Jocko Podcast - 429: How These Laws of Combat Leadership are The Framework for Leading Your Life

Episode Date: March 13, 2024

Exploring the 4 Laws of Combat as a framework for life and all relationships.Support this podcast at — https://redcircle.com/jocko-podcast/exclusive-content

This is Jocko podcast number 429 with Echo Charles and me, Jocco Willink. Good evening, Echo. Good evening. There is no single inoculation to establish good leadership for the individual or within an organization. You can't read one book, attend one seminar, or listen to just one lecture and suddenly be ready for any leadership challenge. Striving to become a good leader or to build good leadership inside of an organization

is a campaign. a continual process that never stops. Like any skill, leadership takes practice. The more practice is put into leadership, the better the results and the better leadership capability. Leadership can be practiced by reading about leadership principles, discussing leadership scenarios, role playing, reviewing case studies, and a variety of other methods. Remember that there isn't always a clear answer to your problems. leadership is not a scientific formula inherent in leadership are human beings each with their own

personalities idiosyncrasies opinions egos and agendas it doesn't take only one standard process to lead it takes skills it takes practice it takes knowledge and patience and compromise and perseverance but the more you know and the better you understand leadership the better leader you will be. Whatever challenges you may face, leadership is the solution. And that right there is part of the intro from the companion workbook for the book Extreme Ownership, which was written by myself and Laf Babin. And we published this through our consulting company, Esselaunt Front. And we put this workbook together, in response to a high demand signal from people and from clients who wanted more tools to help

their leaders at their companies and at their teams to become better and more effective in their roles. So we put this workbook together to help leaders facilitate training within their organization. And we work with a lot of companies that this workbook has now become an integral part of their leadership development programs. They use it alongside the Extreme Motorship Academy, which is our online training program. And it's been very effective. And why has it been effective? It's effective because it's based on thousands and thousands and thousands of hours training

leaders. I mean, you think about all the, I mean, you've been, we've been doing this podcast for eight years. Eschlon Front's been around for, I think, 12 or 13 years. I was doing this in the SEAL teams for more years. And then you multiply that. Then you add Laif. Then you add Dave and JP and Jamie and the rest of the team at Eshlam Front.

And we're all constantly giving feedback and getting feedback and what's effective in transferring this information and making people better leaders. So we've distilled what works and what doesn't. What's important? What's not? Where to focus to help leaders become better. leaders and we put this book together to sort of help out but I just wanted to I was reading through it this weekend and as I read through it I was like there some stuff in there'd be interesting to convey to everyone and so I guess that's where I highlighted some of it and thought let's go go

through some of this on the podcast and then people can get there and by the way on this book it is available on Amazon it's the official echelon front companion workbook for extreme ownership learn lead win by jocco willink and layf babbin there's the rip ripoffs on there there's like fake ones knockoff ones um if you look at the reviews you can distill if you look at the one star reviews that some of them will be like this is this is a bunch of grammatical errors don't buy that one by this one which has good reviews and um so with that let's get into some of this stuff it's good summary here's the other reason why I was thinking about this I was thinking about this with the reason as I read this I was like man this is

the kind of stuff you ever get like an arm lock class in jiu jitzu from Dean Lister and you're like dude like I forgot about that yeah or he teaches some sweep and you're like oh I wonder why that never worked oh it never worked because you didn't do this little thing yeah and I feel like leadership's the same way where I feel that way. A little time goes by and you kind of forgot that little detail and then you stop using that move because it didn't work that time and then the next thing you know you look up and it's just out of your it's out of your your repertoire. Yeah. You're not using it. Yeah. So you got to be careful that. Um, first section here, leadership, the most important factor. This is a little

synopsis of the Battle of Vermont prior to this, but we say this when we talk about leaders. We are not only talking about senior leaders. We are not only talking about leaders in charge of 500 or 500 people. We are not only talking about leaders in charge of 50 people or five. We are talking about everyone. Everyone is a leader. Even the frontline, soldier, sailor, airman, or marine that takes ownership of their part of the mission and executes. It was leadership at every level that brought victory in the battle of Vermont. And it is leadership at every level that brings success to any company or team.

So when we talk about leaders, no matter where you are in the hierarchy of your organization, we are talking about you. So sometimes people don't think of themselves as a leader for whatever reason But if you interact with other human beings you're a leader and this is this is so important Leadership is a skill it's a skill that you can learn it's a skill that you can get better at and if you think you're just gonna be naturally good at it It's a problem now listen I just answered this question talking to a company the other day are there if we're playing basketball are there some people that are naturally six foot eight yes there do they have an advantage in basketball yes they do 100% they do if a six foot eight person doesn't never played basketball before and has to play against someone

that's five 11 and that five 11 person's been playing his whole life who's gonna win five 11 511 all day have you ever seen a guy they call the professor the professor oh the basketball street basketball. Yeah. Yeah. He's probably 5-11 is my guess. And he schools people. Yeah.

Because he got a good jump shot. He's not to mention he's got like the sickest dribbling skills. But there you go. Take a 6-8 guy. Huge natural advantage. But the professor's going to light him up all day. The other dude might not even score a single point in like a game to 11. Might not score a single point.

The professor's going to win. So take that and put that in basketball. Put that in leader. In leadership, there's going to be some people that have some natural ability. They're charismatic. They got a loud voice. They're articulate. They're smart.

Like, all those things are helpful. But if you take that person that's smart, charismatic, and articulate and they don't have any leadership skill, they're not going to be a lead very well. Maybe they can lead a little bit better than someone that has none of that. But if that person that has none of those natural gifts, trains and studies, and practices the skills of leadership, they'll get better at it. And leadership applies up and down the chain of command. If you're a, right now, if you're listening this and you're a plumber in a company

that has 47 people in it, and you just got hired last year, and you really are at the bottom, the bottom rung, you're a leader. And the way you interact with your other plumbers, the way you interact with your boss, that takes leadership. The way you interact with the family of the owners of the house that you're working on, that's leadership. It's leadership when you interact with them. If you're a mid-level manager, you're in a leadership position, obviously. If you're a senior level person, obviously you're in a leadership position.

But no matter where you are in that chain of command, you have to use leadership skills. And that means you need to know what those leadership skills are. So that's what we're doing. So there's a little introduction section. What's cool about this book is it breaks out like these implementation questions that you're going to use to facilitate discussions. And one of them here for this opening is in Ramadi, Seals, soldiers, sailors, Marines, and Iraqi soldiers worked in close cooperation. In what ways does your team cooperate with other teams to accomplish the mission? Good thing to think about.

And here's an important part of this. In any endeavor, in any valuable endeavor, a group of people is going to be better than one person. And you might even think of an MMA fighter. They're going in the cage by themselves, right? Sure. But if it wasn't for that team, if it wasn't for that coach, if it wasn't for those training partners, if it wasn't for that nutritionist, if it wasn't for that physical therapy guy, There's a whole bunch of people that

Honestly, they wouldn't even make it to the cage if they didn't have So you have to work together with other people That means putting your ego in check that means listening That means subordinating your own ideas to other people's ideas and listening to what they have to say Because let's face it dude you get around like a an MMA fighter That thinks he knows everything Yeah, ain't gonna work Yeah

Going fast forward a little bit and this is a little bit and this Look, I'm skipping over all kinds of information that's in the book. I'm going to get some of these highlights that stood out to me as I read through it. The first part here is winning the war with. And this all matches up with the book Extreme Ownership. So chapter one, extreme ownership, here's the little review section. There are no excuses. There is no one else to blame.

On any team, the leader bears total responsibility for the performance of that team. This applies to everyone, no matter where you are in the rank structure of your organization. When we say leader, we mean leaders at every level. For the most senior leaders at the top of an organization to mid-level management, to frontline leaders right down to the frontline trooper or individual contributor. We're talking to you. You own it all. Total responsibility, particularly for failures, is a difficult thing to accept.

When things go wrong or something bad happens, it's easy to find someone or something else to blame, such as bad luck, circumstances beyond your control, or the poor performance of others. But when you blame someone or something else, who solves the problems? no one. Therefore, the problems persist. They get worse and the team's performance suffers. But when you take ownership of problems, examine what more you could have done to improve the situation and implement a solution going forward. The problems get solved. That is the power of extreme ownership. All right, so I want to apply this. Look, we're talking about leadership,

we're talking about business, we're talking about life. I want to apply this to us as individual human beings because if things aren't going the way you want them to go in life and You think it's because of your boss your parents your teacher your coach your siblings your friend group like all those things All those people they're holding you back if that's what your mentality is You're kind of screwed. And no one, this is really hard. I'm saying this, like I hesitate as I say this. But this, quite frankly, this is sort of the premise of extreme ownership.

Because the minute you say, you know, my boss doesn't like me. That's why I don't get promoted. Okay. Well, don't do anything. Because it doesn't matter because you're Boston like you. It doesn't matter. You know, my team, they're not as qualified as the other team. That's why we keep failing.

Okay. So just, you know, go through life. Well, you know, my first. friends, they always just want to go out and drink and like there's not into the healthy lifestyle. Okay. Well, what are you doing? It's and this is the thing, man. It's so easy to fall down this path. So easy to, so many people make that mistake of blaming us someone else. You can blame something else. But most of the time, when I see people that aren't on the best, in the best circumstances in their life, most of the

time it's they're blaming other people my boss my coach my peers my team my wife my husband my mom my dad my brothers my sisters my family you name it my teachers whatever but it's not my fault it's everybody else's fault and therefore I'm just a victim of what's happening just I'm just a victim of life this is counter to the idea of extreme ownership because if you take extreme ownership it's like oh my boss doesn't like me what can I do to improve that relationship my team isn't performing well how can I help them improve their performance my coach doesn't put me in the game what can I do to get my coach to see that I'm worth putting in the game my wife is complaining that we don't have what we need what can I do

to get us what we need and this just goes on and on and on and on but what I think what I think why I think this happens is because we all inherently know that we can't control other people we inherently know that look you can you can influence them hopefully but we inherently know that we really can't control other people so therefore echo Charles when you say you know coach doesn't like me and it's really easy for me to go oh man that sucks because you can't control your coach so therefore I sympathize with you and now I kind of give you the out as well that you're not getting any playing time because coach doesn't like you and there's nothing you can do about that. You're just cursed. It's all a big acceptable lie. So be careful of

this in your life. Please do me that favor and be careful of this in your life. If you're blaming other people, if you feel that coming out of your mouth, stop it. Don't let those words come out of your mouth. That's the root of the problem. Take ownership. A little section here. Fast forward. extreme ownership. Simply saying that something was your fault or apologizing for a mistake is not extreme ownership. Words are not magic and they don't make problems go away. As a leader, you have to accept responsibility, genuinely seek a solution and implement that solution to ensure success. That doesn't mean you allow your team to sit around and wait for you to solve all the problems. The most successful teams demonstrate a culture of ownership up and down the chain of command

where everyone steps up and works to solve problems, or at least their piece of the overall problem. Such a team will constantly learn, grow, and improve performance with extreme ownership embedded in the culture of your team, you will become unstoppable. As echelon front instructors, we constantly witness people point out how others need to take extreme ownership,

though many don't realize it by focusing on how extreme ownership applies to everyone else, You're blaming them for all the problems. If you find yourself saying, my boss really needs to hear this or I'm really doing great, but the other people on my team need to improve, then you are demonstrating the opposite of extreme ownership. Extreme ownership isn't about anyone else.

Extreme ownership is about you. Rather than try to force others to change their behavior, focus on the one person you can actually control, which is you. Very important. I know it seems hard. It seems hard when you look at, in the mirror and you have all these problems in your life seems hard to look at that mirror and say these problems are my fault yeah yeah there's an additional challenge we'll say of course

there's that part of it where it's like i don't want to have to admit it to myself that this is because of me you know like that is hard for sure another hard part is not like it's almost like a genuine not knowing not realizing it so and all you got to do is look though it's like one of those things where um like you've ever been playing like i don't know cards or dominoes or something you know you used to play dominoes right back in the day no spades spades okay okay you ever you've been like i don't know thinking of something or whatever and everyone's just sort of and you're like man this game is going really slow like this freaking like bro go whose turn is it you know you look around and it's like and everyone's looking

and it's your turn it's been your turn for like a while you know it's kind of that feeling where Because you genuinely, you know, where they got distracted or whatever, whatever, you genuinely didn't know it was your turn until you kind of just, all you got to do is kind of fix your mind and be like, wait a second, this is my turn. And then you, and those little incidents get revealed so often where it's like, yeah, you know, I did all that I could do. And, you know, and it's still not working. You know, like, I'm just waiting on this person, you know, kind of a thing. I was like, wait a second. There's still something you didn't do. Just let that person know.

It's on them now or whatever. Like whatever. They're always constantly being. revealed in my experience. I don't know. You're more of an expert on this stuff than me. But that's what I found to be like one of the challenges to. It's like, shit, I didn't realize that one little thing.

That's my responsibility too. It's like, so you got to in a way remind yourself that it's like literally all of it is your responsibility. There's no such thing as waiting on the next person to do their part. There's no such thing with this approach, you know? Yeah. The other, I got, um, I heard a quote. from the movie The Matrix. Have you seen this movie?

Yes, sir, I have. You like that movie a lot? Yes, sir, I do. So Morpheus, he says to, what's Kano Reeves, Cano Reeves name? Keanu Reeves' name is Neo. Okay, so he says to Neo in the movie, I can't tell you what the Matrix is.

You have to see it for yourself. And that's like, wait, you know, hey, no one can tell you what the Matrix is. You have to see it for yourself. this is one of those things where if I try and tell you like you need to take ownership echo it's not that effective

because you might get mad you might be what are you talking about I'm I supposed to control my wife I'm supposed to control my boss he just doesn't like me you have to have a moment of clarity so what I want to do is ask you earnest questions and say like well if you why doesn't your coach

not like you? Do you think there's any way you could improve that? Do you think there's anything that you're doing that causes him to not like you? You show up to practice late. What do you think he thinks of that? You know what I mean? So I can ask you questions. But like all truth, it is much better if the truth is revealed to a person through themselves

and not through other people. And it's the same with extreme ownership. It's better if people realize it for themselves than if it gets imposed on them. Imposing extreme ownership onto other people is not an effective move. You need to take ownership. That right there is already off to a bad start. Yeah. I need to take ownership.

Yeah. So how do you? And I, because I think you're, so you're a consultant, we'll say, right? That's your consultant. So you, the way you can tell people. Factually. Factually, hell yeah. So you can tell people why, because you're not in the situation with them.

Even with them. You're still doing it. I'm like, so you're the CEO. Sure. And you're like, you know, my, my VP. of operations, he's just not getting the job done. Well, who does he work for? Well, he works for the CEO.

Who does the CEO work for? Well, he works for me. Okay, so who's responsible for the CEO? Well, I am. So who's responsible for the VP of ops? Well, I am. So when someone's not doing what they're doing, whose fault is that really?

Well, it's you. You're the CEO. Right. So what are you going to do? You're going to point your finger down at them and cross your fingers and hope that they get better? Or are you going to go and talk to them and say, hey, what resources can I give you that you can get this job done?

Hey, what am I not providing you with so that we're hitting these targets that we need to hit? Or getting these projects done, we need to get done. So even from the position of a consultant, I still want the truth to be revealed to someone from themselves, not from me. Not to mention it's just a better lesson. You understand things more clearly. like if I wanted you to feel what an arm bar was like and I just kind of explained it to you Let's face it you you ever had someone show you a move and you're kind of like I don't know if that would work

Yeah and then they do it too and you're like well damn it works Yeah, yes, sir And then you get it on someone yeah so that's what we want to do we just don't want to tell them about it We want to show it to them. We want them to feel it right so yeah, you're right so now that I'm seeing I'm having a moment of clarity myself so even you being the consultant and them being the a consultee or whatever. That relationship right there is a little bit of a team relationship where it's like, hey, you have a job to do and you, and there's levels of effectiveness, right, where you have to be effective.

It has not as much to do with their business, but your business with that CEO kind of a thing. So you, so now you can always ask yourself, hey, was I effective or ineffective? Right. 100%. And if I'm ineffective, that's your fault. That's my fault. Exactly. 100%.

Yeah, yeah. So it's all the same, the same deal. Same deal. No matter where you're at. Yeah. And by the way, I could be talking to the CEO of some company. I could be talking to my daughter. Yeah.

And saying, well, you know, hey, daughter. You need to have a different attitude about this. Okay, so now I'm just imposing a good attitude on them. You ever seen that thing with it? There's a bunch of memes about it. But it's Jason Bourne. But he's not playing Jason Bourne. He's playing some other character.

But he's talking to a kid. Yeah. Oh, Matt Damon. Yes, but it's it's Matt Damon and he's talking to a kid and the kid's like, I don't have the same dream. The dad's like, it's a good dream. Yes. And that's imposing. Yeah, yeah, fully.

And if you impose even a good dream on your kid, like putting a squat rack in their bedroom or putting pull up bars in their bedroom or putting jih Tzu mats in their bedroom. Which, by the way, I did all three of those. I know I didn't do a squat rack, but I definitely had pull up bars and jih Tijuana mats in the bedrooms. Yeah. If you do that and you try and pose that dream, the kid's going to lash back at you. So we're not imposing. Yeah. But do we ask good questions?

Yes, we do. Wouldn't it be good if you knew how to, wouldn't it be good if you were stronger? Well, yeah. How do you think you get stronger? I don't know. I guess you got to work out. Well, how, when do you have time to work out? Well, I really don't have time to work out.

What if we had a pull-up bar in your room? Seats. And a squat rack. Yeah, the squat rack. You see what I'm going with this? All right. There's a little implementation section here. They ask questions.

We ask questions. Where in your world do you see opportunities to apply extreme ownership? Here's another one. Take a hard look at yourself. Where are you making excuses and why? That's a good one. It's weird. Like you've been at echelon front meetings.

And when someone makes an excuse, it's like you can hear a pin drop. And everyone goes, oh. Oh, I see how it is. What did Jamie? Jamie just, oh, she recorded a question or something at a event that she was at. And she said, yeah, you know, there was a lot of people there and I was at a table. So the recording might not be that clear. And I was like, oh, I'm already making excuses, huh, Jamie?

But you see what I'm saying. Even though like a legitimate thing where I'm, no, no excuses. You should have done a better job. All right. Are there scenarios where you are frustrated? With other people do you find yourself casting blame? It is such a relief to you in life If every time you want to blame someone you just say okay, what can I do about this? Instead of saying you Fred didn't get his stuff done on time instead of saying that

It says it how can I help Fred get his stuff done on time? It's a complete 180 attitude Adjustment and it's it's infinitely more positive and better So that's what we're doing there's then they have the section of immediate action drills. This one here says, on what specific task, project, or problem will you take ownership to help your team or organization win and help build a culture of extreme ownership within your team or organization? So you can take notes and then you go and activate on that. This is, by the way, so this workbook goes through the chapters of extreme ownership, the book, chapter two, no bad teams, only bad leaders. One of the most fundamental and important truths at the heart of extreme

ownership is the recognition that there are no bad teams, only bad leaders. Leadership is the single greatest factor in any team's performance. Whether a team succeeds or fails is all up to the leader. The leader's attitude sets the tone for the entire team. The leader drives performance or doesn't. This applies not just to the most senior leader of a team, but to everyone all the way down to the front line. Anyone on the team can step up and lead, solve problems, and collaborate to get the rest of the team moving together in the right direction. The pushback on this is, You know, well, yeah, but I got a freaking total knucklehead on my team. Or, yeah, these three guys on my team, they suck.

Okay, why are they there? Why haven't you trained them? Why haven't you given them the proper compensation or incentivization? Why have you given them responsibility that they can't handle? Why haven't you given them mentorship? You see what I'm saying? Like, it's just so obvious. If you take one step back, it's real obvious.

One step back and say, hold on a second, these three guys that I'm complaining about work for me. I haven't trained them. No, can I bark or, oh, you barked orders at them and they didn't listen. Okay, guess what? You're being an effective leader. You threatened them and now you think they're going to perform well? No, they're out trying to find a different job

while they're still sucking money off of you because you've developed a bad relationship with them. It's you, it's you, it's you, it's you. Fix that. What other things? What other excuses do people make about their teams? So they're a bunch of new guys. Okay.

Again, why haven't you trained to be yet? Why haven't you started giving them the experience? Why don't they know the why they're doing what they're doing? Yeah. Like this is all real simple. But people make this excuse all the time. Well, what if you get assigned people that you,

you don't have any choice on who gets hired? Okay. So what are you going to do with them? You're going to counsel them? You're going to give them proper mentorship? You're going to give them proper training? If they're truly subpar performers, have you done the proper steps to get them moved from that position?

Oh, but it's the, oh, it's the boss's son. And I could never fire him. Okay, well, what are you going to do with them? How about you build a good relationship with them? and let him see that he has a really great future if he can apply himself. Like, what are you doing? What are you doing?

So true. And obviously, I'm thinking of it in terms of more day-to-day. So I have a teenage son. And back in the day when we first started assigning chores, right, that's part of the process, right? Chores. So ideally you want it to the point

where you don't even have to tell them, right? It's just routine. You tell you when the trash gets full, you take it up. Look at that Coach Charles. He's been paying attention at that muster. Yes. Okay.

Yeah. So that's what we're doing. That's the goal, right? No. And so it's easy or if you don't pay attention, you can find yourself getting frustrated that he doesn't do it like right away. Yeah. Whose fault is that?

Exactly right. So, and luckily, internally, I go through the thing, but externally, I'm doing the right thing. It's like, okay, I can feel frustrated like, oh, he didn't take out the chart. Or he forgot. We're freaking teenagers, you know, always in their phone, blah, blah. You can say this whole, all this stuff about how it's the teen. ageer's fault and that's why it's hard and all this stuff that's why it's not being effective right now right when i'm like wait a second let me let me let me let me let me go to the scripture and be like okay

what is this so it's like and it gets real simple too that's that's kind of the good news where i'm like okay i ask myself earnest questions right just to go through the motions just to clarify it's like okay so under what circumstances would he take out the trash like under what circumstances well let's say he forgot right so how about there's a super easy a fix for him forget getting remind them super easy right so I'm like cool so um so I'm talking about like trash night right you know where you put put out the beans and the thing that's every week right yeah yeah yeah yeah so if he forgets it's like it's kind of a big deal you know so it's like overflowing trash now for one week by one whole week exactly right and don't let it be christmas time you know

it's like get worse so so what I'm saying is the outcome is important so I'm like all right well how about this all set a reminder I'll remind them I won't get mad at them Like me getting mad at him is less effective in him remembering to do it than me reminding him. Me reminding him is 100% effective for having him not forget, is what I'm saying. So I set a reminder on my phone every week. So every week I'm reminding him if he did it or not didn't do it. I'm reminding him. I'm doing every single thing I can to have him not forget.

I'm not focusing on, hey, try all this stuff. Honestly, you're kind of holding his hand at this point. In a way, yeah. But if you remember correctly, you had to hold my hand, not had to, but you chose to use this. this protocol on me. I'll remind you in a sec. So, but it was very quick, very quick that I was, I would text him. I'll get the reminder and I'd just text him on his phone because it's probably on his

phone or it has it nearby, right? And if there's no, if there's no response on it, I'll do it again. To make sure that night, he's, I'm going to get a response. So it was really quick where he would text him back. He said, already done, already done, already done, already done. Now, I don't think I can't remember the last time I text him. I still do it. Oh, okay.

Just because. About the trash. Okay. So I'll text him, hey, I'll text him with trash night. You know, text back already done every single time. I don't even remember the last time he was like, you know, okay, trying to do it. It's good, obviously. But if you have to, you shouldn't have to think about that anymore.

Now you're looking down and in instead of up and out. You know what I mean? Like there's, we brought that, if we brought in that analogy a little bit, all of a sudden, we're at work. And now you've got to remind someone to load that piece of gear. Hey, load the gear, load the gear, load the gear. It becomes your responsible. You're still responsible for it. You see what I'm saying?

Yes, sir. So we're going to train some people. How do we train them? I can tell you a real easy way. Oh, you didn't take out the garbage? Guess where it's going to be in your room? You know what I mean? He'll never make that mistake again.

So this was my protocol. Okay. It wasn't to put the garbage in this room. Okay. It was, hey, you said a reminder on your phone. Okay. And then periodically check in on that reminder. Nonetheless, and I don't know if he has a reminder or not.

What I do know is that he doesn't forget anymore because that was really the problem. You know, these teenagers forget. What protocol did I use with you? We were driving. And this isn't the first time I told the story. So we're driving. And I think I was doing the navigation as well. And we're driving up to, I think it was like a steakhouse or whatever in L.A.

And then I took a wrong turn. And you had asked earlier, hey, you want me to navigate it? I was like, no, no, no. I got it all good. And then I took a wrong turn. Then you sprung into action and was like, no, no, no worry. I got it. Super nice about it.

No, I got it. And then you were telling me like the way you were micromanaging the turns, you were like, okay, it's this turn up here. This turn is right. It's going to be up here right on the right. I see the turn. Yeah. There's literally a light right. I see it.

And then you're like, oh, about 100 more feet. And then we get to their, it's right here. Almost like it was a joke, but I don't think you were joking. I think you were like making 100% sure that I wouldn't make another wrong turn. That's what it felt like. Like, so yeah, that's how, right? Held my hand through the turns. Yep.

Now you come loaded, preloaded with the nav system. Probably a lot of that was, let's say, leftovers from being in the SEAL teams when we had like a full protocol for approaching a turn. That's funny because that's exactly what you said. I think the last time I brought it out. Yeah, yeah. Good. It was effective.

It'd be like, right turn coming up 400 yards. Yeah. Or actually be meters. 400 meters. Right. Right turn 200 meters. Yeah, yeah. Right turn coming up.

Right turn, right turn, right turn. Boy, everyone knew what's going on. Yeah, very affected. All right. Fast forward a little bit. The best teams are constantly looking to improve, add capability, and push the standards higher. This attitude starts with the individual and spreads to each of the team members until this

becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders, comes from taking extreme ownership. This mindset enables leaders to build high performance teams that dominate on any battlefield. One of the questions here is, what are the standards for your team and organization? Isn't it interesting that I can go into an organization, a team, a company, and ask about their standards, and they won't know. Isn't it funny that families have that? You can go into a family and ask about, like, what are the standards here? Oh, like, You, oh, you get C's on your report card.

You get Bs on your report cards. That's, is that, is that part of the standard around here? No. A's. Sure. That's what we're doing. Yeah. There's a real easy standard to set.

Did you get A's in high school? I got A's in college. Yeah. And I get it. I get, the point is, obviously I agree. Or I, I don't see it in my mind to disagree. with that at all. But the grades thing is funny because I remember my mom and my dad would be like,

hey, you should never be getting anything lower than an A. Never. And of course, I got many times lower than that. Many, many, many times. And but they would always say that. And I was like, well, like, what grades did you get in college or high school? Sorry, high school. And they didn't get good grades in high school.

Yeah. And on top of it, that wasn't part of the family culture, like academics, you know? That's the thing. Yeah. They would just say it. See, they can't just say it. Yeah, yeah. Like, and, and I have no kidding.

When I went to college, I got straight A's. Yeah. And so then when I would talk to my kids, like, this is what you need to get. Like, it's, you win. Yeah. This is a game. You have to win. Yeah.

You win by getting an A. It's against the teacher, by the way. What's like, oh, the game is against the teacher. The game, the students, they're not even in the game. Most of the students aren't even in the game. Yeah. Don't worry about the other students. We worry about the teacher.

Yeah. The teacher's your, your enemy. You need to get an A. Mm-hmm. Is that hostile? Yeah, a little bit. But hey, to me, if it works, it works because that's a fun little. And I see how you would have that attitude in college where it's like, like this teacher

or this institution is not going to defeat me with their lower grades. You know, I'm going to defeat them with perfect score kind of a thing. It's a good way to approach it for sure. But hey, here's something else that I told my kids is have a good relationship with your teachers. Yeah. Because there's going to be times where like you got a 89. point five or maybe an 89.49

49. You know what I'm saying? Good relationship? That's an A. Bad relationship? That's a B. And that's no joke. That's life.

That's learning about life. You're absolutely correct, by the way. Yeah. You disrupt class. You cause problems. You have a bad attitude. That's a B. Yeah.

Best case. If you're doing right, no factor. A. bro it's so true and this is high school college where I remember one time

okay so I got an F in a college hell yeah what was it criminology or something like that and it wasn't because of the class it was because of the time it was like 7.30 8 o'clock I don't know whatever it was in the morning

that you know let's just say I was struggling to you know to make it on time so anyway I figure I play football I'll get some you know I'll get some leeway on my my F right at the end of the semester too so you know I write them a letter whatever email whatever and I was like you know I was just hoping maybe I could you know do something

to make up this and you know do that and whatever you know what can I do to bring my grade up to passing right get an email back like a day or two later saying like oh you know after review I reviewed like your attendance and like you literally didn't or failed to show up more times than you actually did show up and like all this stuff and it said it doesn't seem like you made any effort to get a passing grade. So no, I'm not gonna give you that opportunity. And I thought about it, I was like, well, that makes sense, yeah.

That makes sense. So when you think about it, I had no relationship with this teacher at all. So to me, it was just, yeah, just another kid or whatever. I don't care what sport this guy plays or whatever, just another kid wanting basically a free out. Zero work throughout the semester. Meanwhile, everyone else is in here.

showing up to class. Let alone sit in the front row and do, you know, do the right thing. And really make an effort and display, making an effort to learn. Right, this guy didn't even show up. Yeah. You know, half the time or more than half the time, which is, which is crap. Yeah. So form a good relationships with people, you know, with your boss, with your subordinates.

Because by the way, how often you run your, you go to your subordinate, it's like, hey, we really need to get this done. Can you help me? If you've been a jerk to your subordinate, he ain't helping you out. That's not you're not happening. You're pure. Hey, can you cover for me on this? No.

Form a good relationship with people. Next chapter, believe. Without belief in the mission, nothing is possible. A leader needs to believe in the mission in order to convince and inspire others to follow them and accomplish that mission. Leaders must understand and be able to explain how the team's actions are part of something greater than themselves

and their own personal interests. This is not to say that belief in the mission is something that magically makes things happen. Nothing is possible without belief, but belief by itself. accomplishes nothing action must be taken and that is what belief is seeing the actual pathway to victory this is a something that I would say got became more and more clear from the echelon front perspective is like you got to believe in the mission

that's cool you do but just saying you believe in the mission doesn't make the mission come true action has to be taken they got some questions in here what is your mission. How often do I go to talk to a company? Hey, what's your guys' mission? They don't know. Frontline doesn't know. Sometimes even the one time I had a conglomerate of seven different companies all under

one umbrella and the CEOs of those seven companies and the COOs of those seven companies with the CEO of the overall umbrella company. And I said, what's the mission of this organization that they didn't have? And I was like, yo, it's no wonder you guys aren't aligned. You even know what you're doing. Do you fully believe in that mission? If you don't fully believe in the mission, you've got to ask why. You've got to ask why.

If your boss says, hey, we got to rebuild this thing. And you're like, why are you building this thing? This doesn't make any sense. Ask the question. Ask the question because there's a chance that your boss was, I just thought that it wasn't working. No, it's working. Okay, then we won't rebuild it. So you have to ask the question and understand why you should be.

believe in this mission. And then what does your pathway to victory? They have a bunch of more questions. I'm just going over some of them. What does your pathway to victory actually look like? This is very important when you're a leadership position to be able to act to, to diagram out what the pathway to victory looks like. A realistic pathway, not science fiction, but a real pathway of like, hey, listen, if we

want to grow to this size, we need to add this many people. Last year we added this many This year we're gonna add that like if you're a gym owner You're like okay we want to make this amount of money That means we need this many members Okay last year we had this many members We grew to this many Here's some things that we can do to add a little bit more than that

And here's how we can get there And here's what that'll look like And this will get us to where we want to be But if you say hey right now we have seven gym members And we want to get to a thousand by next year And you're like well how are you going to get them How are we going to get there? Whoa.

And you have to have a realistic goal. Can't be stupid. Good questions there. And then there's an immediate action drill. I'm going to skip that one. Go to chapter four. Check the ego. Often we get asked what's the greatest quality in the leader.

The answer is humility. The biggest killer in combat in business and in life is ego. Whether you're leading a seal team engaged in urban warfare, flying a fighter at supersonic speeds. Dave Burke leading teams in a high pressure industry or leading your family ego clouds and disrupts everything.

Checking your ego is the key to success. It is simple to say, not easy to do. When you can't keep your ego and check, you don't listen to anyone, don't evolve or get better, don't adapt or implement new technology and new methods,

don't respect the competition, get complacent. Can't self-assess. When a steel leader gets fired, it's almost never because they are tactically unsound, physically unfit, unable to read a mapper

otherwise incompetent. When a seal leader gets fired, it's almost always because they lack humility. They can't check their ego. No matter how obvious they're failing or how valid the criticism, they won't listen. They refuse to accept responsibility. They refuse to implement guidance and direction to improve.

These leaders are incapable of conducting a realistic honest self-assessment to examine their own mistakes and failures. They cannot be taught. Therefore, they never improve. Their problems persist, often growing and eventually getting, they get fired. SEAL leaders, regardless of their innate talent or skill,

who are willing to listen and show the humility to take ownership of their performance of their team. Excel. Keep your ego in check. The implementation section. And there's more detail in each one of those sections. I'm not reading the whole thing. You can get the book.

And this is what the book looks like if you guys are wondering. It says on it, the official companion workbook. It's got the echelon front symbol on it. then it says extreme ownership, then it says learn, lead, win. And then it says joccal willing to lay a fabbin. Here's some things. Questions,

what are the red flags or self-indicators that you use to recognize when your ego is flaring up, frustration, anger, jealousy? When have you noticed something? Guess what? Whenever I have a negative emotion of any kind, I'm pretty much sure it's my ego. Just the way it goes.

Yeah. Like a negative emotion hits me. I start getting pissed off. I'm like, oh, that's my ego. Start getting jealous. Just ego. Start getting frustrated. It's just ego.

Negative emotion. I don't know. I'll have to like drill down and talk to a psychologist about this. True. But much negative emotion is ego. Maybe not like sadness. Yeah, yeah. But anything that has some hostility to it.

Yeah. I wonder if there's, I wonder if they break. down emotions into like um like aggressive emotions and like passive emotions yeah like passive would be sad depressed and then the other ones the aggressive ones would be like anger jealousy yeah even like like frustration even like positive aggressive is like when you're fired up you know like what i don't know fire that's a slang term but you understand the feeling you know when you're excited and fired up to do something that's like yeah yeah and then what would be like a passive half like a content or yeah yeah

yeah that's like that's like you watch your kid get a good wave yeah yeah yeah yeah exactly oh you feel good about that yeah but it's not really anything that you're doing right you're just just kind of stoked yep yep so passive and and active or a group i guess there's just passive than active. Yeah, sure. But no, no, it's not that.

Because it's like passive and it's aggressive. There's like an anger. There's a hostility about one series of emotions. A lot of energy behind it. Here's another one. When have you let your ego

drive your decisions and cause a problem? The list is long. Yes. What are you going to do next time your ego flares up? Learn to detach. How's that sound?

Ego, huge. There's a whole section on ego. So part two, it's part two of extreme ownership, the book, it's part two of this notebook. The laws of combat, you guys probably know what these laws of combat leadership are. The laws of combat are actions and behaviors employed by the best leaders and the best teams we have observed. Anytime a team struggles and falls short in their execution or goals, we can look at that team and observe they are in violation of one or more of the laws of combat. The laws do not stand alone, but rather they are mutual.

They mutually support one another. All four laws of combat are required to operate at the highest level as a leader and a team. Let's break down each law of combat. That is so, it's crazy. So I wrote down the laws of combat for the first time. And after I'd put like five more task units, taught them the laws of combat.

Now I'm watching them. By the time I got to the sixth task unit, I'm like, listen, when you guys screw up, It's going to be one of these things right here. Nothing, you're not going to do anything that's not on this list. Four things. It's going to be one of these four things. You're going to mess up.

However, if you do these four things and you do them correctly, you're going to be GTG. Good to go. They're not easy, but I'm telling you, they'll work. First one, cover and move. Cover and move is a gunfighting tactic. It's the most fundamental and perhaps the only true gunfighting tactic that exists. At its core, cover and move means every member of a unit works together, mutually supporting one another for the singular purpose of mission.

accomplishment in a gunfight. One group provides cover to keep the enemy's head down so the other group can advance to a better tactical position. Then the two groups swap roles with the group who first move now providing cover fires so the other group can move. This principle also applies to businesses or organizations with different departments and functions all working toward a common goal. The best organizations find ways to work together and support each other.

They do not compete against each other or operate independently. If elements of a team forsake this principle and prioritize their own success over that of the team, the results can be catastrophic to the team's overall performance. Every single business is going to have multiple departments, multiple divisions that are required to achieve the mission. Like, hey, we have a podcast. I have to come up with the material. You have to press record. Yes, sir. If you didn't press record.

Right. If you didn't press record, take those SD cards, upload them, save them, or whatever does you do. Sure. I'm sure that's got to take at least 15 minutes. It needs to be done for sure. But hey, if you didn't do that, the podcast wouldn't get posted.

If I didn't come up with what the hell we were going to talk about, what will we talk about? Freaking groceries. Sure. Something. Nothing. Mario Brothers. You know what I'm saying?

I do. So we each have our role. Yes, sir. We do. We stick to them. That's called the cover move. Yes, sir. Same thing in any organization.

You got sales. You got operations. You got marketing. You got logistics. And all those independent little elements of a big organization have to support each other. And you know what? If you're in a small organization, sometimes you're doing two or three of those. You wear two or three of those hats.

If you're in a really small organization, you might be wearing all. You might be a one-man team for a little while. Right? Even the podcast, you and me for a long time. Now we got some support, got some help. Not big. It's not like a huge team. But we got a few other people that help.

Very beneficial. So you might be in an organization where it's small and you might wear two or three hats. A big organization you might only wear one, but you better support and understand the other people in the other departments, better cover and move. them otherwise there's going to be problems some implementation questions here who do you cover for who covers for you in what areas can you provide better support to others what a good question to ask how can i be more helpful to the rest of my team chapter six simple combat like anything in life has inherent layers of complexity simplifying as much as possible is crucial to success when plans and orders get too complex people will not understand them and when things go wrong which they

inevitably will, this lack of understanding can lead to a disastrous outcome. Plans and orders must be simple, clear, and concise. The principle isn't limited to the battlefield. The business world is also complex. Keeping plans and communication simple is key to the success of any team in combat business or life. The best leaders build plans that everyone can understand all the way down to the lowest level in your organization.

The simplest plans are the most genius plans because your individual contributors and Frontline supervisors can go out and execute them. There it is. Got to keep things simple. This is one of the laws of combat that I wrote down. You know, you'd heard keep it simple, stupid. That's like a military term, kiss. But I was like, yeah, maybe this is, uh,

and you go back through hundreds of years of military philosophy, and they all say you got to keep things simple. Implementation, what's the mission of your organization? Second time we're seeing this question. Often people don't know. Does everyone above and below you in your chain of command understand what that mission is? How do you know if they do? You ask them.

You ask them. Here's the immediate action drill for this one. Where do you need to simplify your communication? What steps will you take to improve on your communication up, down and across the chain of command? In your job and at home. Here's a little thing that I was, when I think about, us write down if I'm going to talk to a group from going to talk to my team I'm going to write down four bullet points before I go and see them and I'm going to put

little boxes in front of them that I'm going to check as I cover them to make sure that I've communicated them so write down something before you speak it and then go speak it the other part of that is once I speak it follow it up especially with a traceable email you know what I'm saying oh you definitely want to be able to to understand and have a record of what you've told people. And a good way to do that is to follow up. Hey, Echo, I want to talk about these three things. We're going to do, A, B, and C, you got it?

Yep, I got it. Cool. That afternoon, hey, just wanted to follow up, make sure you understood. This is an email. Want to make sure you understood A, B, and C is what we're doing. Does that make sense? Yep, got any questions, nope. Can you explain it back to me?

I don't mean your own words, yep. We're going to do Alpha, Bravo, Charlie. Okay, yep, you understand. Cool. It's very beneficial, especially if you have a wide range of of things going on. You know, if you're more senior leadership position, having a follow-up of email

so you can go back six months and be like, no, what did I tell that person? They're saying that I said this? Hold on, here's a email. Here's your response. In your own words, you understood perfectly well. Now you're trying to shuck and jive. All right, chapter seven, prioritize and execute.

We've all been in situations where countless things need to get done at once and we feel overwhelmed. Often these problems compound in a snowball effect where every challenge is complex in its own right, each demanding attention. In combat, even the greatest battlefield leaders cannot solve multiple problems simultaneously. Success begins with determining the highest priority and then executing on that priority. Leaders must recognize their situation, analyze numerous problems, decide which problem is the biggest priority and respond.

Their response should focus whatever resources necessary to accomplish the one objective or solve the one problem that will have the biggest impact on the situation. Once the highest priority is handled, move on to the next priority and execute on that. Continue this process until all problems are resolved. If you don't know what to do, you must detach. Of course, we know about detach. That means relax local round, make a call, take a step back, talk about it all the time. Just as in combat, priorities in business and life can rapidly shift.

When this happens, ensure that you communicate that change to the rest of the team, both up and down the chain of command. In stressful situations, teams will often get. fixated on a single target of or priority even after higher priorities arise. Leaders and team members alike must maintain the ability to quickly reprioritize efforts and adapt to their constantly changing battlefield or environment. The implementation section. First question, what are your top priorities?

And it's once again, it's shocking that sometimes people don't have any idea what their biggest priorities are inside of a company, inside of an organization, inside of a team, inside of a single department. What's your priority? Is it to save money? Is it quality? Are we trying to find a balance between the boats? But if we have to make a decision, what are we doing?

Oh, well, the company's going to go out of business. If we don't make some money, okay, so we need to cut corners a little bit on quality. Oh, well, getting a bunch of complaints about our quality, we're going to go out of business. If we don't improve, okay, now we're going to focus on quality. You see what I'm saying? People don't even know what it is. Do you get clear priorities from your leadership? If you don't, you should be asking that question to figure out what the hell is going on.

Very important. Real quick, back to the simple. So how do you, how, I mean, I can kind of imagine, how do you, if let's say your boss or someone who's, who's giving out, what he called, freaking not demands. Assignments. Assignments or whatever. What if they're not simple?

What if they're always complicated and they just have this habit of like, you know, like they, you know, they explain something and they, then they explain this unnecessary history behind it and how they feel about every step of the way. like all this unnecessary. Let's say it's just much too complex. To the point where it's like a problem. How do you approach them? So as the next subordinate leader in the chain of command, I'm going to take what they say.

I'm going to bolotize it into simple, clear language. I'm going to give them a read back. So is that what they're telling them, is what they're telling me confusing me? Yeah. Okay, yeah. So I'm going to be taking notes and you're going to talk to me for 38 minutes of history and preferences.

and your little emotional feelings amount things. And when you get done, I'm going to say, hey, boss, great, got it. I just want to make sure I understand. You want me to, A, mow the entire lawn, B, rake up the clippings from the grass. C, you want me to edge the sidewalk out front. And D, you want me to pick up all the pine cones.

And you go, yeah, that's what I want done. I say, great, got it. So basically you're simplifying. to simplify it. Yeah. And by the way, you can, you have to practice simplifying things.

And you can get a lot, you get better at simplifying things over time. It is a skill set to simplify things. It's a skill that can be improved. Some people have a natural, certain natural level. Yeah. But even if you're not great at it,

you can get great. You can get better at it. Yeah. So would you, let's say I, for, let's say instead of that approach, I worked on maybe asking him to simplify it.

Is that like, is that counterproductive as far as like, there are a great number of people who are not good at simplifying things. And it'd be like me asking you to get taller. Okay. You know what, Echo, can you just be like, can you be six three? Yeah. And you're like, well, no.

So if there's some people, Operation complication, you know what I mean? Yeah. You ask them to simplify something. And they'll literally say, there's no way you can simplify this. This is a complex problem. Gotcha. Yeah. Not a good situation.

But it's not that big of a deal, though, because that's what we're here to do. We are here to simplify. That makes sense. That's what we're doing as a leader. The last of the combat, the laws of combat leadership, Chapter 8, decentralized command.

Decentralized command means everyone leads. The fourth law of combat requires leaders at all levels to understand the overall mission, the commander's intent, and know that they are empowered to make decisions about the key tasks, necessary to accomplish that mission to do this. Team members must clearly understand why they're doing what they're doing.

In order to lead, everyone must understand the mission, the end state, which they are working toward, and the parameters within which they can make decisions and outside of which they cannot. The most important thing for everyone to understand is why the purpose of their actual task. This is also known as commander's intent, the underlying goal of the task or mission. So decentralized command, everyone is going to step up and lead. You're not going to be able to place each machine gunner in a security position. They're going to have to do it themselves.

The squad leader can check it out. Here's some questions about decentralized command. Explain the why behind your mission or key task. Does everyone on your team understand the why? Can you help explain it to them? Do people on your team take projects, tasks, and run with them, or do they wait for specific direction from leadership on what to do. That's a really good question.

Do you have people that are stepping up or not? In what areas are you being the easy button for your team or your peers by making the decisions or solving problems for other people rather than teaching and training them to act for themselves? How do you prepare your subordinates or junior personnel to lead if you are an individual contributor? How do you prepare yourself to lead? So here's like a little thing that I used to ask a troop commander.

they'd be out there, it'd be chaos on the battlefield. And I'd say, imagine if each one of your fire team leaders was doing something smart right now. What if they all knew what you were trying to accomplish and they were all doing

with their little four-man teams or five-man teams, what if all of them, without you saying a word, was working towards that goal? How hard would your job be? Maybe that could be easy. Why isn't that happening?

It's a game changer. when people start to step up and lead when a subordinate person steps up and takes over a task or part of the mission it's a game changer they won't do it instinctively most people won't

some people will but most people will not do that instinctively most people will they're going to follow pack animal humans are pack animals they're like dogs the alpha dogs like you're going to have some alpha dogs

they're going to be like, who are going to make things happen. But a lot of them are just going to wait, wait to be told what to do. You need to train them, just like you need to train a dog. Train them so they're going to step up and make things happen. That's what we're doing.

Are you micromanaging? I asked a group of leaders the other day. Who in here's a micromanager? None of them. No, one of them raised their hand. I was like, okay,

we got liars in here. Because when you're sitting in a room with a group of leaders, they have the natural instinct to micromania. Because they want to control everything. That's how they got new leadership position. Step up, want to control. I want to make the rules. That's what people are like.

So they're all in there like, no, I don't like a micromanage. Liars. Part three of the book. We're done with the laws of combat leadership. Part three is sustaining victory. Chapter 9 planned. Good planning is crucial to the success of any operation, project, or task. Leaders must understand the mission.

They also need to ensure their people understand the mission as well. what we call commander's intent in the military is really just a strategic purpose behind the tactical operation. Another term for understanding the why behind a mission tasking. Understanding the commander's intent is what allows subordinate leaders and frontline troops to develop effective plans and make good decisions on the ground in real time. If you're a frontline trooper, ensure you understand your commander's intent. If not, ask what it is. When building a plan, leaders should delegate as much as possible of the planning process down to subordinate leaders and their teams.

Giving frontline troops ownership of the plan helps them understand the reasons behind the plan and reinforces their belief in the mission. Let the team. The test for a successful brief is simple. Do the team and supporting elements understand it? Direct quote. You know, as running a troop through land warfare

and they gave like one brief for an FTX and it was terrible and they gave another brief for an FTX and it was terrible and finally the troop commander tried to freaking catch me you know came up with the the gotcha question the big gotcha question he's like what he goes dude on these briefs what are you even looking for like what makes a good brief and he thought I wasn't going to have an answer sure yeah and I was like oh a good brief is when your troops understand the mission and how it's gonna be executed. Can we make that happen? Because I'm pulling your boys aside afterwards, but like, hey, do you understand what the float to the target is? They're like, I have no idea.

Do you understand what vehicle you're in? I think I know. Like, that's not clear. If you don't know what vehicle you're getting into, you got problems. You got problems, son. So what makes a good brief? The team freaking understands it.

That's a good brief. trying to freaking catch me. Catch me sleeping. Planning checklist. Does everyone involved understand the commander's intent? This will help them make decisions and support the long-term strategy. Are the frontline employees in charge or assisting with developing the plan? Is planning decentralized? Do these people have the resources that they need to succeed? Do the people executing have ownership of the plan? Remember, giving them ownership will drive them to solve problems that come up and ensure some success.

Our senior leaders focused on strategic objectives rather than getting bogged down in the details. Our leaders acting as tactical geniuses in order to improve the plan. Tactical geniuses. Shut the cup. Is the plan simple? Is the plan being communicated in a simple way? Does everyone involved understand the plan so they can execute? You get those genius questions?

Sure. From the big boss man. Sure. You hear them talking and everyone's just thinking, dude, what are you doing? Why are you asking these questions? I got a good idea. Don't say anything. Hey, is someone going to die?

It's just like a catastrophic or is this even like a very significant problem? You're like, hey, can you, hey, can you explain to me exactly how you're getting on the roof of that building? Like, it's a two-story building. Like, what are you talking about? We're going to climb up there. Like, no one's going to die. Can you explain to me how you're going to spend that extra $2,400 in marketing expenditure on the next quarter?

Like, dude, you're burning up leadership capital with that question. It's not helping anybody. You don't know. They know. Let them trust them. Is the plan simple? Is the plan being communicated in a simple way? Does everyone involved understand the plan so they can execute?

Does the plan mitigate risk and include contingencies for when things inevitably change? Is there a debrief process in place to learn after executing the plan? Here's a question. How do you encourage questions and discussion among your team to ensure that everyone fully understands the plan, the mission, and the key tasks they must accomplish? Boy, you really have to work to establish a culture of questions. You really have to work at it. People don't like to ask questions. No.

Look, some people do. Like, freaking Fred over here, who's got, like, the dumb question about everything. You know what I'm saying? Yeah. But most people, they don't, they're embarrassed to ask questions. Yeah.

They got trained to not ask questions in school. Yeah. They'd rather get an F on the test than, like, ask like, hey, Miss Jones, how do I do this math problem? They'd rather fail the test. Yeah. A lot of kids.

A lot of humans. Yeah. So you've got to train to have a culture of questions. You got to train for that. Yeah. A good, a good, it's just a one-liner that you use sometimes when you say,

what did I miss instead of like anything else, you know? Like, is there anything else? You say, what did I miss? Almost like, hey, it's just assumed. Like, I missed something. So, like, help me out by, you know, by chiming in kind of a thing.

And I'll usually chime in with someone's name. I'll be like, what did I miss? Dave. Yeah. Like, Jamie, what did I miss? Yeah, yeah. That's a good one. So.

Like, it feels different. Because you know how, like, in going back to maybe a high school. school scenario, whatever, wherever, where someone's like, any questions. Yeah. Sometimes. No one asks. Yeah.

Because to, like, and I'm one of those people that I'm like, shoot, if I for real don't have a, like, real, like, question, I'm just not going to ask these questions. I'll figure it out later, you know, and maybe ask somebody else on the DL or whatever. Because, bro, that's even if you ever showed up to class. Yeah. If I showed up a class, that's right. But, but it, because when someone's like, Because you can take it so many different ways.

Sometimes it almost feels like a challenge. You know, like, who dares ask me a question? You know, sometimes it feels sometimes it's not that, but it feels that way even. You know, so there's just so many different ways to take it. And it's like it feels like you put yourself at risk, you know, when you're asking these questions, like at risk of looking dumb, first off, with like the question you're about to ask. And that's what it feels on the inside. Even when people say, there are no dumb questions. It's not always true.

There are some dumb questions. And even if the teacher doesn't think it's a dumb question, your peers could think it's a dumb question. Because let's face it, man, when someone's asking dumb questions, let's say even two in a row, you feel it. You feel everyone,

this guy again. And you don't want to be that guy. So like you're just sort of scared in a way, you know? So you're just like, all right, I'm not going to ask. But like I said, if you can pull that,

pull that off like how you do where you're like, hey, what did I miss? You know, it's like a very welcoming, like environment of question asking, you know, Or at least additional necessary contribution.

I saw somewhere that this was bad, but I don't necessarily think it's bad. Another term is, does that make sense? Yeah. Like blah, blah, blah, blah, blah, blah, blah, blah. Hey, does that make sense? Right. I don't know. I forget, I heard something negative about that, but I still use that sometimes.

Where I'm like, hey, does that actually make sense? Does that make sense? Yeah. I guess. See, if you say it, like, like that. Yeah, it's more welcoming for sure. But a lot of times, because it could be essentially, does that make sense? Like, you know, the kind of impassing, you know, or you know what people say, know what I'm saying? Like they say it. It's almost like rhetorical, you know, but even if it's not

rhetorical and they kind of just say it normally, we'll say, oh, so you're saying when people use, oh, yeah, or, yeah, either a challenge or filler. Yeah, yeah, yeah. Like a filler or just like, oh, does that make sense? Does that make sense? Like they're not, they don't really mean it. Exactly right. Not be problematic. Maybe that's what I've heard about it. it's bad. Well, I would imagine that actually this part, now that I'm thinking of it, is probably even worse, is if they're like, does that make sense, right? Where it's kind of like, wait, you frame the question, like, now I got to like basically confront you and say, no, that doesn't make sense. So unless you have a really good relationship with a person, you'd be like,

oh, wait, no, not yet. Because now if I say, no, it doesn't make sense, even though you just spent your hard, you know, your time, your valuable time explaining it to me, now I got to come back with this doesn't make sense and challenge you now kind of it's like a micro thing but it's still that's the dynamic it feels like to be careful that setup got to use a good setup in that scenario yeah so almost like flip it around like how how you would do with the with the whole what did i miss almost flip it around like um like like i don't know what did i explain that in a way that it makes sense yeah yeah yeah exactly does that make sense because i feel like i might have like bumbled it a little bit Does it make sense what I said?

You know something like that. Yeah, something. A little more earnest question. Yeah. Something that their answer if it's no isn't like challenging. Because you know how like people on stage sometimes will do that too where they'll be like, hey, are you guys following me so far? Like in this way where if you say no, you're the bad guy, kind of a feeling, you know?

So if you can say it where if you say no, you're kind of the good guy and you're helping, if that's the feeling you're left with, I think that's going to be the more productive one. Chapter 10 leading up and down the chain of command. One of the most important jobs of any leader is to support your immediate leadership. Oh, does that mean you're supposed to be a kiss-ass? No. It means you work inside of a team. The boss is in charge of the team.

You're trying to help the boss get the job done. That's what we're talking about. The senior leaders of a team must always present a united front to the team. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels, including yours. this can be catastrophic to the performance of any organization. Does this mean you always say yes? This means you're a yes, man? No, it doesn't mean that.

It means I'm not disgruntled. It means I'm not disagreeing for the sake of disagreeing. If I have questions, I'm going to ask questions. If I don't think the pathway that we're taking makes sense, I'm going to explain why I think that. But there's people that instead of logically addressing something that doesn't make sense to them, they just try and undermine freaking Echo's plan is stupid

this doesn't make any sense why the hell are we doing this all those things are bad but to say hey Echo I'm not sure I understand why we're doing it this way there's nothing wrong with that at all but for me to go back with the team

be like this is stupid I don't know why the hell we're doing it this way those are two totally different things one hey Echo can you explain to me why we're doing it this way because I don't understand why this is going to be more efficient that's saying the same thing

as me going back to the boys and say I don't understand why the hell we're doing it. There's one word I'm going to put in their hell. I understand why the hell we're doing it this way. It doesn't make any sense. And one is perfectly, one is actually your duty

to be like, hey, I'm not sure I understand why we're doing it this way. Can you please re-explan it to me? That's your duty. The other one is mutiny. It's bad. Undermining. Goes on to talk about important,

important form of leadership we call leading up the chain of command. entails building relationships with your leader so you can engage directly with them in order to obtain the decisions and support necessary to enable your team to accomplish the mission and ultimately win a leader must deliver the most critical information necessary so that his or her boss can make decisions promptly and enable the boss to allocate the support necessary to accomplish the team's mission build a relationship with your boss that's uh i mean i don't know how you guys i mean of course all this stuff is important but i've realized that

that I had underrated that notion. To me, that was a very underrated notion building relationship. And then how you say relationships are stronger than the chain of command? So that goes so deep. So, and I, okay,

so my daughter, she had this like field trip. I guess a lot of San Diego schools do this where they go in, you know, the Star of India, right? They go and they sleep and they sleep over there and they do that thing. Have you heard of this? My son did it. Yeah, yeah. And, you know. My son got a freaking

like gnarly splinter under his fingernail. Torture kind. Like torture kind. So hopefully she didn't get that. No, no, no, no. But, you know, it was a ordeal for sure. But, you know, I see some of, so anyway, they, they have the parents write a letter kind of in from the position of like,

let's say you were living back in those days, right? And, you know, you write a letter and, you know, because they win. I miss you so bad. I hope everything at sea is going well. Along those lines. You can, you can, you know, you're playing the role. She's 10. So, you know, whatever.

Okay. So in the direct. Play it again. Fully. It's part of it. So they send us the directions for like, just write a letter like this. You can say whatever you want. So I'm like, cool.

Here's an example letter. And I'm like, cool. But I didn't say that kind of stuff. I said, oh, let me, you know, almost like, hey, I might not see you again. So here, know this for life, right? And I foot one of them was like relationships are stronger than any rule or law, which is kind of I was going to say chain of command, but, you know, know what that means. So, um, and then so she was like, all right, cool. So when she comes back from

the thing, she said, I was like, oh, did you read the letter? I'm all excited. You know, she's like, oh, yeah, I read like the first two sentences and, and she did, she didn't get what we're doing what that part of it was. She was like, oh, yeah, because the people say, oh, here's some letters from your parents. So she started reading. It's like, my dad would never write this because I'm going back. I played the role. I'm like, hey, you know, something about the genes being developed and like all this stuff. And she's like, my dad didn't write this. This looks like an AI chat. Wait, the jeans being developed? Yeah, like, you know, like,

denim was invented by Levi Strauss or whatever, like in this time. They're like, hey, you can draw on this to tell them what's going on back home and in the world, you know, kind of a thing. So I included some stuff, whatever. Bro, you just need to say like, hey, miss you. Oh, I went hard.

You know, I took it on as a creative project. So I did that. She read the first two sentences and was like, oh, this is like, chat GPT wrote this or something and didn't read the rest of it. I was like, ah, it's too bad. So I was like, well, you didn't read this. So let me tell you. So I told her that relationships are, you know, stronger than any rule or law. And she's like, what does that mean? So I'm like, cool. Think about if you, you know, you committed a crime. I don't know. And you're about to get sentenced by the judge. What if instead of just some judge who was their to send in to you, that was like your neighbor or your friend? Someone who's like your friend. You think you're going to get a bigger sentence or smaller sentence? And she's like, oh, yeah, if I know him, a smaller sentence. I was like, yeah. So you see how a relationship with someone can affect the rules.

You know, good or bad or whatever. She's like, oh, yeah, it's true. So I kind of thought of it, too, where it all comes together and all these little sayings, you know, how like you guys be like, hey, there's nothing good that's come out of a bad relationship or an antagonistic relationship. And it's like, dang, I don't know that I can consider one single exception to that. And unless you're going short term, if you're going short term, that's different. But that's not part of the gig, though.

Or if you had like a bad relationship with Jeffrey Epstein. And then, yeah, yeah, by the association. He gets rolled up and you're like, okay, see, I told you guys. Like, I hated me. Well, it depends, though. So, and you don't say bad, really. You guys say antagonistic relationship, which is kind of different. Bad is just broad, you know.

Yeah. Where it's like, yeah, if you had an antagonistic relationship with Jeffrey Dahmer versus you had a good relationship, but you weren't like, look, you were civil, you know, whatever. Maybe he's going to chop you up now and eat you. Or less likely to. Yeah. If you guys are cool. Put it this way.

Did he chop up? Did he kill people that, uh, did you watch that documentary on him or the movie about him or whatever? No, not the one. There's like a whole like, uh, series about him. But I, I don't know if you ran, I think he randomly targeted. Yeah. I don't think he was killing and eating people that he knew. So it would be better to have a relationship with him.

Yeah, yeah. You can just kill your, your bro or whatever. No, I think a lot of it was like a sexual thing to, you know, where he'd like, like be into the person and that's part of his like gratification or whatever I don't know I didn't see the document I saw I saw like mini docs anyway nonetheless back to the relationship think about it if you have an antagonistic relationship with Jeffrey Dahmer can be the worst person the person you want to stay distance from but let's say you have an antagonistic relationship versus someone who has like a cool relationship and just like how you guys say you don't have to like each other and be

bros you just have to have a good relationship can't be antagonistic I don't know man I don't know if I can think of an exception yeah true so you told your daughter that amongst other things yeah I didn't say the Jeffrey down was no no was there a closer to this thing or you're just saying that that was a key component that you that was a key component yeah that relationship good one that's like I told my kids about teachers hey they're your enemy be friends with them yeah be like be have a good relationship with them otherwise that 80 89.4 9 uh implementation where can you provide greater support to your leader That's a good question to ask yourself every day.

How can I do a better job? Well, can you just start building a better relationship with your boss, with your team? Trustless and respect, influence and care. Chapter 11, decisiveness amid uncertainty. Leaders will always be faced with uncertainty. The picture is never complete. On the battlefield, as in every arena of business and life, there is always an element of the unknown.

As a leader, you must be comfortable with this. You have to make decisions, then be ready to adjust those decisions quickly based on evolving situations and new information. Don't allow yourself to be paralyzed by fear or indecision, which results in inaction. It is critical for leaders to act decisively amid uncertainty to make the best decisions they can based of the immediate information available. Waiting for the 100% right solution leads to delay, indecision, and an inability to execute. Be prepared to make an educated decision based off your previous experiences, knowledge, training,

in education, calculate the likely outcomes, and take into consideration all the information available to you. One of the best ways to do this is through small iterative steps in the direction you think is best. Without the complete picture, only move as far as you need, as far as needed to evaluate, reassess, make corrections, and move again. This enables rapid, incremental decisions. You can always adjust as new information emerges.

Such a series of these small iterative decisions collectively will move the team. in the direction you need to go. It enables you to be decisive amid uncertainty. Some implementation questions. Do you delay decisions that you should be easy? That should be easy to make out of fear of being fired or reprimanded? Why do you think that will happen? Another one, fast forward a little bit.

In what areas are you hesitant to take action and you need to be more default aggressive towards solving your problem or seizing initiative? In what areas are you being too aggressive? And you need to detach, properly evaluate the situation, and implement steps to mitigate risks that you can control. Fast forward a little bit to chapter 12. Discipline equals freedom, the dichotomy of leadership. This is chapter 12.

This actually turned into two different books. Disciplinex freedom field manual and dichotomy of leadership, the next book. We're going to cover that workbook as well. Because I think these workbooks are really helpful. Dicotomy of leadership workbook. Dicotomy of leadership workbook, yes. There is no discipline equals freedom workbook. Yeah, yeah, might need one.

All right, discipline equal, discipline and freedom are opposing forces. Discipline is rigid, structured, and controlled. Freedom is the opposite, unconfined and unrestrained. When we think of freedom, we think of doing whatever we want, whenever we want. And of course, this is what we desire freedom. But if we look closer, we discover that while discipline and freedom are opposing forces, they are closely related. In fact, the pathway to freedom is through discipline. We need discipline to achieve freedom.

However, it is also a dichotomy that must be balanced. Successive discipline can stifle personal and team development and undermine free thinking. Contrarily, without enough discipline, the team will not know what to do in critical situations or how to respond to a crisis when we strike the right balance. A discipline team will have structured plans and standard operating procedures in place that allow for rapid and unified execution, but still enough freedom to adjust, adapt, and maneuver to emerging changes and contingencies. That balance is dynamic, changing consequences.

constantly with every person and every team. And as a leader, you must find the balance between discipline and freedom. The dichotomy of leadership is not only about discipline and freedom. There are an infinite number of dichotomies that a leader must balance. A leader must communicate, but not too much. A leader must plan, but don't get stuck in a planning cycle that never ends. A leader must be aggressive to make things happen, but must not be overly aggressive and take on reasonable risk.

A leader must be willing to step up and lead. But a leader must also know when it's time to follow someone else's lead. implementation where do you see room for increased discipline by applying that discipline what freedom will be possible where do you see room for better process or standard operating procedures whose job is it to develop standard operating procedures all very good questions all very good questions in that last chapter about discipline and freedom fact so many questions about discipline and freedom that turned into two books all right I'm gonna close

out this workbook. There's a section speaking of books. This thing is called, it's all about you. It's all on you, but not about you. Excerp from a leadership strategy and tactics field manual. And this will close it out. As a leader, there are no excuses and there is no one else to blame. You have to make decisions. You have to build relationships. You have to communicate so that everyone can understand. And you have to control your ego and your emotions. You have to be able to detach you need to instill pride in the team you need to train the team you need to be balanced and tactful and aware and you have to take ownership the list goes on and on and make and makes up this incredibly complex undertaking that we call leadership and if you do all those things well if you

lead effectively the team will be successful and the mission will be accomplished if you do not lead effectively you will fail and the team will not accomplish the mission leadership is all on you but at the same time leadership is not about you not at all leadership is about the team the team is more important than you the moment you put your own interests above the team and above the mission is the moment you will fail as a leader when you think you can get away with it when you think the team won't notice your self-serving maneuvers you are wrong they will see it and they will know it the leadership strategies and tactics in this book are to be used not so you can be successful. These strategies and tactics are to be used so the team can be successful. If you use them to further your

own career or your own agenda, eventually these strategies and tactics will backfire and bring you down. You will fail as a leader and as a person. But if you use these strategies and tactics with the goal of helping others and of helping the team accomplish its mission, you will then the team will succeed. And if the team succeeds, you will win as a leader and as a person. But more important, your people will win. And that is true leadership.

It's a nice little secondary effect. A person, a leader helping the team win. The secondary effect is, guess what? You win. You win all day. So that's what we're doing. So there you have it. A little coverage of this book.

It's important to remember that leadership is not an inoculation. That's what I started with. You don't get one shot. You don't go through a book one time. Be like, cool, I got it. Look, you might have some epiphany moments. You might have some things where you recognize like, damn, I got to change some stuff.

But even then, it takes months and years to really be proficient. and intuitive about leadership. So you need to continually review. I mean people all the time that study and read and preach these principles and still miss them. Oh yeah. You gotta detach, you gotta review. And if things aren't going well, boy,

let me tell you something. If things aren't going well and you're looking at your team or you're looking at your peers or you're looking at your boss, you go, the hell's wrong with them. You're not doing it right. Things aren't going well. It's not on them. It's on you.

So there you go. A little review. It's part of the world. It's true. Yeah, that, you know, like anything where you can, you can read this and hell yeah, now you know. But yeah, until you start doing it like you just like anything really, you know, where you really get the full spectrum. When you do it and you do it more, you do it more. And it like constantly, you know, that epiphanies or whatever that you mentioned.

Brother, that's like a constant thing. And some of them, actually, I think you said this already. Some of them are, is stuff where like, hey, I already knew that. But why have I not been, like, I haven't been considering that, even though I kind of knew that from before, you know, kind of a thing. So there's like these repeating epiphanies sometimes. But yeah, yeah, it's one of those deals, right? Where you sit there and you kind of realize, oh, wait, it's my turn. You know, everyone's looking at, you know.

It's my turn. But that's a good kind of what do you call, like a good indicator, right? When you're like thinking to yourself, especially with those words, like, what's wrong with them? What's wrong? Why can't they just get their act together? That's like a little indicator. No, it's not a little indicator. Yeah, that's a, it's kind of the big indicator.

The indicator. It's kind of the indicator. What's wrong with them? What's wrong with me? That's the question. So that's what we're doing. We're also lifting. Hell yeah.

we're also training the jiu-jitsu had some good roles yesterday I was at Legion Legion American Jiu-Jitsu up there in Miramar rolled into there since my gym

kind of caught on fire so we've been traveling around a little bit hitting some of the other gyms but yeah I had some good rolls up at the Legion that's what we're doing they got Jock Fuel up there too by the way which is good

because then you can get done training you lift then you train you want some milk hell yeah you might want some hydrate i need to hydrate yesterday and i need to do the double hitter so that's what we're doing joccofuel com you need greens look you need greens get the good greens my loving mother came visited for a few days and she brought up the greens she's a connoisseur she's a greens connoisseur she's a greens connoisseur oh yeah big time she said the exact same story almost like she hadn't told me that already but yeah She's been into the greens since like she was young, young, you know? 100%.

And she was like, yeah. And the thing about greens is like they don't taste good. Like that's, you just accept that. You mix it up with something that tastes good or you just freaking power through, you know? Hey, whoa, is there alcohol like, okay, remember back in the day when you worked in a bar? Hell yeah. Was there ever a time where you're like, oh, I'm going to do the shot and I'm going to enjoy it? Oh, like the taste of it.

No. Yeah. Yeah. No, no, no. Is there people that are like that? They're like, oh, this tastes so good. Like this bourbon. Yeah.

Yeah. It's funny. My kid just asked me that exact same question. It's like, what? Like, do you think it tastes good? Because it doesn't taste good. And I'm like, hmm. And I go, some people think it tastes good.

But I'm like, I don't know if people think it tastes good. Like, it tastes good. Like, Mountain Dew, taste good. To me, anyway. But I think bourbon and beers and even like, you know, Chequilla testing and they're like, ooh, it tastes so good. I don't know that it's the taste in and of itself. I think it's the whole experience kind of a thing.

So then you have to have kind of this kind of trained and conditioned to mind to appreciate all the different things in that experience of tasting this stuff. So I think it's more that. And hey, if that's what you call tasting good, then yeah. But to me, no. So greens kind of just don't taste good. It's the same thing. I guess you would have to be like, oh, this is so good for me that I'll just drink

this thing that tastes like mud until we made our greens. Yep, exactly right, and that's what my mom said. She was like, these ones actually taste good. Which is like, I never experienced that before, you know? So I was like, yeah, there you go. Told me that already, but cool. Hydrate, got these energy drinks right here.

Speaking of tasting good, I think this tastes better. You mentioned Mountain Dew. Hey, look, I'm not a Mountain Dew kind of guy. There's a bunch of sugar and it's terrible for you. That's true. Type 2 diabetes, have you heard of that? It's a real problem. You won't get it from drinking one of these right here.

at all. No. Because there's no sugar in there. No. But there's also no, no chemical sweeteners in there. Sweetened with the good stuff, the natural stuff. That's what we're doing. Jock Fuel.com.

Check it out. Get on joint warfare. Get on Super Krill. 100% get on that. Yeah. Go to joccofuel.com. You can also go to Wawa, vitamin shop, G&C, military commissaries,

Afees, Hanifers, DASH, Maryland. Wake Fern, Shoprite, H.E.B. Down in Tejas. By the way, in H.E.B. and Tejas, they got crazy. They're going crazy. They're like getting after it down there. They're building tanks with Jock Fuel. So go and check that out.

Meyer, same way up in the Midwest. They're doing the same thing. Also, Wegmans. You ever been to a Wegmans? It's next level. Next level. The next level. And they've got pallets on the floor.

I've seen pictures of them. pallets on the floor. You can roll in there. You can just stock up. Good to go. Harris Teeter. Lifetime Fitness Shield. Small gyms everywhere.

Jitoo, CrossFit. Like I said, it was up at Legion. AJJ.J., American Jiu jitsu the other day. And they have a nice little fridge. Just stocked. You need to get yourself some jocco fuel. Hey, did they have some enemy?

They had a couple enemy energy drinks in there. Enemy. Oh, like. Yeah, like they're not the good stuff. Yeah, yeah, yeah. The bad stuff. Mm-hmm. But you know what was looking a little bit better?

We were. The good stuff. But hey, if you want to sell this stuff, go to JFsales at joccofuel.com. Yeah, you can sell. If you got a CrossFit gym, whatever you got, we got you. Also, origin, USA.com. If you're training jihitsu, guess what you're going to need? A jih Tzu geesee or a rash guard or shorts or compression pants, spats, as there's

sometimes known. Sure. Yeah. You need, if you're out cutting wood, you might need jeans. You might need double knee jeans. We got. We got stuff that's made in America. Made in the United States of America,

which is a big deal, by the way. So that's what we're doing. Go to origin USA.com and get something that was made with freedom, not something that was made with communism and slave labor. It's weird. You ever heard that stat that there's more slaves right now than there was like at any time in history? Damn.

Is that because there's more people? More people. Yeah. More people, more work. to be done more work to be done but still that's freaking heinous yeah it's bad

no so you don't really believe me I don't I believe you as much as I believe you yeah for sure I mean you told me that right now it's not like I went and researched it some credible you know extremely credible source it's freaking disturbing

well some of those slaves are making the clothes that you're not you echo Charles because I see that you're in the good stuff but that a normal person might be wearing right now that was made by a slave in a sweatshop you don't get slave labor stuff go origin usa.com get yourself some freedom yeah sure you go also jaco store called jaco store the store defecore.com jacchkosor.com same deal same deal discipline equals freedom um yeah you want to represent that uh the idea of good right just put a video out featured the video of the video

Any way you want to represent This is where you can get your stuff Jocco stored out. That was a third measure video, right? Yeah, like he was watching your video on the video. Third measure. Yeah.

Talk to me about third measure. What's going on with third measure? It's just the, it's a, what do you call it, a repository? Is that the right word? Yeah. Like somewhere where you put stuff. Yeah, yeah.

Of the, you remember mango mayhem? Yeah. Right? The signature flavor from Jocco, go right um so when i when we flipped over from the signature flavors when we when we uh got rid of the signature part of them um i still had a lot of leftover footage and stuff just the stuff

kind of promoting that right with the robots trying to steal my mango stuff so had a bunch of leftover stuff and ideas that i was like hey it's all here so it didn't make as much sense of me posting it on my instagram because it was it didn't have me in it and stuff like that it was just the robot doing this doing that you know so i was like oh let me just throw these on here let me add some stuff and every once in a while I'll get carried away for sure maybe spend some extra time on there that maybe I shouldn't but so I just put them there so it's third where did you get the name third measure from well I think it was like one of these ideas I had it I had two like domain names back in the day like I've got them long time

ago and one was third measure dot what did you get third measure from if I'm remembering correctly it was like you know how you go to like if you want to solve a problem you try to solve it and it's not working and you're like oh we got to go like extreme measures you know you know that idea right like extreme situations call for extreme measures or whatever yeah oh you could even say the full measure yeah right so it was more kind of that idea like we tried one thing now we had to go to extreme measures and then now even that didn't work so this is like the third you know kind of a thing anyway if i'm remembering correctly what I was thinking so I was like hey this sounds good and how is faction C tied to this so actually

C was the original my original marketing like sections you know so you know faction just sounds cooler than department so I was going to do like you know visual effects and stuff was going to be part of like the service of my company or whatever then folks point yeah and then marketing was going to be like kind of another one and then faction C was like the third one which was kind of like rogue marketing you know like stuff that like a marketing person would be like I don't know if we can put that on here you know it was It was like that. That was the idea.

I'm just saying, you know. So that, so I don't know. Brom Vagg created like a whole level of Harry Potter universe for you. There's a whole universe going on. Yeah, out there. So these are just little hints of it. What you're seeing is just little hints of it.

So faction C third measure, third measure. You can follow it at third measure. And if you're easily offended, maybe don't follow it. Yeah. Yeah. Yeah. Some people don't like some of the stuff for sure. Yeah.

Actually, I think today, because I posted one today or last night or whatever. and someone was like, oh, why did you use that garbage song on it? Like they're mad at the music I put on there. So yeah, you get stuff like that. Well, you had one where it seems like people are using cocaine. Yes. They have pounds of cocaine, mounds of cocaine on the table. There's people getting shot.

Yes. But they're actually just trying to steal some jocco fuel creatine. Yeah. And keep in mind, they're not people. They're all just robots, you know? Yeah, exactly right. So you have no mercy on them. You can have them.

don't we're saying exactly right but the thing is i try to make them look really like like a person like they don't walk like a road they walk like an actual person you know so yeah i guess maybe there's that some personality in there for sure but yeah so that one was yes it was kind of like and there's there's there's a couple of them what's the old world war two looking robot named yeah kill zone kill zone yeah and then there's the closer oh yeah the joker one yeah so he's called the closer sure yeah is there what are their names what are the forthcoming character are we got i don't know i don't know to be honest hey does the closer have a different part of his name too like oh yeah punchline punchline the closer

god yeah that's it should be two people yeah two different people wait punchline is one and the closures the other yeah yeah yeah because punchline i guess could be the joker type character right but but the closer's not really well isn't that a comedic term the closer it is i think it is but you gave him two names yeah yeah not necessary amen let's expand maybe they could fight each other for who's the punch signer who's got the closer yeah so there you go uh there you go third measure yeah for what it's worth hey look you want to have some fun there some layers in there for sure a lot of it was based on all jaco fuel stuff yeah like the robots trying to steal the jocco fuel you know and then you know something like i said sometimes you get carried away

so forgive me sometimes i'm not a very mature person that being said yeah man enjoy you're an immature person with some pretty mature skills so there you go jacoboster Go check that out. Also on Jocko store, the short locker. I don't want to forget that. So did you see the shirt? I saw you had Action Jackson in it. Oh, yeah.

He's the man. Yeah. Short locker, new shirt, new design every month. It says sugar-coated lies and it kind of looks like crispy cream, right? Yep. That's the homage. Lies, lies, lies. Something like that on the bottom.

Sugar-coated lies. Sugar-coded lies. Well, were you let that? Did you see it and be like, okay? I see what you were hyped. You were hype. Okay, right on. It was approved.

Fully approved. Fully approved. Jocko store. There you go. Primalbeef.com. Coloradocraftbeep.com. You're going to need steak in your life. Get a good steak.

Get a good steak. I'm eating like a lot of steak right now because we got primalbeef. com. Colorado craft beef. com. The steak is delicious. So check it out. Subscribe to some steak.

Have it show up at your house. Have some beef Frank show up at your house. show up at your house. Have some damn burger meat show up at your house. All the best highest quality meat. That's what we're doing. Colorado Craftbeef.com, primalbeef.com. Awesome stuff.

Also, subscribe to the podcast. Also, jocco underground.com. Also, we got the YouTube channel. Also, psychological warfare. Also, flipside canvas.com. Dakota Meyer making cool stuff to hang on your wall. Written a bunch of books. The books I talk about today is a workbook.

Again, it's the extreme ownership companion workbook. It is the official one. It's got the Eschalon Front Insigny on it. It says learn, lead, win. Don't get one of the junk ones that are out there. Also written a bunch of other books about leadership. I've written a bunch of kids books. Way the Warrior Kid, 1, 2, 3, 4, and 5.

Mikey and the Dragons, check those out for kids. Get them on the path. Eshlam Front. Talked about it a lot today. Go to eslamfront.com. We can help inside your organization with your leadership issues. And if you solve your leadership issues, you'll solve all your issues.

We also have an online training academy that I mentioned today. Extremeownership.com. Leadership is not an in in in in inoculation. You don't learn it in one course. You don't learn it in one book. You have to go to the gym all the time. That's our online gym.

Extreme ownership.com, check that out. And if you want to help service members act and retired, you want to help their family's gold star family, check out Mark Lee's mom. Mama Lee, she's got an incredible charity organization. If you want to donate or you want to get involved, go to America's Mighty Warriors.org. Also check out Micah Fink's organization Heroes and Horses.org.

Also, Jimmy May's organization Beyond the Brotherhood.org. If you want to connect with us, go to jocco.com. Also, we're on the interwebs. We're on the social media channels. At Jocko Willink. That's me. Echoes at Echo Charles. Just be careful because there's an algorithm that's trying to ruin your life.

And it will if you let it. And, of course, thanks to all our military personnel out there, you all put your freedom on hold in order to protect our freedom and we are grateful for that also thanks to our police law enforcement firefighters paramedics EMTs dispatchers correctional officers border patrol secret service as well as all other first responders you put your safety at risk to protect our safety and we are thankful and everyone else out there the things in this workbook the things in the book extreme ownership. We have to

aim them at ourselves. It isn't the other person who needs to cover and move. It isn't the other person who needs to keep things simple. It isn't the other person that needs to prioritize and execute more. It isn't the other person that needs to utilize decentralized command. It isn't the other person

that needs to take ownership. It's you. It's you. Focus on you. Change. You, you step up, you cover, you simplify things, you prioritize, you utilize decentralized command, you keep your ego in check, you take ownership. And if you do, your whole world and the world of those around you, we'll get better. So go out there and get after it.

And until next time, Zekko and Jocko out.