to three hours after daylight and from three to five hours after dark.

In the lower echelons and in the administrative and supply staffs, the time periods is different, but just as definite. When the need arises, everyone, when the need arises, everyone must work all the time. but these emergencies are not frequent. Unfatigued men last longer and work better at high pressure. So, like I say, like I tell people all the time, get sleep. Not bad for you. Do you need to sleep until nine? No, you don't.

Well, some people do. Depends when you go to sleep. I didn't receive a return text from you today until I'm thinking it was around 10. Yeah. Am I right or wrong? Well, you know, you're probably right. I don't have those records. We can check.

So is that what time you woke up, just out of curiosity? Yes. Do you feel well-rested right now? Ready to perform? Yes. Ready to bring your A-game. Yes, sir, I do. See, it's a long story.

And it's worth it. Yeah, okay. Were you up late last night watching the fights? No. Conner's fight was only. Connor's fight was only 40 seconds long. Yeah. You could have been in bed at, we're talking nine.

I was. I was going to bed and I just like literally. going to bed when I seen the results come through. Okay. But I'm not used to going to sleep that early, so I ended up waking up in the middle of the night not being able to go back to sleep, and then you hit the rest of it.

You know, woke up it. Okay. So rest is important. There you go. It's an order from Patton that you need to get rest. Next section is location of command posts. The farther forward the further forward the command post are located, the less time is wasted in driving to and from.

the front. The ideal situation would be for the Army command post to be within one half hours drive in a command post and reconnaissance car of the division command post. The driving time to the front and from the command post, the driving time to the front from the command post of the lower units should be correspondingly shorter. Much time and wire saved if command posts of higher units are at or near one of the command posts of the next lower echelon. So why am I talking about that? because the reason is think about how important communication is between the senior leadership and the frontline troops. And when you have big separation, now what's nice these days, and he goes into a bunch of stuff talking about, when he's talking about wire versus radio, do you know what that means? They used to actually string out wire.

So if you had a forward post two miles from me, we would string wire between the two of us so we could talk. Like phone wire. Yeah, like phone wire. Like little phone wire. And in that opening speech, when he's talking about a guy in Tunisia putting wire up on a telephone, that's what he's talking about. Because radios at that time were way less reliable than they are now. So now we can overcome a lot of this with technology,

but just showing the importance of, and by the way, he's not even talking about wire. He's talking about being able to go there and see what's happening. So there's ways to do. overcome this I guess my point in calling this out is showing how important visible leadership is right how important face-to-face is from a leadership perspective combat procedure next section maps we are too prone to believe that we acquire merit solely through the study of maps in the safe seclusion of a command post

maps are necessary in order to see the whole panorama of battle and to permit intelligent planning further And this is very important. A study of the map will indicate where critical situations exist or are apt to develop and so indicate where the commander should be. In the higher echelons, a layered map of the whole theater is reasonable to scale, showing roads, railways, streams, towns more useful than a large-scale map, cluttered up with the ground force.

So the reason that I put this in here is looking visibly, visually, at something real. This is a little bit of a, a little bit of a, just an eye opener, right? You have, everything's virtual now. Right? We can look at virtual charts.

We can see virtual diagrams. We can see virtual spreadsheets. We can see market data. And I get it. And there's many, much of the time, virtual data is, is has superior, some superior qualities of it, because you can manipulate it, you can watch it move,

you can dig into it, you can click on the link, right, and see where the source of the data is. And all that stuff is good. All I'm saying, and the only reason I bring this is up is because sometimes the physical map, the physical chart, the physical spreadsheet that you can look at, that you can put up on a wall and say,

Let's talk through this. Sometimes, and part of this I think is just my personality, my, the way that I, you know, how people have different types of learning, right? My, the way my brain works, sometimes to look at something that's actually physically there, sometimes works better for me than the virtual thing that I'm looking out on a screen. Just throwing that out there. Makes sense. I don't know if you feel that way.

Well, I feel like if, you know, when you're talking about a map or even like a diagram, if I have it physically in front of me and then you and then you're obviously physically in front of me. So we're both physically there. We can kind of interact with it in the physical world. So I can point here and maybe even mark it here with a pencil. Which you can do. That's what I'm saying. Like nowadays you can have an iPad, right?

And we could be marking that things up. So there's some closure. The gap is getting closed on this. Yeah. Yeah. The iPads, it's close, but not really, because iPad's only this big. True. And it's like when you write on it, it's, it, it, there's that, what do you call, like a barrier, like at the very least, psychological barrier between the actual document, you know, and us.

It feels like it. Yeah. Even though you're marking on, you know, it's a touchscreen. So you can. It feels like it. Here's one that this is a real simple, straightforward one. The difference between a physical. checklist on a piece of paper or on a whiteboard compared to there's about five

million apps including native apps to your phone that do checklists I personally think that I find physical lists in a notebook or on a whiteboard better what do you think I think it's funny how you use the expression native apps was that Is that correct? That's what they are, right? Like Apple has a... Yeah, it comes with it.

Yeah, it comes with it. Yeah, yeah, that's good, man. It's good. Here, see, I've been paying attention over here. Yeah, I could dig it. They should contact me, actually. Sure, of course. They probably should.

They should, and I could dial that app in where it would be squared away. Very tactile. Right, that's what's called right when you can touch it. But also, one of the problems is, one of the disadvantages of those kind of lists is because things are hidden, right? Like you have to open that list, right? So you can't see it. So you look at a project

and you don't really even see the depth of the project whereas if you have like a physical list that you're looking at, you say, oh, that project is going to take some labor. Yeah. I feel it for sure. I think I'm kind of used to the apps, though, as far as like notes and whatever.

I'm used to it. So I think like anything, the more you get used to it, the more you're like, oh, I like this or whatever. I use the notes one. So easy. Like when in the SEAL teams, PowerPoint just started to just run everything. Everything was briefed on PowerPoint.

And that is one time when you would look, when you'd bring the guys around to look at a map or bring the guys around to look at an image that's all that you can draw on. So much clearer than just everyone sitting there. There's the separation. I guess you called it. What do you call it a virtual separation? There's some separation. Barrier. Barrier.

Yeah. When you'd actually pull out a map and say, here's the route, you'd be like drawing it on there. And you'd say, okay, there's a hill over here. And people, I don't know, people seem to get it better. Same thing with something called the force list, which sounds really cool. But all it means is this is who's going on this mission. Okay. And also where they're sitting in the vehicles.

The virtual force list almost always sucked. It was almost always like slightly wrong. And people wouldn't know. But we would do it on a magnet board and everybody had their own magnet. I still have my magnet for my first deployment. It says it's my magnet says just as jaco. It's yellow. Well, it's the magnet's brown and then it says jaco and it's off center.

And like it looks like somebody did it in like five minutes. Not like this big high speed thing. Right. No, it's this really kind of rudimentary magnet says jaco. So when you get your magnet that's just that's your magnet for the whole trip. I'm making it into a bigger deal than it is. Honestly, it's pretty dope. But on that first deployment to Iraq, that was my magnet.

When I left, I took the magnet with me. Yeah. Because there's some good memories with the magnet, right? Sure. You see that thing in the, because you have on the dry erase board, the magnetic dry erase board, you have outlines of the vehicles. And then you just put your, you know, your magnet gets put in a position. You look at the board.

You know where you're at, right? Yeah. And most of the time, you know, I was in vehicle two, in the vehicle commander seat that's where I was most of the time depending on what we were doing sometimes I would be if I was like the assault force commander I might be in vehicle three

but whatever but that little magnet you know where it is right now on your refrigerator yes it is so when I look go to the refrigerator I remember yeah that magnet and one of my buddies named Johnny like one day he sent me a picture of his magnet and I sent him a picture of mine back

yeah wait what could so okay so it's a magnet it's just circle. No, it's a square. It's a rectangle. But is it like just a raw magnet though? Or is it like a raw magnet? A raw magnet with with what's it called.

You ever seen those little machines where you make a label? A label making machine. Label maker. So there's a little yellow label and the magnet just says jaco. Boom. There it is. And it's off center. That's what makes me.

That's what's kind of funny. It's not like this special thing. I was like here. Here. Boom. Done. Yeah. But it's like one of the, for lack of better terms, or for lack of better term, one of the trinkets of the missions, you know?

It's like one of the memorabilia or whatever. It might be, I don't know, I'd have to think of this. I'm sure there's other trinkets, but that is the one thing that I go, oh yeah, yeah, those are some good times right there. Yeah, everyone's so you get those kind, right? Something that's of use, not major, massive use, but it's like an essential part of the whole. When we made tasking a bruiser, the first thing I was, okay, guys, we need Magnetboard. And, you know, everyone's like thinking, uh, whatever. We'll just use the computer and all that stuff.

And it's so much harder. Imagine this. You've got 40 people, 40 little names. And you're dragging them around on PowerPoint. And you deleted one by accident. Where'd that one go? It's from a different. The magnets, like you have a space on the magnet board.

Oh, these guys aren't going on the mission. They're over here. But you can see them. And then you say, wait, we need another machine gunter. Oh, cool. Who's the machine gunter? Smith's machine gunter. Put them in the turret.

Boom. We're good. Yeah. The physical representation is important. Yep. Yeah, I know what it is. I know what it is. Okay.

Okay. So I, can you know what Photoshop is? Right. I do know what it is. Okay. It's not a native app though. No, sir. It is not.

So that's the aftermarket one for sure. So the, okay, so Photoshop is like, really when you get used to it, it's like, oh, simple, you know?

But here's the difference. And I just distilled it down. It's the interface. The interface. That's what makes it like, That's the barrier. Even if it's a simple interface like PowerPoint, you know, there's still an interface. You got to learn how to use PowerPoint, right?

So even after you learn how to use PowerPoint, you still have to interface with the system. You do. You know, so, but with a physical thing, there is no interface. There's just boom, boom, we're doing it. Look, if I want this little jocco magnet to physically move to the front seat, watch me physically move them to the front seat. There's no interface that happens. Exactly.

It's just reality. Yeah. So the feedback is instant. Yeah. It was kind of a big deal. I remember, well, I'll have to reconfirm this with Laif, but there was, I wouldn't say resistance, but questions, you know, because I think I went out and just bought magnets for tasking a bruiser. Like, okay, here's the magnet, here's the magnet. The magnet boards were expensive, too.

I want to say they were, I want to say a big magnet board costs over $100. Yeah. You know, where's a lot of money when you're in the Navy and you got three kids, like, like $100 is no joke. Oh, yeah. for just a board. Yeah. Yeah. But well worth every penny.

Yeah. Every penny. So do you, because you like to read physical books too. I do. Right. And I'm not saying necessarily compared to Audible, but like I use the Kindle, right? There's a little interface going on right there too. But technically, it's quicker.

There's less physical work to use a Kindle than a book. Yeah. I think what would have to happen for me is I would have to use a Kindle or whatever digital reader thing until I learned the interface. Because right now, I can't stand those things. Yeah, well, I do on the phone, the Kindle app or whatever. But yeah, yeah, it's the same thing. Kindle, actually, I think the actual Kindle is bigger.

You know what's interesting, what my kids do for books for school and whatnot. They read the book as they listen to the audio book, which is kind of interesting. Yeah. You know what? I did that one time. You know what book I did it for? Fields of Fire. by James Webb.

Yeah. I was listening to it and reading it. And I don't know why. I don't know why I decided to do that. Maybe because it was a fiction book. I don't know. But for some reason, that's what I did. Well, there's all kinds of, like, different reading methods.

You know, there's all these methods, like to read, whether it be faster, improved comprehension, you know, all this way. And one of them is to skim, like, rudimentary skim. The kind of, like, literally, like, three seconds per page. Maybe even one second per beat. Okay. What does that do for? Skim the whole thing first, and it creates this idea of what everything's about.

So you skim it first, then you're going to go back. Then you read, yeah. Okay. I was going to really throw that idea out the window. Just skim it and then walk up the door. Actually, so when I get a book, a potential book for the podcast, I will say I do some of that. Yeah. I'll be looking through it because, you know, the book for the podcast is going to have to be a good book.

Right. And I got to make sure that fits in with the podcast. So I'll skim it and look for scenes. Yeah. That I go, oh, that's a good one. And then you know what I do is I read the end? As jacked up as that is, spoiler. Spoiler.

I spoil the book for myself. Even though most of the time you kind of know what's going to happen. I mean, it's a war book. It's like, oh, it's World War II. Cool. We know what's going to happen. Right. If the first person person that's writing it, they live to write the book, so you know they're alive.

Right. Yeah. Most of the time, there's been a few where the person, you know, this is recovered from them or whatever. But, yeah, so I skimmed. through them and then I find the information. But I can't, I haven't been able to prep for a podcast virtually yet. All of them have been, even though there was one where I was traveling and I decided I was going to do something that I had it on PDF and I went through the whole thing and like I outlined

it and stuff while virtually. And then when I got home, I printed it out and brought it in. Yeah, there must be something with the like the relationship between, you know, the material. the physical material in your eyeballs or something. So let's just say this. From a leadership perspective, here's the takeaway. If the virtual methodology is not working,

perhaps try a physical version. That's going to be my suggestion after all this, after all this assessment of General Patton's words. Check. All right. Now we get to plans. And what's cool about this? His plans.

his section, so like the last sections, a couple paragraphs long, the section before that couple paragraphs long, the section about planning, arguably the most important section to be given by the commander of how we're going to plan. This is one of the shortest sections here. Plans. Plans must be simple and flexible. I got that. I utilized that right there so much. It was ridiculous. and it was so powerful to be able to say, hey, look, because in the SEAL teams, they would lean towards wanting,

and not just in the SEAL teams. People do this in business all the time. They want to make plans ultra-detailed because they think the more detail to put in the plan, the better the plan will be executed. That's actually wrong. The more detail you put in the plan,

look, you need to have some level of deal. But if you go overboard with the detail, now you're working on things that don't matter. You're trying to do things in a way that don't matter. You can't do that. So that's how. he starts out plans must be simple and flexible because nothing's going to go the way you expected to go and then he says this Actually they only form a datum plane from which you build as necessity directs or opportunity offers

So the plan is actually is barely anything. It's like hey this is the general idea and then we'll make adjustments as Necessity directs or as we have opportunities they should be made by the people who are going to execute them. Right? Incredible. Once again, these are things that I did and when I read that, I'm so lucky that I did that because to force a plan down someone's throat or to make even worse,

take the problem and multiply it exponentially, force the plan down on the people below you. that is very detailed and doesn't have any flexibility. That's just failure. I'd get to see that, man. I'd get to see some task unit commander coming through training. And look, the guy's not a bad human. Guy actually wants to do good.

In fact, wanting to do a good job can drive you to try and make a more detailed plan and force it down onto your people. That's not necessarily a person that's a bad leader. They just haven't learned a lesson yet. That might be a person that's super engaged, wants to do a great job, overachiever, hey look, I know how to do this, puts together this highly detailed plan. That's not a good call, man.

There's nothing against the person, but what you have to do with that person is show them the light, right? You've got to bring them to the light. Okay, so then he goes through, he goes through a section on reconnaissance. You can never have too much reconnaissance. Use every means available before, during and after battle.

Reports must be facts, not opinions. negative as well as positive. Do not believe intercepts blindly. Cross check. Sometimes message or sent out to be intercepted. So a bunch of good little things to think about there. Reports must be facts, not opinions. There's a term that you use in the military.

It appears to be ATB. So you'd see a person holding something. You're pretty sure it's a weapon, but you don't know. Right. Then you say it appears to be a weapon. It appears to be a weapon. Or you say, you know, people moving into a, in a, appears to be a tactical position, right? So it's just one of those little things because there's a huge difference between me saying they were moving weapons into the building or they were moving what appeared to be weapons in the building.

Right. Yeah, it's like it's not an established fact. Not an established fact. And if you remember when we talked about the Meilai massacre, that's one of those things where the difference between appears to be and this is could be can kind of cause those kind of problem same thing with with police shootings right someone saying hey this guy has a weapon or this guy appears to have a weapon there's a big difference between those two things yeah yeah the like legal when they're speaking like legal terms they're always like super careful about that like oh they'll say

allegedly or you know like even though the guy just did it on camera yeah yeah yeah yeah the uh suspect even that that's like a suspect i'm watching it right here on the video yeah no no it's not proven in the court of law yet so you know it's like careful about that legal one oh yeah um next section is about orders formal orders formal orders will be preceded by letters of instruction and by personal conferences in this the whole purpose of the operation will be made clear together with the mission to be accomplished by each major unit in this way if communication breaks down during combat each commander can and must so act as to attain the general objective this is a little something we called decentralized command right

everyone has to know what the main objective is so when communication breaks down which it will we can still move forward the order itself will be short accompanied by a sketch, it tells what to do, not how. It is really a memorandum and assumption of responsibility by the issuing commander. So a bunch of key things there. The order is supposed to be short. The order's accompanied by a sketch. Once again, we get this visual representation thing seems to be important.

And this is an important one. It tells what to do, not how. I have to brief people on that one all the time. And you'll also notice this. Form orders will be preceded by letters of instruction and by personal conferences. So, you know, a trick question that I ask companies when I'm working with them, what's better form of communication? Email or voice or face-to-face. and of course everyone says voice voice or they say face to face I'll say what's more what's a better form of

communication email or phone call and everyone goes oh phone call so much better right that's that's everyone's gut instinct oh yeah talking to someone's so much more clear and then I say okay here's the problem with just talking if we just talk I say one thing you hear something else oh right happens all the time so that's why I follow up when you and I have a conversation I followed up with an email and say just want to make sure we're good on this, make sure that we're going to do A, B, and C. And then you say, hey, I thought we were doing A, B, and D. And I say, oh, no, sorry, my fault. I didn't explain it clearly.

So that's one way. The other thing is the opposite is also true. If I just send you an email, I want you to do this, this. There's no tone. There's no expression. You might not see the importance. I might have written it clearly. So if it's important, I send you an email and I say, hey, echo, just following up to make sure.

that were on the same page because I'm not always the best at writing stuff. But when the email I just sent you, I wanted to make sure that you understood it was A, B, and C. Did that come through? And you're like, oh, yeah, definitely. Or you're like, wait a second. So you want to use both. And that's exactly what he's saying here.

You write it. You speak it. You speak it. You write it. Yeah, you ever see those guys or talk to those guys where you talk to them? they're all excited. You can totally tell. And then when they text you, it's like two, three, sometimes one word answers, you know?

And so you're kind of like, oh, man, he must be kind of mad because his tone now is way different than when I was talking to him or whatever. You sort of make your own interpretation of the thing depending on like maybe, I don't know, maybe how you do it or something like that. But some people, that's just how they write, you know? For sure. So they'll be like, hey, get back to me, period. And it's like, dang, this guy's mad.

He wants me to get back to him. My son in text is like just the most horrible. Yeah, like you. Okay. Check. Then again, but you do express certain tones, more comedic, I think, for comedic effect. Well, in my experience, anyway, I'm sure, you know, you have a whole thing. But, yeah, when I was texting him, your boy, he, same deal.

Like, he was like the younger version of, yeah. He just has no. What do you say? He was in a surf contest the other day. and, you know, so he's, I was somewhere else. And, you know, I'm texting, hey, did you make it through the first heat? Because the way surf contest work, you surf in heats, and you have to get in the top three in each heat to advance. And then eventually you get in the finals.

So I'm texting him. And this is a teenage boy, right? So it's not like he's not on his phone. Right. I'm texting, hey, how'd you do? Hey, how did the first heat go? Did you make it through? Nothing heard, nothing heard, nothing heard, nothing heard all day.

Yeah. Finally, the end of the day, uh, I say, hey, Did you finish the contest? How did you do? He writes back, got two, which meant he got second place in the contest. That's all it said. All small letters. How does it even do small letters?

Because it automatically capital. Somehow on his phone, no automatic capitalization. It says got to, which is the 17 year old boy's way of saying, hey, dad, I got second place today. Thanks for showing some concern. and I appreciate your support as a father. Had a great time. That's all in there, right? Got to.

So anyways, yeah. Follow up with, and you know, then when I called him later or whatever, he's like, oh yeah, first, you know, he's giving me all the details. Right. Got to. Yeah. And he talks about something called fragmentary orders, fragger orders. After the initial order, you will seldom get another form.

order, but you may get fragmentary orders in writing or orally by phone or personally. Take down all oral orders and repeat them back. Have your juniors do the same to you. Again, can you imagine how many times and how important this is that this guy, General Patton, by the way, is saying, listen, when you get told to do something, write it down and read it back. That's just the standard operating procedure of life when you get told to do something. Write it down, read it back.

There's nothing that instills more confidence in me than when I'm telling somebody what to do and they're taking notes on it. That's just, you go, okay, cool. I can barely even trust, look, I'm not saying this in a bad way, but I barely even trust waitresses or waiters when I'm telling them what I want. And they're just looking at me like, I got this. I'm always nervous. I guess maybe in really, right, you know, sometimes I can't help myself, but I'll say, well, you must be, pretty good. You know, I'm like, yeah, I got you.

Right. And they're looking at me like, they do this all the time. Right. Is it, do you think that that's like a move, like a flex, right? For, you know, service industry one that's like, oh, yeah, like, I'm so good. A little bit of a flex and also just a skill, right? Right, right. Yeah, that's what I mean. They're showing off the skill.

Yeah. And sometimes I don't even think they're showing off. Sometimes I just think they're, that's what they do. Yeah. That's what they're just trying to, you know, they're just saying like, yeah, I got this. That's what they do on an individual level or as a company? Because they could be both. That individual.

like, hey, you know, go ahead. Because, you know, I always want to order right now. You know when they come over to offer you water, I want to order them. Yeah, I don't want to go through the sequence. When you come to me, I want to order because I already know what I'm getting. I'm getting a Caesar salad and a rabbi. That's already happening. So we already know that walking into the place.

I don't need to look at the menu. I don't want to look at the menu. So when they come over and I say, they say, you know, they start pouring my water. I say, I'm actually ready to order. And sometimes they just say, okay, go. Yeah. Hit me.

Kind of a pro move, right? I think so. I think over time, I think over time I've become more comfortable with it. And now when someone does that, I know they're a pro. So I guess now I'm good with it. I didn't used to be. You know, when I transitioned from eating at, let's say, the restaurants where there's no pros, right?

Like a normal restaurant, people are just in there. They're taking notes, right? This is their secondary job, whatever, they're teenager, whatever. Like they're just doing this to make whatever some extra money. When you go to a real restaurant where there's pros, I have confidence in those people. Until there's a mistake. Oh, yes, yes. But and I think, and I know this sounds with my wife literally, not yesterday.

It was a day before. Whenever, very recently, yesterday, day before. We were at a sushi restaurant. It was our first time there. It was nice inside, but it was like it was kind of new, casual, trendy nice. Okay. You know that kind. Little nervous.

Kind of minimalist, but it's like, you don't know if it's like, is this a high-end restaurant or just super trained? So, the jury was still out on that whole situation. So whatever. And then, you know, he pulled one of those. I respected them for it. I like when they do that on that level. But there is a question mark in the back of my. Because I'm one of the annoying type order.

You got special things. Yeah. You know, you got the this and can have extra this and I don't want to, I don't want to Coke. But until the food comes, you know. I think it's also kind of like chess. You know, a good chess player is looking at the chess board. in chunks. So they don't have to remember every piece.

They're remembering whole, whole schemes of maneuver that are going to happen. Yeah. When you're ordering in the restaurant, when you say, I want steak and see, like they already, and so they all they actually are remembering

is when you say, oh, I'd like the peppercorn sauce medium, right? That's the only thing they really need to remember because they remembered everything else. Yeah. So, I don't know.

Yeah. Yeah. Yeah. And I, I'm with you though. Like when I, when I, when,

if someone's like, Boom, boom, they're on it and they bring everything, especially the annoying sides. Okay, so me and my wife's like this too where she'll be like, can I, should want different sauces that you don't normally get with it. You know, like that kind. Me too. And then. Yeah, I know. It's a pain to have those specialty requests, right?

But it's so, it makes it so much better. But nonetheless, if, if they come through with that boom without being quote unquote reminded, and how even me saying reminded like it sounds condescending. But the thing is I understand. Don't give you what you asked for what you just suck it up and just deal with it or do you say something Which one? What? What do you mean say something? Okay I remind them. Yeah, can I get the saracha or whatever or the wasabi? But I don't do they act super guilty or they act just super annoyed? Oh I don't I don't I I don't remember any time anyone

Acting annoyed but have you ever I've done that where I've asked for some little specific thing and then they don't deliver and then I say hey, you know I I actually asked for this and they're like, and they're acting annoyed at me. Yeah. I can see how that could happen. And I can see why I deserve it, right? I'm asking for some like specific thing. So that's why when somebody messes something up,

I'm kind of like, okay, well, that's just how it is. Yeah, I feel like I'm jamming up the whole system because I used to work service industry a long time. So the,

you know, you have a system and it works so good, especially when you're dealing with like people after people, you know, group and group like all day. And the system works so good. And it's probably formulated off of like something, something that everyone's cooperating with.

They'll tell you that. It's working. And I'm not cooperating. I feel, because I'm the customer who's not technically cooperative. You know how because it starts with what? Drinks. Hi,

everybody. Sit down. You know, one minute. Should be like one minute. Water's coming. Drinks. Water.

You want anything to drink besides water, blah, blah, blah. Me, I'm like. Yeah. So, bro, I'm not kind of like, yeah,

I do want to drink, but how's this? The drink, I want the drink to come with the food already jamming up the whole system. So they should be annoyed with me. In fact, I wouldn't say they should be, but if they're annoyed with me, I understand. Oh, I'm annoying already. And it doesn't stop there.

They'll bring out the sushi or whatever. I'll be like, hey, can I have two sides of extra wasabi side of eel sauce and terriaki sauce? Sometimes they have terriaci sauce. And it's like, wow, this guy, Brad, just ordered like, everybody in here is playing the game. You're over here doing all this stuff. I'm over here trying to memorize your order without writing it down and you're over throwing this at me. You know, so I understand. But I think to my point earlier, they don't have to memorize your whole order.

They're just like, oh, this guy's got these two things that are outside the normal box. So there's only really two things they have to remember. I think. Yeah, but I think that's what happens. I think you're right. This, all this means, look, you're a leader. You're a junior leader. Your boss is going to tell you to do something.

Do yourself a favor? Do your boss a favor. Don't make him wonder if you're a waiter or waitress that can handle the scenario. Don't make them wonder that. You whip out your notebook and you go, hey, boss, let me just read this back to you what you told me because I want to get this 100% right. And you say, okay, awesome. Up the confidence level. Good idea.

That's my recommendation. Next section, warning orders. Warning orders are vital and must be issued in time. This requirement applies not only to combat units, but also the Surgeon Signal Officer, quartermaster, an ordinance officer, engineering officer who must get warning orders promptly. They too have plans to make. Warning orders is the initial thing that you tell the troops. Hey, we might be attacking.

Get ready for this. That's a warning order. I sent somebody a warning order the other day. Yeah, I remember one of us. You know, I literally, because he's another team guy. Mm-hmm. And I said, hey, here's a warning order. Oh, yeah.

You call it a warning order? Yeah. Like, you classify it. Here's the warning order. Yeah. Because I was just giving a heads up. We got a possible scenario. I'll do that too.

I'll say new mission, though. Like, you know, I'll indicate what this is coming, you know, down the way. So here's the thing with that. New mission means you're going to tell them exactly what's going on. Mm-hmm. Warning order, you give them just because warning order is just a heads up. Right, like this might be happening. Here's kind of the general thing we think is going to be happening.

You can give it to them a little bit earlier. New mission means now you've got all this prep to do because you didn't get a warning order. Right. Step up your game. Next, keep troops informed. Use every means before and after combat to tell troops what they're going to do and what they have done.

Boom, there you go. I believe there's a whole section in that in the book called Leadership. strategy and tactics. And I think it's literally called to keep the troops informed. Next, administration, supply. I was thinking, oh, you know, I'll skip this because whatever. No, here's what it says.

The onus of supply rests equally on the giver and the taker. That is so important. Instead of, hey, we order, hey, where's our dang supplies? It's their fault? It's like, no, actually, it's my fault. And then he says this, Ford units must have. anticipate needs and ask for supplies in time. They must stand ready to use all their means to help move supplies.

The supply service must get the things asked for to the right place and the right time. They must do more. By reconnaissance, they will anticipate demands and start the supplies up before they're called for. So this is what's interesting. You see, both sides have to take extreme ownership of the delivery of the supplies. And what you get is you get interlocking fields of fire, overlapping and overlapping fields of fire, which is exactly what you want. Yeah, yeah.

Meaning overlapping fields of fire, meaning I'm shooting to the northwest and you're shooting also part of your coverages to the northwest. But then you're getting a little bit more to the east too. So we're both looking and we're overlapping, overlapping fields of fire. That's what we want. When you have extreme ownership on both sides, you get overlapping fields of fire, which means the chances of something being missed are less because the fields of fire are overlapping. I've never said that before. It's good.

Yeah, because even fields of fire overlap, almost like. I'm going to clean up that analogy, and that's going to end up being a very powerful analogy. Yeah. It's like you both got it covered, you know. You both got it covered. I say something close to it a lot, which is, you know, I say, look, when every person, when everyone in the chain of command is taking ownership of the problems, the problems get solved. There's more to it than that.

Because when you take ownership of the problem and I take ownership of the same problem, there's overlapping fields of fire and we will kill that problem. Because you're going to see it from your angle. Maybe you get 80% of it solved. I got that other 20%. Yeah. It's doubly insured. Yes.

And then it says this, the desperate determination. nation to succeed is just as vital to supply as it is to the firing line. The desperate determination. Meaning, the guys in the front line, we know their lives are in danger. Supply has to have the same attitude. Logistics wins wars. They got a chunk in here on replacements. They got a chunk in here on hospitals.

They got a chunk in here on decorations. Decorations are for the purpose of raising the fighting value of troops. Therefore, they must be awarded promptly. Have a definite officer on your staff, educated in writing citations, and see that they get through. Boy, we don't do a good job of this anymore. The awards process is painful. Next section is on discipline. Anyways, going back to decorations real quick, that means when you're running a business, when you're running a team and someone does something well, recognize it for it.

Quickly, promptly. It means something. The next section is called discipline, which we're definitely fond of. There's only one kind of discipline, perfect discipline. If you do not enforce and maintain discipline, you are potential murderers. You must set the example.

Check. Believe me, Patton is into discipline. We're going to read another section he goes into. That's all he's got in it here. Next section, rumors. Reports based on information secured through reconnaissance conducted after dark should be viewed with skepticism. The same thing applies to reports from walking wounded and stragglers. These latter seem to seek to justify themselves by painting alarming pictures.

Boy, that's a, that's a very astute observation, right? Gay guys that are coming back that are wounded. or walking wounded or was it stragglers, they're telling, like, it's so bad. Because they don't want to look bad. Yeah, yeah, yeah. He says, it is risky and usually impossible to move reserves during darkness on every call for help.

Units cannot be wholly destroyed in a night attack. They must stick. Launch your counter attack after daylight and subsequent to adequate reconnaissance and see that it's coordinated. That's a good one. But what that basically means, to me, when you defeat someone, you need to go in there and like finish it off 100%.

Condition. And by that he means conditioning. And by that he means physical conditioning. High physical condition is vital to victory. There are more tired core and division commanders than there are tired core and divisions. Fatigue makes cowards of us all. Men in condition do not tire. And the last one is courage.

Do not take counsel of your fears, which he seems to write that all the time. And there's a good reason for it. You're going to be afraid. Don't listen to it. Don't negotiate with it. Signed, Lieutenant General U.S. Army commanding. Okay, so that was letter of instruction number one.

And this, now we're going to jump into, this one came out a little bit later, letter of instruction number two. This letter stresses those tactical and administrative usages, which combat experience has taught myself and the officers who have served under me to consider vital. And then it says, you will not simply mimeograph this and call it a day. You are responsible that these usages become habitual in your command. Even in war, 1944, we're getting ready to invade France and fight the Nazis.

We're going to embark on the most, on the largest attack assault ever in the history of the world. That's what we're doing. And guess what? He's still saying, look, you can't just mimeograph this and call days. Even then, even with all that, you got officers that are like, okay, hey, the boss put out some word here. You can read it.

No. This idea of, hey, just putting out the word being enough, this reflects what he said last time about 10% 90% 10% is given the order 90% is personally ensuring it gets done taking ownership of it that's what he's talking about that is exactly what he's talking about okay so he starts it off with that then he goes right into discipline which as I said he's a

believer in the power of discipline so he says there's only one sort of discipline perfect discipline I'm reading it kind of without much vigor because I've read it before. He says it all the time. I'm going to read it again with vigor because it deserves some. There is only one sort of discipline, perfect discipline. Men cannot have good battle discipline and poor administrative discipline. Oh, imagine that.

You can't just be all laxadaisical back behind in garrison doing the administrative stuff and then expect you're going to have discipline when it's for combat-related subjects. You've got to have it across the board. Good. Discipline is based on pride and the profession of arms, on meticulous attention to details, and on mutual respect and confidence.

Discipline must be a habit so ingrained that it is stronger than the excitement of battle or the fear of death. Have you ever seen the movie? Soldier. Soldier, soldier. Oh, this could be a good one. You're going to have to go watch this one tonight.

Who's in now? Or which one is that? The movie is called Soldier. It stars a guy named. It stars a famous guy. And I can't think of his name right now. But he was in Tombstone. And it's not.

He looks kind of like Patrick Swayze. Val Kilman? No. No, he's real famous. He's a really famous actor. So Tombstone, that was Kurt Russell. Yes, Kurt Russell. Okay, so Kerr Russell's in this movie Soldier.

You've got to watch this movie. This movie is a really good movie. Think about what I'm saying right now. This movie's a really good, and it's not only surprising that I'm saying that, because it's like a sci-fi movie. Yeah. Okay. It's a sci-fi movie.

It's pretty, on the surface, you go, okay, you can barely, you, it's a kind of movie you'd flip through in the video story. It looks just like any other cheesy movie. It's a good movie. Soldier. At one point in the movie, so he's this guy that's been fighting wars his whole life. And they're being replaced by cybernetic soldiers. And so he gets like sent to a space junkyard.

And on the space junkyard, there's people that kind of live there that have their own little society. And he shows up there and he starts trying to long. Story but at one point this woman asks asked him because he just he just he just is he's just like a perfect soldier right sure that at one point this woman she says something along the lines of do you ever do you ever feel anything and he says I don't even think I think he says yes sir he calls everyone sir even even females yeah I think he says something along the lines of yes sir fear and discipline yes yes sounds like your kind of

yeah and the other cool thing about this movie the movie has like I want to say the first half an hour there's no speaking there's no there's no dialogue they're showing the kids being selected and trained so the kid that can't keep up with the run they kill him this is like my dream society. All right. There you go. So I'm going to go and watch this tonight if I can. I guess I will too.

And shoot. You're going to love this movie. Well, yeah, I'm familiar with it, actually. So when you said the sci-fi, I was like, okay, I think I know which one you're talking about. The bad kind of marginal special effects and stuff. Yeah, yeah. They need to remake that movie with me in it.

Hey, they have tattoos. I think they have tattoos either on their arm or on their face. Oh, they have the, their rank on their face, but then they have tattoos of the, like the barcode or, yeah, they have a barcode, but then they have the tattoos of the campaigns in which they've served. Oh, no. The legit.

So, fear and discipline. That's what life is as a soldier. Okay, you're afraid, but guess what? You have discipline, you overcome it. And according to Patton, discipline must be a habit so ingrained that is stronger than the excitement of battle or the fear of death. And if you think about, just think about that word excitement, right?

That doesn't only apply to battle. Think if you can have enough discipline that when there's stressful situations occurring around you, you have the discipline to be able to take a step back and attach instead of getting wrapped up in it. That's discipline. Everyday life. He continues on talking about discipline.

The history of our, of our invariably victorious armies demonstrates that we are the best soldiers in the world this should make your men proud this should make you proud this should imbue your units with unconquerable self-confidence and pride in demonstrated ability

discipline can only be obtained when all officers are so imbued with the sense of their awful obligation to their men and to their country that they cannot tolerate negligence. Officers who fail to correct errors or to praise excellence are valueless in peace and dangerous misfits in war.

Think about that. Have you ever heard leadership described as an awful obligation? That is the most exquisite choice of words that I've heard in the long. time. That's what it is. An awful obligation to the men and their country. Continues on, officers must assert themselves by example and by voice. They must be preeminent, encourage deportment, and dress. One of the primary purposes of discipline is to produce

alertness. A man who is so lethargic that he fails to salute will fall easy victim to an enemy. Combat experience has proven that ceremonies such as formal guard bounce, formal retreat formations, and regular and supervised revelry formations are a great help and, in some cases, essential to prepare men and officers for battle to give them that perfect discipline, the smartness of appearance, that alertness without which battles cannot be won. So he's all into that. What is Revely formations? Revely's wake up when we had Jolon from. the French Foreign Legion, what they call upel. That's revely and wake up and get in line.

And retreat, formal retreat formation. A retreat formation is putting down the flag. Like, is the end of the day, hey, we're done for the day. So even when you're in garrison, you do that formally. Right, right. Okay. So we wake up. By the way, none of this stuff, you never do any of this stuff in the SEAL teams.

Yeah. Like barely ever. When the only time we'll do it, like if something's gone on, we, a bunch of kids get in trouble, all of a sudden they'll start saying, all right, we're going to meet every morning. And everyone goes, oh, come off. You know? A bunch of misfits. Yeah, a bunch of misfits.

So the Revely formations, that's like an official, like a formal wake-up sequence. We're waking up at 6. We're meeting at 630. That's happening every day. And then at the end of the day, here's what we're doing. You know, we're assembling again. We're putting out final word. And then you can go and, you know, have dinner or whatever.

Huh. Okay. So just really highly disciplined formalities. Yeah. Even when. Even just waking up. Yeah. That's a procedure.

We're keeping it real across the board. Continuing on, in the third army, when troops are not in the actual combat zone, nor engaged in tactical exercises or range firing, core and separate divisions, separate division commanders will see, A, that regular revelry formations be held in attendance, at which there will be a minimum of one officer per company

or similar unit, and in addition, when practicable, a minimum of one field officer per regiment or separate battalion. B, that it shall be customary for all organizations to hold formal retreat under arms. Attendance in addition to the prescribed enlisted men shall be all officers of company grade. In the case of regiments and separate battalions, a minimum of one field officer. B, that in the case where music is available and it is practicable from a billeting standpoint, frequent regimental and battalion retreat parades and similar ceremonies will be held.

Again, this is stuff that in the SEAL teams, this never happens. I mean, it happens like when someone retires or when there's a funeral. Like, it does not happen where you could go, you could go, you could go years without ever putting on a dress uniform. You could go years. So just kind of saying. That unit and organizational guards shall be performed strictly within accordance to FM 26, TAC5, when music is available, formal guard mounts will be held frequently. E, that officers in formation wear a uniform, anagalus to that worn by the enlisted men,

and that all officers participate in all drills and marches at all times with their organizations or units. This includes marching to and from training areas and ranges. So that's the end of that list. So you can say he ain't playing around. Like you're going to be highly disciplined. part of this situation here. So in life,

you know, because there's like, you know, like dinner time, for example, that's like another, yeah, I mean,

that's not another, but like an example of life. It is. Formality. Yeah, formality. Hey, hey, fam.

It's dinner. To wash hands. Every day. Six o'clock. Right. 5.55, wash hands, six o'clock at the table.

Yeah. Be home before dinner. Be home before dinner. All those things. Those are like things that you could put in your life. Or, you know, wake up when the alarm clock goes off. Get your workout.

Like there's things you do every day. Right. Brush your teeth. Floss your teeth. Stupid, right? Until you got your teeth falling out. Yeah. Until you got dental problems.

Dental scenarios. Bedtime too. Well, the dinner time is a big one because it's like everyone does it. There's a procedure that's in place. Hey, wash hands. Sometimes they have one kid set the table or whatever, maybe two kids, whatever. Then you can't just roll out. You got a what?

Madman. A big excuse. Yeah. And then it's like, okay. And then, you know, then clean up time or whatever, however you handle that, this different ways or whatever. And then you're sort of done, you know, and it's everybody's a part of that. Yeah.

That's what, that's a little minor example of this. Yeah. Yeah. Good time too, I guess. Thanks. Continues on here. Officers are always on duty. And their duty extends to every individual junior to themselves in the U.S. Army, not only to members of their own organization.

That's awesome. You know, and this, you want to talk about, like, this is a good way to think about. life as a human being, right? Like your duty extends to every human. Like, I'm here to help other people. Not just people that I know, but everybody. Next, Americans with arms in their hands

are fools as well as cowards to surrender. If they fight on, they will conquer. He says this. Cases of misbehavior before the enemy will be brought before general court martial and tried under the 75th article of war. It has been my experience that many court-martials are prone to view this most heinous offense for which the punishment of death may be inflicted in too lenient a manner.

They should realize that the lives of troops are saved by punishment of initial offenders. Cowardous is a disease and it must be checked before it becomes an epidemic. That sounds super hardcore. I'm going to tell you a quick story. I was, I don't even, were you? No, it was Andy and I were training the other day. And we were training on the, like the jocco mat, right? We're training on the jocco mat.

And actually, as we showed up, someone else was showing up to train too. And it was two adult males. And they had a 14-year-old kid with him, estimated age. Sure. And, you know, I know the dad's a little bit. You know, it was, hey, what's going on? Oh, I bring him my friend. Oh, they have their son or he's got his son here.

He trained a little bit here and there. I'm like, okay, but he's not sure about getting back into it. I guess he's probably trained when he was, let's say, eight, right? So it's been a few years. And the kid, so, and he, I look over the balcony thing, and I see the kid. I go, he's like, yeah, is he loud? And I go, yeah, I go, hey, send that kid up here. So the kid comes up.

And I'm just like hanging out, having fun, whatever. So then the kid shows up and, like, getting warmed up with Andy, and we take, you know, five minute warm up round. And I say to the kid, I'm like, oh, hey, you know. You trained before? And he says, yeah, I trained a little bit. And I was like, okay, cool. You know, that's awesome. And then I do a couple rounds with Andy, and then I say, and meanwhile, the two dads are training.

With Gee, by the way. This is a long story. Sorry, I'll make it as short as possible. Eventually, I say to the kid, hey, are you going to train? And he goes, well, I'm not sure I'm allowed to. And I said, no, no, actually, I own the gym. So that means you can go. Yeah, I'm telling you right now, you can go train.

So come out on the mat. Because I'm thinking there's a kid here that could change his life and have a better life. And his whole world will improve if he trains jitza. Right? He's in the gym, bro. I mean, this is like a low-hanging fruit. Let's get this kid in the game. Sure. Yeah.

So then he says, I don't have a ghee. Want the other, the dad, not his dad, the other guy, the friend of his dad was like, I have one for you. And I go, go get it. So then he runs out, goes to get the ghee from the car. The kid kind of puts the ghee on, comes out on the mat. You can see the kids not really 100% down with this whole thing, right? For whatever reason, right? Maybe it's because, you know, it's weird to be with your dad and his old man friend, right?

Like, I'm a 15-14-year-old kid. We're hanging out with these old guys doing whatever this weird, you know, thing is. Here's the apex of the story that I've been trying to get to. Eventually, the kid's on the mat. He's in his ghee. I'm training with Andy. We're on a break during rounds. and I hear the kid

So they're on a break too because they're doing five-minute rounds But it's just the two dads And I hear them trying to convince the kid To you know get around with His dad was was the beginner The other guy is like maybe high level white belt Maybe like blue belt type level So he's kind of showing him what to do

And they're kind of trying to convince the kid But the kid's kind of like well you know And so I look over there and I go Hey You get on him right now You're doing the next round And the kid just like goes and starts the round

Get on Get on I go hey you're in I go you go against him now And the kid like just obeyed Right right My point in saying this whole thing Is like Sometimes that kind of leadership is required

Because all you're trying to do Is push the kid in the right direction Push the soldier in the right direction Push the employee in the right direction Hey get up there on that thing Hey just make that phone call Hey just go confront that guy You know like sometimes people need a little push

That's all this kid needed was just a little push And they weren't he wasn't looking at me like gonna say No I don't want to and if he would you know who knows I would have dealt with the scenario appropriately At least I would have tried to But sometimes people just need a little push So this idea and that's that whole opening speech from Patton Say what you want about it.

Here's the standard. Americans love winners. Americans hate cowards. Like that's a gang mentality that you can start. You can start it in a company. You can start a business. We don't, you know, we don't settle down. We don't settle for that.

You know, like whatever it's going to be. You call that out. And that becomes a part of your culture. Right? So sometimes when he's talking about, about this cowardice thing I mean you hear it all the time right you hear it well you hear it with in an organization you know you let a little bit of slack a little bit of slack here that's why when Hackworth makes the call of you know you say to the the the enlisted guys say

to the officer hardcore ricondo the officer say back no fucking slack that starts to become the mentality even though and Hackworth even says it in the beginning people like oh who's this Gung-ho, Mr. Gung-ho. It's like, no, that starts to become the standard. You have to start somewhere. So these are methods of leadership. Can people go overboard this stuff? Of course, they can't.

Totally. That's why there's an economy of leadership that has to be balanced. And there's so many times where Patton, again, kind of like we'd see with Chesty Puller, like Chesty Puller, this big, you know, bombastic, figure of courage and and and and bravery and and being super hardcore hard-nosed you know when you read

that book about him man he loved those he loved these guys hey old man you might not want to do that remember that like this the way he would talk to his guys yeah and yet he was super hardcore patent same thing so he's saying look when you get cowardice yes you you you you nip it in the bud get someone acting up you go hey we don't don't act like that. And someone goes, oh, gosh. Next section is tactical usages. These are good.

Combat principles. There is no approved solution to any tactical situation. Boom. There is no approved solution to any tactical situation. There is only one tactical principle, which is not subject to change. It is to so use the means at hand to inflict the maximum amount of wounds, death, and destruction on the enemy in the minimum amount of time. That's what doesn't change.

To so use the means at hand to inflict the maximum amount of wounds, death, and destruction on the enemy in the minimum amount of time. That's not going to change. We're holding fast with that one. Next, in battle casualties vary directly with the time you were exposed to effective fire. Your own fire reduces the effectiveness and volume of the enemy fire, while rapidity of attack shortens the time of exposure. A pine of sweat.

We'll save a gallon of blood. That's cover and move, by the way, obviously. We're going to put down fire while we move. That's covered and move. Battles are won by fighting the enemy. Fear is induced by inflicting death and wounds on him. Death and wounds are produced by fire. Fire from the rear is more deadly

and three times more effective from fire than fire from the front. But to get fire behind the enemy, you must hold him by frontal fire and move rapidly around his flank. Frontal attacks against prepared positions should be avoided if possible. Cover and move and don't attack the, you know, directly. Use indirect attacks. Thank you.

Thank you, General Patton. Catch the enemy by the nose with fire and kick him in the pants with fire in place through movement. Cover and move. Hit hard soon. That is with two battalions up in a regiment or two divisions up in a corps or two cores up in an army. The idea being to develop your maximum force at once before the enemy can develop his. That's prioritized and execute, by the way. Focus your attacks.

You can never be too strong. Get every man and every gun you can secure, provided it does not unduly delay your attack. The German is a champion digger. The larger the force and the more violence you use in your attack, whether it be men, tanks, ammunition, the smaller your proportional losses. This is a tough one. one that you you can get caught thinking that oh we're going to do this big attack that there's going to be casualties it's like there's going to be less casualties if you do it with the

biggest up force you can and the most of violence you can possibly do your attack with never yield ground it is cheaper to hold what you have than retake what you have lost never move troops to the rear for arrest or to reform at night and in the daytime only where absolutely necessary Such moves may produce a panic. Here's tactical rules in particular subjects. Use roads to march on fields to fight, and troops should not deploy into line until they're forced by enemy fire.

When you are advancing in broken country against possible tank attacks and using leapfrog method, be sure to keep the anti-guns up as well. Leapfrog, what you know what that is? I know what the game leapfrogs. Yeah, yeah, yeah. It's also cover and move.

Right. Because I hold position, you leap forward. Once you get there, you hold position, meaning you either fire or you prepared to fire if you have to. And then I move. So this is called a leap frog. In mountain country, secure the heights. Enforcing a pass secure the heights first. This is an interesting one.

The effects of minds is largely mental. Not over 10% of our casualties come from them. And this is what's interesting about that. is yeah it's like it's largely mental because you have fear of this thing that you can't see but he's saying not 10% of our casualties come from come from them but for for my generation it's like 70% of casualties are from iEDs right so little different than just mental never permit a unit to dig in until the final objective is reached then dig in wire and mine plenty of time to set up an attack. It takes at least this here's why it for the it

takes at least two hours to prepare an infantry battalion to execute a properly coordinated attack. Shoving them in too soon produces use loss. What's funny about this is nowadays we will take two weeks to prepare for an attack. So he's saying look hey you need two hours and the thing is he's right if everybody knows their jobs you put together a simple clear plan that's flexible You don't need all this time. In battle, small forces, platoons, companies, and even battalions,

can do one of three things. Go forward, halt, or run. Think about life. Think about what you can do in life. You can go forward, halt or run. What else is there? Go forward, halt or run. He continues.

If they halt or run, they will be an even easier target. Therefore, they must go forward. When caught under fire, particularly of artillery advance out of it never retreat from it artillery very seldom shortens its range so think about that how often are we in a position where we can go forward we can hold or we can run and what do you say is you're getting attacked instead of going backwards go forwards general training again skipping a bunch of sections but

general training more emphasis will be placed on the hardening of men and officers. All soldiers and officers should be able to run a mile with combat pack in 10 minutes and March 8 miles and 2 hours. When soldiers are in actual contact with the enemy, it is almost impossible to maintain physical condition. But if the physical condition is right

before they gain contact, it will not fall off sufficiently during contact to be detrimental. Hardening of men and officers. That's just, that's what we're doing. Just hardening. Doesn't sound very comfortable, by the way. It is not. Not meant to be.

Our ability to fight at night as opposed to move into position at night for a dawn attack is pittably bad. We must learn to execute the attack in the dark. This might be one of my favorites. Sharpen axes, pick axes, and shovels now and keep them sharp. Just think about that. Sharpen your shovels. I've never sharpened a shovel in my life. I'm going to go home today and sharpen my shovels.

shovels you know what I'm saying sharpen your shovels that's a mindset yeah never mind sharpen your sword look your sword better be sharp I'm gonna sharpen my damn shovel yeah in the event of was that just get ready be ready yeah stay ready stay ready I might have to hit you in the head with a pickaxe and I want it to go clean through or dig a hole real quick or dig a hole either way I'm gonna be ready yeah and squads place empson on small unit combat instructions so that it's conducted with the same precision as close order drill a good solution applied with vigor now is better than a perfect solution 10 minutes later instruction from the squad to the regiment sand tables should be used and the officer or non-com

being instructed should give the actual orders he will give in combat sand tables need not be complicated a piece of ground in the lee of a building is just as good and much simpler i used to have this little Kit, I learned this from one of the Australian SAS guys that was stationed with us over at Seal Team 1. Park in the day. And it's, you know what a Secrets box is? Socrates? Secrets, I think it's called. The breath mint?

Yeah. Yeah, yeah. It's like a little tin box, right? Yeah, yeah. So in this little tin box, you could open it up. And I had little, like, little wood, little wood thing. little wood placards And they had each little wood placard

Was shaped kind of like a tear drop Okay, so you picture a tear drop Yeah, and then on the tear drop it said PT was the first one And the next one said PL The next one said RTO So this point man, platoon leader, radio men And so I had one of these little teardrops

For each guy in the platoon And then I had like a few pieces of ribbon in there And the ribbon is used to go, oh, here's a road, here's a stream. Okay. Here's a fence. Oh, okay. So what you could do is you could sit down in a perimeter and you could make a little sandtable.

That's what a sand table is. That's what you're talking about. It's like a little diagram of what's happening. And so I had these little, I had like a couple, like a little tiny house like a, uh, uh, monopoly. Like two monopoly houses. So you'd be like, hey, there's a building here and there's a building here. We're going to be moving here. Yeah.

That's what I had. And so you'd be able to break. this thing out, you'd seem like a real pro. So the little, it's weird, I don't think I even know what a placard technically is, but you described it pretty good. It's just a small teardrop representative of the

personnel. And the reason you have a tear drop, the reason I had a teardrop is because then whatever point the thing was pointing out was the way your weapons was facing. Oh, okay, good. Dang, in the monopoly house is, wait, was it a house or a condo? Because they're different. The house is a little green when the Kind of the big red one.

I think it was a green one because it's a little bit more tactical. And those were only, because you couldn't actually show, but you could show how you're going to set up. That would be like the target. So now we see how we're going to set up. Like targets here, boom, you guys are going here. Here's what we're going to maneuver. And then because it's way bad. It's just nice.

Imagine you're in the field and you got to draw in the dirt. Right. But you're finding rocks and you're like, no, this is you, RTO. And he's like, which one is me? Right. All those problems are solved. Yeah, you got a secret box. Show them what's up.

Yeah, man. It's good. Yeah, they do that on a lot of movies for sure. What? The secret box? No, not the particular one, but just create a diagram of the plan, you know, and it's like a rock, sometimes a rock, depending on the movie, obviously. Like, I'm back to the future.

Yeah, yeah. What's his name? Doc Brown, whatever. He made the, this, he's like, please excuse the crude mock up, you know, I didn't have the time to do it to scale. And it's all like perfect. We would go to like these briefings, battalion briefings or brigade briefings. They would have, they had massive sand tables.

You'd walk around on them. Oh, okay. Like all the roads were laid out. You know, a road would be four inches wide, six inches wide. And all the buildings built out of blocks out of just two by four. Somebody said, some private was sitting there sawing up two by fours and gluing them together. Having a good old time. But the thing is, once again, in comparison to the thing that you just look at on a PowerPoint,

when you start walking around that visual, actual model, you get a better understanding of it. Yeah, it seems like you went fully. So get yourself a little scrapbox. All toys? It's like an all toys. Probably. Probably.

Maybe I can make one and like show it to people. I don't think I could find. I used to have it. I can't find it anymore. What? The sucrette? No, the whole little kit that I used to have. Wait, but that you made that kit though.

Made it. It's not like, yeah. Made it. Maybe I need to make one that I could offer to people. Sure. Right? I'm sure there's people everywhere that are waiting. They need to...

Sure. Just to randomly have or what? Like, shoot. All right. Yeah, I think that's a DIY situation. Yeah. Just make yourself. I'm not going to make them.

Decisions been made. Yeah. Kind of want to, though. It is cool because that's the kind of stuff you do when you're a little kid. Let's face it. That's what's awesome about being in the SEAL teams or in the military is like all the things that you did when you were a little kid, you're actually doing for real and it's the best thing. Yeah.

And it's like real. Yeah, I'm like, oh, I'm really doing this. Yeah. I really did that. A real mission. You know, I really, like, I really sat and briefed my guys on, like, killing people. You know, it's, you sit there and you think back, like, well, that's what I was doing. Yeah.

Oh, yeah, I did that. I gave that brief. You know, it's like, it's so lucky to be in, to be in the situation where you get to grow up and do what you wanted to do. I didn't even grow up. Yeah. Yeah. All right. Guides.

Oh, officers and men must know their equipment. They must train with the equipment. They intend to use in battle equipment must be the best operational condition when taken to the theater of operations. Yeah, you have to use what you're going to use. You have to. Guides for officers. Officers must possess self-confidence and confidence of their men and the confidence of their men. Two of the best ways of producing this is meticulously conducted close order drill,

conducted by officers and platoon marches of 48 to 60 hours during which the platoon is wholly on its own. Check. In the first actions, new troops must receive aggressive leadership by all grades, including general officers who must be seen in the front line during action. Check. There is a universal failure to repeat back oral orders. This failure is certain to result. in grave errors. Messages and orders must use concise military verbiage.

So that's the second time he's hitting on this. Makes you start to think, doesn't it? Maybe he's on to something. When you tell somebody to do something, have them tell it back to you. Make it simple, clear and concise. Prisoners, German prisoners over 40, talk more easily than the younger ones.

They must be examined separately and not return to cages where the young ones are. prisoners and other Germans usually talk or prisoners other than Germans usually talk freely and inaccurately they too should be examined out of hearing and later separated from the young Nazis Yeah, you can imagine I mean just like we read in In unit it's not unit 731 oh ordinary men In the police battalion that the older Nazis like they they weren't convinced you can imagine you when you capture them they're like I let me tell you what's going on You you capture a young

militant you know 15 year old Nazi Hitler youth he's not going to say anything to you he's going to say blood and honor

and that's it Yeah Yeah There is a tendency For the chain of command To overload Junior There is a tendency

For the chain of command To overload Junior officers With excessive requirements In the way of training and reports You will leave you will alleviate

This burden by eliminating non-essential demands Boom There you go everybody should listen to that. Part of it, you know how you get in situations where your basic attitude, well, is it,

well, it sucked for me, I had to go through it, and now I'm going to make you go through it too. Yeah. That's what, I think some of this is because that. Some of this is because people lose memory of what it was like. Yeah. And so they start, they just carry on a tradition. Some of it's, I go,

I had to do those reports when I was a new guy. you're going to do them too. Yeah, I wonder, what do you think about that? Okay, I'm not, okay, there's kind of two parts. There's the part where it's like, okay, there's some valuable things that a new guy has to go through. True, true, that seem like a hazing or a blah, blah, blah. But it actually serves the actual purpose, right? And then there's that additional, like, oh, that's the tradition.

As a new guy, you got to, I don't know, pay your dues for lack of a better term. Do you think there's value in that for like? There is some value. There is definitely some value. And also, you know, when, and Leif and I talk about this all the time, when we got told to do paperwork and Leif and Seth didn't want to do paperwork, and they're like, you, Jacco, can you put a stop for this? And I'm like, no, actually, we're going to do the paperwork.

That doesn't mean that I said, oh, I like doing the paperwork and I think it's beneficial. No, I was trying to build a relationship with my boss. As often as I could, especially overseas, I tried to eliminate as much paperwork as possible. It wasn't always successful, but I tried. Yeah, and there is, and you know, when I went to officer candidate school, there was all kinds of things that seem really dumb when you're there. Especially I went there and I'd have been in the Navy for eight years. So I kind of understood what was happening. But those people that had just been in the Navy for 10 weeks when the drill instructor finally said, hey, this is, this is why we do this to you.

And everything kind of makes sense. So there's definitely something, you know, not looking at your meal while you're eating it, right? What does that do? It develops your peripheral vision. yelling everything that you say, what does that do? It allows you to speak with more confidence. Yeah. It makes you learn how to think before you speak.

Think about every time you talk, you have to yell at the top of your lungs. That's what you have to do at officer candy school. Every single time you talk, the entire time you're there, you have to yell at the top of your lungs. So anyone that's shy is going to get over it. Anyone that's like uncomfortable, I had a professor when I went to college. And when she spoke, she covered her mouth. Yeah. Every time she spoke, she covered her mouth.

because she just didn't want to talk. And she was a professor. You know? So she needs to go to OCS and yell at the top of her lungs for 13 weeks. She'd have walked out of there going hand away from mouth, talking confidently teaching the class. Yeah. Let's do it. Yeah, I would assume that's pretty common.

I don't like to yell. You know, when they're like, hey, like actually yell and whatever. Yeah, I don't really like to do it. Yeah. Okay. I'll get you a bill at OCS. 13 weeks of yelling. Yeah.

Maybe get that voice. voice adjusted a little bit check section here on infantry infantry must move in order to close with the enemy it must shoot in order to move I didn't make this stuff up man it's so interesting when people say oh I don't know about that it's like no cover and move is a real thing it's undeniable yeah undeniable When physical targets are not visible, the fire of all infantry weapons must search the area probably occupied by the enemy.

I remember when I learned that for the first time. I remember, I think it was actually, I think it might have been Roger Hayden. That was like, no, shoot, where you think the enemy would be. I was like, oh. Because if you think where they could be, I mean, when you're getting fired at

from a certain area, you look to that area, you can't tell exactly where the enemy is, so you shoot in the five most likely places that you see. And everyone else in your platoon or task unit is doing the same thing, you're going to be shooting at the bad guys. Like somewhere, it reduces, and when you're doing that, it reduces the accuracy of his fire and increases our confidence. Shoot short, this is another thing we learned all time.

Ricoshaes make nastier sounds and wounds. Do you understand that? So when you're shooting at a bad guy, shoot low. Yeah, someone who's saying that? I think it was Roger Hayden. We all, yeah, it's probably Roger Hayden. Walking it in with a machine gun. Yeah, yeah.

Yeah, yeah. The ricochets are flying. What ricochets, that means the bullets tumbling when it hits you. It's a nightmare. Yeah, and if you don't, or if you shoot high, it doesn't hit anything at all. Yeah, that's right. That's right. So shoot short, ricochets make nastier sounds and wounds.

To halt under fire is folly. To halt under fire and not fire, is suicide move forward out of fire officers must set the example next well skip a few sections here few men are killed by the bayonet many are scared of it bayonets should be fixed when the firefight starts bayonets must be sharpened by the individual soldier the German hates the bayonet and is inferior to our men with it our men should know this. That is psychological warfare.

Like what he's actually doing, sure, bayonets are psyched, but what he's actually saying there, he's saying that, you know, you have to sharpen your own bayonet, think about the psychological beauty of that scenario. Yep.

Yeah. And then you think the German, does Pat know the German individual soldier? He doesn't know that. But you know what? I'm going to tell my freaking entire third army that the German hates the bayonet. They're scared of it.

It makes sense. And we're better at it than they are. And even starts this whole thing. A few people are even killed with a baynette, but doesn't matter. You're scared of it, sharpen it. We're better than them with the bayonet. It makes sense. Like if you see, I don't know, even a picture of a guy,

but let's say like a guy, some crazy guy, your enemy. He's mad he wants to kill you. And he has a gun. You're like, okay, he has a gun. We all have guns. All good. But if the guy has a psychotic blade on the front of his gun and he's like, sharpening it himself.

You're like, bro, I'm not going to near that guy, but he's like, that knife makes him seem crazy. There is something very zen and beautiful about sharpening your knife too. Yeah. Like it's a soul cleansing task. Yes, sir. Sharpening your knives. And you know,

now I'm adding to that, sharpening your shovel. Good idea. Next, the M1 rifle is the most deadly rifle in the world. If you cannot see the enemy, you and at least shoot at the place where he's apt to be. Same message there.

He's got something in here. I might not have outlined it. But just he basically, you know, these things that he's saying, he knows that he's saying them for the psychological boost for his troops. He says here, the defense will consist of mutually supporting small groups

arranged in depth and completely wired in. He didn't say overlapping fields of fire, but he should have. Minds will be placed. Talks about artillery, talks about armor, talks about recon, talks about anti-aircraft and anti-tanks. And look, all those things are brilliant and I'm not breezing through them because I don't love artillery and I don't love armor. Anybody that knows anything about me knows that I love armor and artillery. But the sections in this are very, very tactical.

He talks about maintenance. Weapons will be kept in perfect order. Preventative maintenance will be enforced particular attention should be given to tire pressure lubrication battery voltage and water in radiators Vehicles will be serviced and made operational before their crews rest Vehicles will be marked in accordance with paragraph 6 tack 14 AR 850 tack 5 We were we did a long long mission like a whole cycle of darkness my first deployment and and we got back to base and everyone was beat and my leading petty officer was in the he was the lead nav and the lead nav guy is the kind of guy that directs the convoy and we drove we got back to the gate in bagdad at our base at bagdad and he's like he comes up on the radio and he's like hey boss can we just take the vehicles back and refueled you know later and I let it sit right there like that.

I didn't say anything. And then I finally go, negative, take it to the fuel depot. And he's like, Roger. He already knew that. He already knew the answer. Right when you jammed up the rhythm. Right when I jammed up the rhythm.

He already knew the answer. And he was like, Roger. And I let everybody, I let everybody, because we're exhausted, man. It's been, and it was freezing cold. It was freezing cold. It was raining. So it was raining.

So the, and this is before we had doors. We didn't have doors on our home vs. So it's probably 35 or 40 degrees because there was a little bit of sleep happening. So it was right around the freezing mark. And we did probably a four hour drive to get to the target area. The target was outside. It took us a few hours to get this whole thing settled. We ended up with a giant, we ended up having to move around a giant cache of weapons that we captured.

outside in the rain, blah, blah, blah, and we get in the vehicles. And so you're in the vehicles, it's 35 to 40 degrees. It's raining, and you've got a 50 mile an hour wind the entire time

because the door's the door's open. So everyone's freezing. When we get back, the sun's coming up. So it's been an entire cycle of darkness, so I don't know how many hours, but it's something like, no, there's no sleep.

Yeah, and LPO comes over the radio. And he's like, hey, boss, can we just take it back to a camp and fuel up vehicles later? And I'm like negative Let's take it to the fuel people He's like where was this that it was Baghdad Dang gets that cold, huh? Yeah

Yeah, middle of winter Cold, especially with that 60 mile an hour wind Yeah So there you go That's the deal That's the deal You take care of that team gear Because I guarantee you

That one time you decide you're going to Not fuel up the vehicles That's the time you're going to get called out in a QR And we would get called out on QRFs pretty regularly. Not all the time, but I mean, it was no, it was a high, it was a decent percentage, not a high percentage, but there's a decent percentage that we could have called them and said, hey, we need QRF out here. We need QRF over there. You need that cool. Cool.

You need quick reaction for us, meaning troops are in trouble. Hold on while we refuel our vehicles. No. Yeah, yeah. No. We're never going to do that. And that's not to mention the precedent, right? Where, you know, and this goes for anything or whatever.

I know it's very prevalent with kids where, you know, they want to push up against the rule, not in some, you know, hostile way or whatever, just sort of like, let me see. Yeah, like, you know, like, I don't know, no dessert during the week or something like this. And then it's like a week night, hey, can we have? Come on. We've, you know, we've been. No. Not happening.

We're not doing it. Yeah, you can desert that one day. It's kind of like, ooh, they know, like, ooh, sure, that's the rule. But under certain emotional circumstances, maybe we can get away. The cool thing, I mean, and, you know, hey, you know what, LPO's looking out for the boys. Yeah. Which is part of the job, right? There's a push-pull, right?

There's always that push-pull. He's looking out for the boys. He knows their time. Hey, look, even if we got called for QRF, we're not super effective because we've been up for 20, 30 hours, right? Yeah. So we're not super effective. And he's probably thinking about that, too. Yeah.

Yeah, that's actually a good point. He would technically have, like, a little argument. Yeah, it's an argument. You know, it's like, hey, we're like less effective and rest is important, as Patten said. So, hey, man. So, yeah, makes sense. But we had to hold the line on that one. Yeah, that makes sense.

The QRF situation makes more sense. Yeah, QRF situation is important. Well, you'd rather the guys be a little bit more tired than the vehicles be unempty. There was a good moment of silence on that one. The other good moment of silence, we got, this is again, my first deployment to Iraq. and we got ambushed in a convoy. And pretty typical, I was in the number two vehicle, pretty typical that the enemy wouldn't realize where we were

because we would drive really fast, blacked out. They wouldn't realize until towards the end of the convoy. And so in this particular one, we got ambushed, and it was mostly centered on the back vehicles, right? But I was looking, you know, as I'm looking at my field of fight, You know, I can see all kinds of tracers going by. I can see, and then they fired a couple RPGs that went over a convoy and exploded on my side of the road because they ambushes from the other side.

So this big ambush happens and, you know, the call comes out, which actually the call was made by the same guy that was asking a question earlier as the LPO who's lead nav. And, you know, he's a push through, push through, which is totally normal. So we did it. And then we just keep going, right? And I don't say anything. And then my platoon chief, again, both my LPL and Patoon Chief, awesome guys. We always had a good time, but he comes up on the radio.

And you can hear in his voice, he's a little bit, a little bit spun up, you know. And he's like, he's like, he's like, hey, Jocko, you heard of God ambush back here? And I'm just like, a long moment of silence. And I said, Roger. And that was it. We did what we had to do. But those are funny moments of silence that happened from time to time. Because everyone's kind of, because in my platoons, in my tasking, no, talking on the radio was so limited.

Like no, basically no one talked on the radio, you know, unless you had something really important to say. And so when there was something on the radio, everyone was 100% listening to it. And when someone was asking me a question, everyone was 1,000% listening to what my response is going to be, especially when it's like, hey, we might get some more sleep or, hey, we just got ambush, does jock or no? It's like both those people are going, what are we going to do? Because there's a possibility. It's like, hey, I'll stop. We're going to turn around and go and hunt down these people that ambushed us, which is not a good idea. And we didn't do it.

But, you know, everyone's thinking maybe I'm going to say that or maybe I'm going to say, whatever. But everyone's listening to what my response is going to do. A little moment of silence, dramatic effect, possibly. Possibly. Yeah, possibly. Or I'm just actually, here's what's actually happening. I'm sitting there considering the situation, you know, okay. Is everyone okay?

They must be or we get a casualty report. Or, hey, maybe we should go to sleep before you feel. I'm thinking through the actual situation. I'm not just, you know, trying to be a jerk. Right. Trying to be cool. Trying to be cool. I'm actually thinking, okay.

I know we got ambushed. I'm waiting for, is there a casualty? I think you know I might as I'm like are we up or no if the push through call comes everyone calls calls vehicles up up from there six is up five is up four is up three is up so I already know everyone's good we're already good you know check all right this last section is called care of men which once again you know you look at the you look at the leadership strategy and tactics manual and some of the most important things that I try and make as clear as possible is that you got to You got to care about your men. You got to care about your people. That's what you got to do That's what Mukayama taught me. I mean, I wouldn't say Mukayama taught me that But when he said it, I was like that's the underpinning of everything, you know? This thing that's been a a tenant of my leadership principles a let's call it a let's call it a a sort of a flying below the

radar tenant you know like oh yeah you could take care of your people yeah totally get that but when I heard Mukuyama general Mukuyama talk about it and we talked about Hackworth and just I was like oh yeah yeah it's not just it's not just it's not just on under the radar. It's the real thing. So, hence, General Patton, he's got an entire section called Care of Men. Officers are responsible not only for the conduct of their men in battle, but also for their health

and contentment when not fighting. An officer must be the last man to take shelter from fire and first to move forward. Similarly, he must be the last man to look after his own comfort at the close of a march. He must see that his men are cared for the officer must constantly interest himself in the rations of men he should know his men so well that any sign of sickness or nervous strain will be apparent to him and he can take such

action as may be necessary again why is he talking about this this is patent this is he known they show in the movie the big scene where he slaps around the guy is a coward and all that stuff get i get this guy out of this uh ward he had this reputation that he's like abusive freaking care about your men and think about what he's saying here like the last the last guy to move for cover the last guy to take care of himself after a march the rations go to the men first everything is about the troops that's what a leader is uh continue he must look after his men's feet see that they have properly fitting shoes in good condition that that their socks fit loose or tight socks make sore feet he must anticipate change of weather and see that proper clothing and foot

gear is asked for and obtained. So that's what, that's the last thing that he talks about is caring for your men. The successful soldier wins, battles cheaply so far as his own casualties are concerned. But he must remember that violent attacks, although costly at the time, save lives in the end. So, yes, that once, it's the same message he's been giving. violence, although it seems like it's going to increase casualties, if you attack violently, it will save lives in the end.

And that right there is the best way that you can care for your people. Have them ready, have them trained, have them disciplined, and then go on the attack. And this thing is signed. G.S. Patton Jr., Lieutenant General, U.S. Army. commanding. So, awesome information from patent once again.

And I've got some more, we may even roll right into, I've got some more patent stuff to talk about, you know, because there's some things that people freak out about. It's very flamboyant, right? Sure. Let's face it.

That's not really my style, right? Flamboyant's not really my thing, right? Sure. So he's got some things that, We're going to need to talk about that we will. Perhaps we'll do it next time, but eventually we'll get to it. So Patton, don't throw the baby out with the bathwater if you don't like that, those parts of them. Because believe me, as flamboyant as this guy was, he was about discipline.

He was about taking care of his people. And we can all learn a lot. We can also talk about the fact that, you know, he sometimes didn't play the game. And he didn't get the positions he wanted to probably oftentimes because he didn't play the game. So we can talk about all that stuff. For now, we're going to hold what we got. Just did some live gigs. And I've done D.C., New York, Austin, L.A.

Everything sold out. Seattle and San Francisco will come, but they're both already sold out. But anyways, it's been awesome. It's been an incredible experience and meeting everyone. And I can't, this isn't to ask you to come because they're already done. but I just wanted to say to everyone that came out to them, thank you for coming to them. They were incredible to be a part of.

And I will schedule some more of them. And maybe Echo will come. Maybe. Are you going to come to Seattle? San Francisco. San Francisco. Okay, cool. Sold out.

So if someone was just kind of waiting to hear if you were going to be there too late. Awesome. You know, with that, Echo Charles, we are trying to be, you know, we're taking advice from General Patton. We're trying to be more disciplined. We're trying to be more courageous in,

we're trying to be physically hardened. We're trying to be better. What do you know of that can perhaps Help us in all those arenas. Aside from sharpening our shovels, we can. All right, we're going to do Jiu-Jitsu train today. You didn't. I did.

You did it. You were preoccupied doing various things. I was actually preparing for this podcast, which is what I have to do. Yeah. Well, I prepared for this. No, no, no. You press record, which is great. It's more of a mental preparation, but, you know.

Nonetheless, I feel good about that. How did you feel? Okay, be honest, were you like, was it bothering. I did not make my goal. My goal was to be prepped by noon, come in here, train, shower, record. That was the plan.

I did not accomplish my mission. So I had to prioritize and execute. We owe this podcast to our people. We will not prioritize my purpose. personal agenda of training above taking care of the troops. The troops expect a podcast. Yes. On Wednesday, Tuesday night even.

Yes, sir. We must deliver. That means I have work to do. I know it doesn't mean anything to you. I know it doesn't even fear with any part of your personal life, any part of your personal time, but I have work to do. It does. It's just more psychological.

Okay. Well, you keep telling yourself that. I'll be over here grinding. The bride. Of course. And, you know, I only say that because when you came in at the tail end of training, you know, you're ready to, you know, to record and you're prepped and you're good. Even the way you made me look, you looked at me in a way that I was like, okay, cool, I can get changed right now.

What's what is? That what you just said was written all over your faith. Like you came in. There were some, you know, there were some people here, you know, boom, Jocco's, you know, here taking some pictures or whatever. And meanwhile, I'm looking at you. And you've seen me and I've seen your face like, oh, man, you're over training. Like, you're lucky, you know. And here's the actual funny part.

I'm just remembering that part. The funny part is when you walked out on the mat, you took off your shoes, you walk onto the mat. And when you walk up on the mat, I think this is just kind of in all of us anyway. It's where you sort of like, you feel like, for lack of a better term, the energy of the mat, you know? So that's why it feels weird. If you have your regular clothes on and you walk out on the mat, you're like, bro, you feel weird. It's not jamming or it's not

Vibeing together, you know? So you walked out on the mat They're like the look in your eye Kind of like you were kind of warming up or something I know. Because think of how many thousands and thousands and thousands of times When I take off my flip flops, my slippers, what we used to call them in Hawaii,

I take off my slippers and go on the mat. It's like that means something. That's like when I used to put down my nods on my, you know, on my helmet. You flip down your nods all of a sudden it's like, okay, it's on. You lock and load your weapon. You're like, okay. You lock and load your weapon all the time.

You get, do it in your, you're like, okay, cool. This is it. So I walk out on the mat, take off my, take off my slippers and walk out on the mat. You felt a little something. And, you know, it's like, yeah. And I see you kind of giving off a vibe, right? When I, because you were, you were literally pacing. Oh, for sure.

We weren't we. We weren't being hostile making jokes like that kind. It wasn't like, hey, why aren't you? It wasn't that. We were talking about something like for like legitimately normal, but you were pacing out there. I was like, oh, I wanted to freaking train really back today and that pissed me off. Hey, man. That's life.

Actually, let's go, okay, so Jiu-Jitsu, that's one of the many good things about Jiu-Jitsu. And I mentioned this before where it's like so good exercise, so good mentally, physically, like all this stuff. It's literally fun. Yeah, it's literally fun. Yeah, like if you come in and this goes for me, even if I'm like there just to record or whatever and not to train. I'm here for a specific reason not to train or whatever, and I come and I see people training or whatever, I literally feel like I'm missing out.

Like I'm missing, you know how like when your friends go hang out and go do something and you gotta stay home and like do homework or whatever. I feel like that. I feel like you kind of missed out a little. I did. Sorry, bro. It's all good. But to me this podcast is very good, so I'm kind of glad you did.

And the good news about it is Jiu-Jitsu is going to be here. It's going to be here next week. It's going to be here next week. But I can't ever get this day back of training. Yeah, but that might have been a little something that I could have learned. Or maybe next time is going to be a little something. It's all part of the game. Ups, ups, downs, you don't go every single day.

That almost sounded like a threat, right? No, sir. And it's not too late to trade right now, because we will do it. Not a threat, you know, I'm just saying that's how it goes sometimes. You said a little something. I meant learning wise. Okay. You know, nonetheless, hey, it will be here.

And actually, which kind of lends support to the point that, hey, not everyone is doing Jujitza right now. But guess what? It should be. If you go tomorrow, it'll be there. If you walk in tomorrow. Yeah. And also, if you walk in and it's your first day and you don't know anything about it, there's other people.

Everyone on that mat has been there. There's nothing to be embarrassed about. Go get on the mat. And in fact, chances are, that's a good point right there. Because chances are more people are going to be like new people than advanced people. Sure. It could probably, what would you say would be the average if you go in any random? And granted, a lot of times they have a beginner's class,

which is even bigger percentage of new people. I think it's a bell curve. Yeah, it's like half, right? Well, a bell curve. A bell curve. Bottom 10%, like they don't know anything. Or they look, bottom 10% three months or less of training. The middle is whatever, anywhere between three months and five years.

And then there's like the top 10% have been training for, actually at our school is a lot more than, yeah, we are a little heavy on the top end. We're heavy on the bottom end too. No. It's an equal distribution. No, no. You're, our school is so big. And like, you know, there's the key part. There's no ghee.

Then it's like where, you know, like the advanced guy is kind of gravitated. When I get on the mat, there's most, there's so many people that have five years, eight years, 10 years. It's a lot of people. That's true. But there's a bunch of people, too, that just started. Right. You know what it could be? And then again, I'm over here just researching it right now in my head where it could be.

That's not research, by the way. No, no, not at all. Actually. That's just thinking. When you go out on the mat and you see all our advanced guys, or should I say all the guys that are here that are advanced, Chancellor, you know them. So they're like, oh, man, we have a lot of them, you know, whatever.

But meanwhile, I could say the same thing about people that I don't know. Yeah, I guess. Yeah, that's true, too. Because I don't know that guy. He must not ever train before. He could be training for a year. Right. Yeah, that's true too.

I mean, if someone's training here for a year, I know him. Yeah. But anyways. He's like a different schedule. Yeah. But yeah, I think so. But then you have to think about the belt distribution curve too. It's like super bottom heavy because as you progress up the belt ranks,

you either progress out. Yes, exactly right. Because you progress out of the belt or out of jiu-jitsu. Okay. So you mentioned ghee, no-gis. What does all that mean? Thanks. Anyway, all right.

Get a gea, get an origin guy. Everybody knows that's the best ghee in the world, straight up factually. you mentioned facts versus opinions is the fact not an opinion happens to be made in America along with other stuff OriginMain.com Is where we get these things

that are made in America? All this stuff including Are they 100% made in America? Yes. What about where the substances that they're made of? Where are those things from? Like the cotton that's grown

so they can put it through the loom to a million different moving parts in the loom by the way and made into the fabric that is woven and then constructed into various items. Okay. Including geese and including jeans.

Oh yeah. Jeans. Boots. Boots. T-shirts. Shirts. Rash guards. Boots.

Cootting is what we're talking. Beanie. Okay. So you can get a lot of clothing. Made in America. Best clothing ever. In the world factually. Yeah.

How many jeans have I owned in my life? Probably. Okay. My adult life, I've probably owned, let's call it, not a lot, there's not a lot of genes. Because I would have jeans for like eight years, right? Seems about right.

Maybe eight years as long. But anyways, I'd have jeans for a while. Yeah. I probably had 20 pairs of jeans in my adult life. Now, my genes, origin jeans, are the best genes that I've ever worn. Now, I can't say I've ever worn a pair of, $640 What are those called?

Skinny dudes No, I haven't owned any of those I haven't had any of the Low-rise boot cut Yeah, like all Well no I mean, what's the word? Designer jeans Even at the height

Even at the height Of designer jeans Which by the way At the height of all that stuff MMA was totally Wrapped around that stuff Oh right Like if you were to develop, if you were to like find a picture in 2006, 2008 of a bunch of MMA guys, of which you and I both were, there is a high percentage that 50% of the individuals in that picture would be wearing jeans that had non-functional aspects to them.

I think you're right about that. Therefore, they would be determined as designer just. And they cost, you know, several hundred dollars. Yeah. So even at the height of that, you cannot find pictures of me in genes that have non-functional aspects. You can only find me in genes that have functional aspects. I believe that, yes. So check.

You can get genes from origin that are functional. Functional slightly designer. There's no designer to our genes. No designer. Zero. No fashion. No fashion. No, no fashion.

Form follows function. So do they look appropriate? Absolutely. Yeah. There you go. Do they have spirit? Yes. Do they have soul affirmative?

I agree. Well, they're the only jeans that I wear. So, you know, obviously I'm not, I'm trying to tease out the, you know, the, you milked up there. No, not the Delta 68. Oh, you know, just the race. regular, you know, functional ones that I got. Oh, yeah.

Very good, though. Nonetheless, yes, origin, mane.com. You can get all this stuff. Also, supplements, joint warfare, creole oil. These are for your joints. Maintainte. Stay in the game. For real.

You can be super strong. You can squat 600 pounds, literally. If you can squat 600 pounds, but your joints are jamming you up, right? You're not squatting nothing. No. Maybe you'll do your warm-up set. Yeah. And then just sort of not squat or whatever.

I'd live, whatever you're doing. Nonetheless, joint warfare, it's cruel oil. These are very good for your joints, and they will keep you in the game. Discipline and discipline go. I'm not going to say that I lived off of it on my last week and a half

where I was getting zero sleep and just having to do interviews with people. Well, those things end at what, nine technically, but you just go, right? Because you don't like leave. Oh, no, no, no, that's cool. No, the live gigs, for sure.

but getting interviewed by whatever, different news channels. I had to wake up at 1 o'clock in the morning to go on coast to coast a.m. Have you ever listened to? Not that I didn't know. Anyways, I was up at 1 o'clock and went 1 to 3. And then at whatever, 645, I was sitting in a studio on national TV getting interviewed. You know, like, so no sleep, no food, no factor. Guess what?

Displingo gets up. You can feel it. But the can, you can feel it. Mix up some Jocko Palmer, totally good to go. Get your A game on. And take yourself one of the Discipline go pills. Get that hitter. Mulk, by the way.

Yeah. Moke. Is there, Moke, I was like, because I've been, you know, have the big containers yeah but I have the packages left over from the muster whatever or do do does origin yes sell the packs okay okay so yeah if you just real for real just want a hitter that's hitter a little anyway yeah say a monk extra protein in the form of a dessert hitter or otherwise hitter or full dessert and don't forget about the warrior kid milk as well for the kid so that way you don't have to

kid your feed your kid poison unbeknownst to them they think you're giving a treat, which you are, which you are, an evil treat if it's filled with sugar or you can give them something that's good for you. Yeah, the front end. Something that's good for them. So remember, you know, the deal with the devil, right? You know, the deal with the devil, that whole expression? Okay.

So I'm like, well, what does that even mean? You know what it is? It's really kind of simple, and you actually essentially talk about it. It's like basically you do something for short term versus the expenses at the long term. The devil wants you to take the short term scenario. Yeah. Yeah, so that's what the treats a lot of the time for the kids are. It's the deal with the devil.

It's like, oh my gosh, they're so happy with you. Oh, my gosh. They're so, you know, they're behaving so well right now because of the treat and they're so happy. Look at their little smiles in the face. Look at their little diabetic souls being saved by sugar. No. Yeah, that's the devil collecting, collecting on his deal. Yeah.

So don't do that. Joko white tea. Yes, also Jock white tea. I'm into the cans more than the. brew. I'm into both. Yeah. Yeah, I could see that.

But yeah, I'm wearing to the can. By the way, by the way, too, by the way, too, by the way, too, by the way, too, by the way, too, by the way, too, called Jocko store. And this is where you can get more shirts, more hoodies, beanies. Rashcards. Rash guards. Oh, yeah. More representative of the path directly.

Indeed. You're looking at me like you want me to say something else. No, no, no. I'll say, yes, you're right. Yeah. Yeah, well, there you go. Your statement is approved. There you go.

Even jockos said. And you know what's funny, actually? What's funny about you saying this is when I see someone and like at the live events, of course, saw a lot of people that were representing on the path. And I would say to them, you're representing on the path. Yeah. So it's your little statement that you make about representing on the path has now become part of the lexicon of the troopers.

Good. There you go, Echo Charles. Well, good. Yeah, I feel like that's sort of what. There's your contribution. Pressing record and saying that. The lexicon. Yeah.

What does lexicon mean? Like the verbiage, the words that we use. Oh, all right. Boom. There you go. And yes, it is always coming. Let's face it, man, like you see anywhere. Even at an event, you see somebody representing, you're like, you feel a little something.

There's a connection. There's a connection. Yep. Big time. And the last jocco store. dot com. If you like something, get something. Represent, man. Represent. I'll see you in the wild. I'll recognize.

And if you like listening to this podcast, which if you don't, you're not hearing this right now. So I guess we're just talking to the people, everyone that's listening this right now. Because if you don't like the podcast, you're not listening. So if you do, subscribe to it. Yes. Is it important to subscribe? It's not not important. It's not a throwaway thing. So it's some must be. But, yeah.

Do you think when you subscribe, to the podcast, it's sort of like when you were a little kid and you got some new sneakers and it makes you feel a little bit faster. When you actually click subscribe, are you like, yeah, you know, it's a level of commitment that you're making to the, you know, to the path.

Yeah, kind of. It's more of a symbol. No, it's not hitting you. I feel like it's more of a symbolic commitment because let's face it, you can just, you click on subscribe just as easily as subscribe, you know, in case, like, if you don't like

it or whatever. But you know what? Functionally, no, functionally, look. If you live, it depends on where you listen to it. I get it. But functionally, click subscribe. It goes into your little, that little part where you don't have to do a search now or nothing like this. And boom, you know, it's in your, it's in your whole thing. It's part of your day.

Part of your day. It's part of your life. So I think I'm actually correct. Yes. And your initial assessment of my statement is wrong. Okay. When you subscribe, you take one step further down the path. That is true.

You are correct. And don't forget about the grounded podcast, which I'm sure we'll do another one. And don't forget about the Warrior Kid podcast, which I will get some of those done. And don't forget about Warrior Kid Soap, Irishoaks Ranch.com. It's a warrior kid who's actually got a business going, young Aden, making soap so that what week, his contribution to society, making soap so that we all can stay clean. Yep. Also, YouTube for the video version of this podcast. A lot of people watch it.

It makes sense. In fact, you know, sometimes, not all the time, but sometimes the video version will come out, you know, a half day, sometimes even a day later than the audio. Some people freak out about that. Well, where's the YouTube? Where's the when's it coming out? And it's kind of like, hey, no, they say, when's the podcast coming out?

Or say, brother, the podcast's been out. But, and I'm like, no, you know what? They watch it. And it makes sense, too. Smart TV. and whatnot. And the last, we do have a YouTube channel

for this method of consumption. You know, Ty Young Thai from origin? Yes, I do. Him and his friends, they like, on a Friday night, they'll, like, put YouTube on and just watch

the podcast, watch Rogan's podcast, whatever. Like, that's what they're doing. Yeah. As if they're watching UFC, but no, they're watching us talk about,

you know, patent or whatever. Yeah, well, and it kind of makes sense where you, when you think about it, Okay, so the content wise, okay, good. The content is the content. It's good content.

But to sit around and watch, like, remember like old school back in the day? I don't know, 60 minutes. I'm sure it's still on, but whatever. It's like, oh, yeah, 60 minutes special with, I don't know, Michael Jordan or whatever they have on there. And it's just one person talking to the other person asking questions, a Q&A, essentially. I guess people watched it. This is the same thing. Same thing.

Except the content's a little bit different, of course. So that's saying a lot for sure. I think it's better. You know what's I mean yeah because 60 minutes in even 60 minutes Yeah, because there's commercials in there and then there's three stories so you're actually getting 12 minutes or seven minutes What do you what you could what can you learn about Patton's theories of combat in seven minutes Just learn like maybe partially one of them maybe maybe maybe Don't do that nonetheless Ty keep that up

And all his friends hanging with him I mean keep that up that's good Psychological offer. Oh yeah YouTube channel. Yeah, we have YouTube job that's that was the point of my whole thing. Oh, and people should subscribe to it? I say they should, yeah. It's beneficial. It is, the thing that's cool is your, it influences what you see on your YouTube

homepage, which I'm look, I have YouTube red. Me too. Or whatever, YouTube premium. They called it now. It used to be red. I'm in school. And look, I'm not trying to, I'm not trying to make Google more money by telling you to get YouTube red or

YouTube premium, but it's $9 a month and you don't have to watch it. A single advertisement on YouTube ever again. Oh, yeah, because they'll sneak up in the middle of the podcast. I know I saw on YouTube comments on one of our podcasts. Someone said, can't believe you're advertising. I can't believe the advertisement that popped up at whatever. And I said, can't believe you won't pay $9 a month and never have or have to watch the advertisement again.

Premium YouTube. Worth every penny. I don't throw that out there either, man. You know me. I don't like to spend that extra money. Right. But it does make sense because, like, okay, so I have like a handful of YouTube channels. And they're not all premium.

So when I go to the other channels to do whatever and then I like, whatever, forget to sign back in or whatever. And then the commercial will pop on. I'm like, bro. Like, you're like traumatized. Right. It's an event. It's an event. Yeah.

That'll happen to me like, I'll be my, I'll be one of my kids will show me something. Oh, hey, watch. this YouTube video. And so they're like, I'll go, oh, cool, let me see. And they pass me their phone or whatever, I'll click play. And I'll pop some advertisement. And I'll throw the phone at the wall.

Get a job. And get YouTube premium. Anyways, don't forget about psychological warfare on iTunes, Google Play, and B3 platforms, a little something to help you maintain your discipline when it counts. And also to help you maintain your discipline, we got Flipside Canvas, which is owned by Dakota Meyer.

to help you visually maintain your discipline. Also got warrior kid stuff on there. We got Mikey and the Dragon stuff on there. All kinds of good stuff on Flipside Canvas.com. As far as books go, got some books. We got the Leadership Strategy and Tactics Field Manual. Thank you, everyone, for getting that book. Appreciate it.

It's live now in stores everywhere. If you need to get some for every single human being that you know, you can get them. are available. Got Way of the Warrior Kid 3 and Way of the Warrior Kid 2 and Way of the Warrior Kid 1. So check those out as well. If you have a kid, if you know a kid, if you want to help a kid, if you want to help a kid become a better human being and to literally have a better life, get them those books. Mikey and the Dragons. Same thing. Kids are scared. The world is a horrible place. Let let them learn how to overcome their fear. Mikey and the Dragons. Disciplineers Freedom

field manual, how to get after it. Extreme ownership, dichotomy of leadership, myself and my brother Laf Babin talking about the principles that we learned in combat and how you can apply them into your business and into your life too. You can also have one of us come and talk to your company, one of us on the echelon front team. You know who they are. And what we do is solve problems through leadership. So go to echelonfront.com. For details on that, EF Online,

leadership training is not an inoculation. You need to follow up. You need to drill. And the way you do that is with EFonline.com interactive leadership training. We have the muster. Muster coming up.

Go to extreme ownership.com if you want to come to a two-day seminar conference engagement about leadership. There's three of them this year. Everyone that we've ever done has sold out. These are going to sell out to. And once they sell out, you can't come.

And there's nothing we can do about it. We can't, like, we have the space and then it sells out. There's no more space. So if we want to come, go to Extreme Ownership.com. And then EF. Overwatch and EF Legion, if you need people at your business that know how to win and know how to lead and understand Extreme Ownership and the principles they're in, then go to EF, EF Legion or EF Overwatch. And if you are a military veteran transitioning out of the military

and transitioning into your next mission, go to EF Overwatch or EF Legion. And we will connect you with the company that is awaiting for you to come and lead. And if you want to hear more from Echo Charles, if you want to hear more from me, if you have a question, a comment, and answer, then you can get in touch with us through the interwebs on Twitter, on Instagram,

and on the face. Echo is at Echo Charles, and I am at Jocko Willink. And thanks to everyone for listening to this podcast. A podcast that would not be possible without your support. So thanks for listening and thanks for spreading the word and thanks for telling your friends and thanks for getting some Deaf Corps gear or some origin gear, all of which supports the podcast.

And of course, the true reason for this podcast's existence is because of the safety and security we receive from the soldiers, sailors, airmen, and Marines who defend us with their very lives. So thanks to all of you and to our police and law enforcement, our firefighters and paramedics, our EMTs and dispatchers, our correctional officers in Border Patrol and Secret Service, and all of you first responders, you also provide us with safety and security,

and we thank you for that. And to everyone else out there, remember that like what Patton said, all heroes are not storybook combat fighters. No, every single man plays a vital role. Everybody has a job to do. Every man is a vital link in a great chain. Every man does his job. So don't everything that the job that you're doing is unimportant.

You're playing a role. And Patton makes it clear that when you're doing your job, the key is don't ever let up. instead every minute of every day go out there and get after it and until next time this is echo and jaco out