Jocko Podcast - 557: Stop Waiting for the Perfect Answer. Go.

Episode Date: September 9, 2026

>Join Jocko Underground Full Episodes< Every decision has consequences—and the small decisions made repeatedly can eventually shape your entire life. Jocko and Echo break down how to make better decisions under uncertainty, when to trust experience and intuition, how to avoid paralysis through analysis, and why effective leaders take action, learn, and adapt.00:00 — Decisions: The Choices That Shape Your Life03:33 — How the Marine Corps Teaches Decision-Making11:50 — Take the Initiative: Keep Them on Their Heels18:14 — Logic, Intuition, and Emotion24:57 — Analytical vs. Instinctive Decision-Making26:28 — Stop Overthinking. Take a Small Action.34:26 — Detachment: The Decision-Making Superpower41:34 — The 70% Solution: Stop Waiting for Perfect46:07 — The OODA Loop: Observe, Orient, Decide, Act58:46 — Adapt Faster Than the Situation Changes1:01:23 — Failure, Fear, and Learning Through Action1:06:13 — Small Decisions, Fast Feedback, Constant Adjustment1:15:37 — When Being Too Adaptable Becomes a Problem1:17:59 — Wargaming: Prepare for What Could Go Wrong1:20:38 — Jocko’s Extreme Ownership Leadership Loop1:22:29 — Don’t Get Stuck. Make the Decision. Act.Support this podcast at — https://redcircle.com/jocko-podcast/exclusive-content

This is Jocko podcast number 557 with Echo Charles and me Jocker Willink. Good evening, Echow. Good evening. Decisions, decisions, that's kind of what life is. Life is made up of a bunch of decisions that we make on a personal level, obviously. And we can see where that leads to. Yeah. Right. Generally speaking, one decision that someone makes does not completely alter the trajectory of their life.

Usually it's compounding decisions over time. I know you and I were discussing that a couple weeks ago. Mm-hmm. You go into certain areas and you can see that there's been a lot of their life. poor decisions made across the board. Yes, and vice versa, too, by the way. Meaning in good areas? Yes.

Yeah. So decisions, right? On a personal level, I mean, on a daily basis, you know, what are you going to eat? What are you going to say? What are you going to not going to say? Are you going to speak up in a certain situation? Are you going to keep your mouth shut? Are you going to stay in that job?

You're going to, like, there's all kinds of decisions that we're making. The family, you're making decisions in your family as well. Which school should I send my kids to? Do we need a new car? Should we buy the two-year-old car that's already depreciated? That's generally the move. Generally. Then you got business.

How much material do we order? How much stock should we build up? Where should we spend our marketing money? Should I give this individual a raise, right? And then, you know, the battlefields, clearly it's filled with decisions to, do we attack, do we retreat? What tactical maneuver do we utilize right now? Do we escalate the situation?

Do we de-escalate the situation? So I was reading through a Marine Corps document that's called decision-making, and I thought there was some good information for us to be aware of. And I think it's a pretty thorough document. A lot of times the Marine Corps, quite frankly, knock stuff completely out of the park, Grand Slam, home run. Right? What's it?

No notes, no notes, as they say in Hollywood. No notes. Oh, right, right. No edits. No, no notes. Yeah. Yeah. I understand.

Edits, notes? Yeah, I'm sorry. I was totally just thinking out loud. Like when it's like no notes, meaning like I don't have anything to add or no feedback. And same thing with no edits. Like like I think that's an actual Hollywood the notes thing is like a Hollywood thing and you know who I think the first person that I ever heard say it was Jamie Cochran Oh for real? She was like oh do you have any notes and I was kind of like well like on like I think of he she made a speech or something and she's like do you have any notes and I was kind of thinking well did I take oh no I didn't take notes on your speech But then she meant it in Hollywood way because she was a singer and yeah a Hollywood Hollywood is in the realm yeah yeah that makes sense. I mean yeah that makes sense. I mean it's a Hollywood yeah that makes sense.

That makes sense. But then I kind of knew it. I don't know if she explained it to me or I just figured out from context. But then when I heard McGee, McGee would give notes to various people. And sometimes you hear the positive, you know, hey, you got any notes?

It's kind of a, you got any feedback? It's a little bit softer than, hey, do you got any feedback for me? Or like, hey, do you have any critique points for me? Those are, but you just go, hey, got any notes? It's sort of like, yeah, here's a little note. Yeah, yeah. As opposed to like, we're about to rip you apart right now.

Right, right, right. Which, by the way, notes covers all. Yeah. Notes covers, hey, make this small adjustment to like, you're playing the wrong character. Right, right. So I normally with the Marine Corps don't have notes. And by the way, this, the thing that we're going over today is just like a student handout. It's not official piece of documentation that's been through the whole editing process that the Marine Corps normally does.

but still had some good points in it, some good things that made me think. And so I figured, let's help everybody with their decision-making process. So let's get into it. Decision-making, as Marine Corps officers, we are primarily decision-makers. Our weapon is the unit we command. We decide on a course of action and then clearly communicate that decision to our unit. Our Marines translate that decision into action. As future leaders, you will be required to,

to make decisions in combat. You must begin to understand the importance of how you make decisions and the importance of making risk-based decisions in time of competitive environment. And I think it's important, this is coming from the basic school. I think it's important to remember that

they're kind of giving people the fundamental process, right? Which is, hey, you're a junior officer, you're gonna be out there, you know, making decisions for your team, for your platoon. for your platoon. They're not really emphasizing, hey, decentralized command. You want your fire team leaders to make decisions.

You want your squad leaders to make a league. I'm sure they're going to get to that. But it's sort of, you know, you know the old school upa escape, trap and roll, Jiu-Jitsu. Fundamentally, for me, I never do that escape. I haven't done that escape for 10 years, right? But I still teach it because it's something,

you have to understand to build upon. So I think this is sort of the basic building block of, hey, there are, because there are times you're going to have to make decisions. Hopefully, if you've done a good job as a leader, you don't have to make a lot of them because your team is making the decisions. That's the goal. That's decentralized command. But I just wanted to point that out because they're talking to junior officers, they're like,

hey, you're going to be in the field with a platoon, you're the platoon leader. This is what you're going to be making decisions. You know, it's, we decide on a. course of action, which is true. You do ultimately decide the course of action. Where are you getting that course of action come from? Right. So just keep that in mind. Warfighting, which is their main manual, which is one of the, which is an incredible piece of literature, I'll call it. We covered that a long time ago on the podcast. It's one of the earlier manuals that we covered because it's so outstanding. Warfighting introduced you to the nature of war, which is inherently

violent and chaotic, which we mitigate through clear communication of intent and simple plans. It discussed maneuver warfare, the theory of which is to strike the enemy's critical vulnerability, the decisive time and place with mass fires to bend the enemy to our will. Good verbiage. This lesson, meaning this thing that we're covering, gives you a detailed study of how humans make decisions and how understanding the ways we make decisions will allow you to better employ your Marines. That's the crux of talking about this.

If you understand what you're thinking about while you're making a decision and what components are in play, you're going to be able to do a better job with it. And that's another reason why I thought it would be interesting to study this because, like the, unfortunately for me, but fortunately for you, they give this whole example and it's all football. For some reason, I guess we're going to, we're going to, we want people to understand what we're talking about. And I guess they're figuring all these Marines play at football at some point. Yeah, sure. So instead of using some combat example, they just go football. So let's get into it. Here's this.

Here's the importance of decision making. Let's say we are a football team. Consider the commander, the quarterback. The week before the game, the team will prepare focusing on the strengths of weaknesses of the opposing team. Because the team has a week to prepare, the preparation process is very deliberate. Observing video, past games, and orienting on where they can most affect. effectively defeat the opposing team. They will then decide on the plan to defeat the team and learn and employ that plan through

practice sessions during the week. Accurate? Accurate so far. Yes. I was talking to somebody the other day that has, the AI is filming them in the sport and they just get like a full condensed highlight reel where they're done from AI. Yeah. Things are getting wild.

When it comes to, when it comes time to conduct the game early in the game, our team, will observe the opposing team strategy through the play of the game. With the aid of the coaches, the quarterback will orient on the gaps observed, make decisions before every play and act on those decisions. And Gap, I don't, is Gap, Gap's kind of a football team,

a football term, like there's a gap in the defense. A gap is a actual football thing. Right. And it's also an actual military thing. Oh, okay. And in maneuver warfare, they have two things, surfaces and gaps.

So surfaces is like a defended position and gaps as a whole. Yeah. Okay. Probably something similar. It's actually the essentially, they don't have surfaces that I know of, but the gap or a hole interchangeable words,

by the way, they even have numbers. When you're talking offense, which that's what they're talking offense right now. But yeah, there's holes and gaps or whatever. Actually in defense, they call them gaps more often than the holes.

I would think, is offense. Correct me if I'm wrong. a hole is like a bigger, more prominent, more exploitable gap. Like they got a hole in their defense versus they got a gap. Right. So that's not what the hole is used for. Maybe if you're saying, ooh, their strategy or their team has holes in their game or whatever.

That's different. But when you're a quarterback or you're on the offense, a hole is just the gap between two specific people. So the one hole, it depends on what team and how your offense is formulated. But for example, the one hole can be outside of the tight end. And then the two hole will be there. Or sometimes it goes the odds on the left or even on the right. However, it's formulated. But the holes have numbers.

So it depends on the play. So if it's a running play, they'll be like, I remember a play called Power 34. The 30 back is the halfback. Power means you have a full back blocking. That's the power. And then 3, 30, so 3, 30, 4. The 30 back, which is the halfback, goes into the four hole. There you go.

So power means he has a full back blocking. So basically the quarterback gives the ball to the half back behind. And the fullback who leads into that hole and blocks form power 34 leads into the hole into the hole the gap is defense usually depends you know but the gap is like okay the four and sometimes they have numbers as well but it's like yeah this guy's going to come in to fill that gap because we expect this running back to come in so maybe you'll take out the blocker maybe you know whatever it's like depends on the defensive strategy but yeah that's how in my experience what I've seen it but either way it's there's a full translation here that I'm seeing.

Yeah, I like it. case the decision-making process is less deliberate than during the preparation the week prior to the compressed due to the compressed time of the game obviously you have time to make a decision you're a freaking quarterback you're to figure out what the play you're going to call another reason for the increased tempo of decision-making is the team the team realizes that if they do not observe orient decide and act on their opponents quick enough they will be at a disadvantage throughout the game if the opposition identifies our weaknesses faster than we identify theirs they can quickly decrease the risk of our team scoring is now the last two minutes of the final quarter. We need one more score to defeat the opposing team, and we have the length of the field to travel. How and why would the quarterback's decision-making process change? The answer seems elementary. With only two minutes left, time is now severely compressed.

The quarterback must quickly observe the weaknesses of the defending team, orient on the gaps in that defense, decide on a play, and act on that decision. If the quarterback is too slow in this regard due to over-abundant, caution or takes too long to make a decision and lead the team and its execution, then the time will run out and the game will be lost. In this case, the astute quarterback will assume the risk of acting without long deliberation so as to not run out of time. Additionally, the quarterback will hurry up the team to keep the defense on their heels,

hoping to make the opposing team less responsive to fast-tempo play. That's what we're doing. Success in combat is similar to our football example. Success becomes determined by a leader's ability to make time competitive decisions, communicate them clearly to his subordinates, and impose his will in order to turn decision into action. Warfighting describes all actions in conflict as initiative to act or response to action. That's a good thing to keep in mind. Man, it is so much better to be on the initiative to act

Rather than on the response to action and where you really feel that in a real way is in Jiu-Jitsu When you someone got the upper head and they're attacking attack and attack it like you were rolling with coach Hannah the other day Yeah Rana yeah and we were talking about afterwards she's it she's just attacking yeah she's just attacking yeah She's gonna attack and attack and attack and attack that's what she's doing yep and it's it's we trained We trained our minds are trained I think that we kind of do, you know, three moves. We got like our three move series. And then it's another three move series.

And then it's another, and there's a pause and like a little comfort zone there. Coach Rana? No pause. No pause. No pause. No pause. And tempo. Like it's just, there's another one.

There's another one. There's another one. There's another one. There's another one. And it's a good way to end up with a winning scenario. It's a strong strategy. And funny enough, where what they, what this guy, this author was saying, about the, basically is describing the no huddle, right?

We got two minutes, you know, whatever. And people do no huddle for a bunch of reasons, but that's one of them. So yes, you want to keep them on their heels, right? No huddle, meaning like, because in football's exact same thing, where you run a play, plays over, everyone freaking kind of relaxes, goes back to their huddle, comes up with their little plan, reset, boom, play, you know, now the play goes down. But the no huddle gets rid of all of that.

That's a coach ran a scenario where it's like, even when people kind of think, okay, huddle, just even men. Mentally, maybe even subconsciously, okay, huddle, so their brain goes into kind of like recovery mode or reset mode. Oh, shoot, no one's resetting. Now we got to scramble to accommodate these people who are literally attacking. That's what it was. It's just attack, attack, attack, attack.

That's all I may have beat us that one time. I was telling you the other. There was like a few episodes ago. They beat us like right out the gate, no huddle. And we got tired. That was out of the gate? Out of the gate? Like they started the game like that, no huddle?

Yeah. That seems smart because they could already have a pre-planned. They did. So they were talking, they were like, oh, We're just going to defeat them so bad. And it got around all of Kauai that they were saying they're going to beat us so bad. And I was like, how are they going to beat us so bad? Like, in fact, I think we beat them last time.

And it was just uncanny the way they were saying it. And then sure enough, they beat us real bad because they came out to game with that stuff. We weren't ready for that. Anyway. But yes, that's a, it's how you say it's the best comparison, best analogy, jujitsu? Like, I would say yes. Like, Coach Rana has a no-huddle style of jiu-jitsu.

It always surprises. me okay you know when you're you see like trick plays in football yeah it always surprised me that there's not more trick plays because there's such a settled like okay like you just said hey we all know that we're gonna run this play we're all know we're gonna get where each team's gonna get in the huddle we know we're gonna get we're gonna call play what's that and everyone kind of knows what's happening right and it's surprised that they don't disrupt that more often yeah so a good way to understand because I thought that too when I was young mean me and J.D.

Some, like, draw out plays for, as a hobby, you know. So the trick play is just like a trick play in jujitsu where it's like, yeah, if no one knows it and you're really good at it, you can trick and you can get a lot of people. But, yeah, it's real easy to solve. You know, they're real easy to, like, shut down. So like one of the, a real common, quote unquote, common trick play is called the reverse, where it's almost like you're doing a sweep or a running play. And everyone goes to this side except for one guy comes and you give it.

So all the defense, this is the theory is. all the defense is going to see the momentum they're all going to pursue. The one guy goes, very few blockers, by the way, for this guy, because if there's a bunch of blockers, everyone would see it, see the momentum, blah, blah, blah, they'd follow. So everyone goes to this one side of the field, like, you know, and the defense hopefully pursues, except the one, usually the tight end or something like this, will come full speed, the opposite direction, you know, people have to freaking change direction,

and they can get you if you're not ready for it. But like I said, it's one guy, zero blockers. So you get one guy hip to it, probably. This guy's freaking no blockers, right? He's getting tackled behind the line every single time. So just like, you know, a trick plays in jujitsu, you know, like where you do like something in the counter or the reverse or whatever it's like, or the escape is real easy if you know it.

And then on the other side of that is the tried and true plays. Yeah. Where it's like, yeah, sure, we'll send a, you know, a full back up the middle of the lead block for the running back. You got the line freaking bunching up ready. You know, the counter is going to be on two or something where it's like, you know where they can get the jump on it and they know the play so they know they know what kind aggression to bring to the play so they can almost guarantee well not guarantee but in theory almost

guarantee to three yards four yards very little risk you know so it's like that and the spectrum goes on and on you see what I'm saying see that check um but yeah initiative act goes a long way yeah the purpose of making decisions is to adapt our action to the enemy's action making and acting on effective decisions faster than the enemy in order to exploit fleeting opportunities, gain and maintain initiative, forcing the enemy to react to our influence. Like the quarterback above,

we seek to keep the enemy on their heels and less responsive to our fast tempo execution. This is when General McFarwin was on, and we were talking about the fact that we were putting in full combat outposts like every three, four days. And he was like, yeah, we want to tempo. Keep the tempo, keep the enemy guessing on what was going to happen.

It was very impressive. I was part of it and it was impressive. I didn't even realize how impressive at the time. I was like, oh, we're doing this again. As company-grade officers, we operate at a tactical level of warfare. At this level, our opponents may frequently observe one another and react more quickly. At our level, the time-critical nature of battlefield decisions is acute. And then we get into the decision-making stimuli, they call it.

Decision-making is not a Marine Corps phenomenon, obviously. You have been making decisions. for most of your life. It is important to understand what has unconsciously caused you to make decisions in order to consciously shape their influence on future decisions. When presented with information, we decide on courses of action based upon three general criteria. So we're making decisions and this is what's talking about. You've got to kind of know why are you making decisions. Rational calculation. We have a natural aversion to uncertainty. We don't like to be wrong. In rational calculation, we try to be perfectly predict our results by analyzing and comparing large amounts of data.

Frequently, we construct matrices and charts to compare different options available. Large staffs of subject matter experts plan using rational calculation. Rational calculation is the foundation of analytical decision making. In many cases, rational calculation requires time to accomplish, so we generally see this type of decision making prominently during the preparatory phase. that is not to say it is not used during a conduct or follow-up phase. In our example above, the week of preparation prior to the game is filled with rational calculation and analytical decision-making. So clearly we all know what that is.

This is the pre-planning. You're setting up. You're looking at the charts. You're trying to figure out everything out. And of course, game's still got to be played. The game still got to be played. That's, it always, again, surprises me. You know, you get, you look at like the finance world.

And people will just talk about, you know, this crash is coming or this stock's going to go to the moon and all this stuff. And like everyone's is wrong all the time. And then they continue to talk about it. Yeah, yeah. There's a lot of, there's a lot of little circles like, or what if you know, industries or like, you know, that are like that. Where it's like there's this whole thing about talking about it and watching a show that they're talking about it, you know. And then it reflects very little sometimes, you know, to. Yeah, to the actual.

They run the track record on these dudes. It ain't good. Right. Well, when the big, do you see the movie, the big short? Big short, yeah. Yeah, but it was like, out of all the people, all these people sitting in Wall Street, thousands and thousands of analysts and experts and people from the industries and they were all running the numbers. And there was like a handful of people that said, bro, out of all those people.

Just a handful figured it out. So despite all that rational calculation, still got to play the game. Don't know what's going to happen. And then we have intuition and gut feeling. When making decisions by intuition, we base our actions on what just feels right or what we just know is the right choice. The driving force behind intuitive decisions is our experience base available in subconscious and conscious memory. For analysis and comparison, often we may not recall any experiences similar to our current situation. However, our mind will match the pattern we observe with one we have on file.

and then to predict the most reasonable result. Intuition is the foundation of recognitional decision making. In the football example, the quarterback may or may not employ gut feeling in varying degrees throughout the game in conjunction with rational calculation. And then it,

the other thing it throws in here is emotion. And I just view like intuition and emotion of much more closely related than they've got them broken out as two different things. but for me it's like, part of that, part of the emotion that you're feeling is going to push you to be instinctive. And your instincts are going to be emotional. You get like an aversion to something.

I don't like that plan. Like what is making you feel that way? It's an emotion that's making you feel that way. Yeah. Yeah. I've always thought, and you say the quarterback thing, so it kind of maps onto that as well where intuition is almost like a subconscious almost. Like, like, you're picking up on something small enough that you can't point it out necessarily consciously,

but you can feel it. Yeah. And by the way, your mind, like, I was talking about this up at council, when you meet someone, you are subconsciously measuring, like, the narrowness of their eyes, the size of their jaw ratio compared to their head, their shoulders, their height, their weight. You're analyzing if they're a threat or not. Yeah, I understand.

And so that's happening. And when little tiny, almost imperceivable expressions in someone's face, you subconsciously pick up on it. And they do have all kinds of experiments to prove the other show, a picture of this and a picture of that. And, you know, how does it make someone feel? But you can tell when someone's looking like shady, like there's specific facial expressions that give away some shadiness. And that's why you meet a guy and be like, hmm, that dude seems shady. You ever walked away from someone and told your wife or something like that? dude seems shady.

That's coming from a real place. Yeah, fully understand. That's, that's the way it is. So I, I kind of relate the emotion thing and the intuition thing very closely together. Yeah, I can see it.

And then, but what they say on emotion is whether we use rational calculation or intuition, it is important to note that emotions will always play some part in our decision-making process. For example, anger might cause a leader to make a reckless decision in haste, but it could also evoke physical courage. Fear or doubt could cause. cause you to further examine it in a situation

and identify a preventable weakness, but it can also lead to hesitation or indecisiveness. The key is not to allow emotion to be the primary stimulus for decision making. As leaders, we must be able to harness our emotions, use them to our advantage, and achieve a balanced strength of mind and character. And this I fully agree with, and you've heard me say many times,

you gotta put the emotions in the calculus. They gotta be in there. If your team is like all mad about something and you throw, dump some big giant, They're only gonna get madder. Yeah, yeah. If they're scared and you put them in a situation where that fear is gonna be capitalized on,

it's gonna be a problem. So you gotta put the emotions in the calculus, but you can't let it be the primary decision making process. I see what it's saying there about the emotion or whatever. That's how it makes it a little bit more separate. Where, yeah, like even on off the battlefield, we'll say, when you're in a good mood, I don't know if you ever encountered this, when you're in such a good, we're having such a good time,

you know, then we start talking about our plans. tomorrow because we want the good time to go on or whatever we're feeling right and it's this good and then tomorrow you're in a whole bra let's do it again we say Hanahoe but they so like the so the next day you're in a different state of mind you're saying you're kind of like tired hungover in some cases you know whatever whatever the case may be see what's saying or you got your other priorities you got to do or you know you're stressed about something that happened whatever and then your friend starts texting and calling but whatever what are you know what up what are we doing you know time to come right and you're like I'm not even close

Well, I don't know. Let's go. You said it. You said it, man. And then it breaks down these two methods of decision making, which are analytical and recognitional. So the analytical, this is the one that you use when time is not critical. And the advantages are you can justify decisions to others.

Cool, because you ran the numbers. Manages a large amount of information. So you actually got the time to do it. It relies on subject matter, expert contribution. Sure, you got the analyst putting in for information. The decision maker can feel as comfortable as possible while dealing with uncertainty. The disadvantages, obviously time consuming, requires a large amount of information input, does not develop decision-making abilities of those involved.

I'll tell you what, what I've noticed for me was a lot of times I can look at something for like one minute and make the call. And I'm going to be like 80% of the time I'm going to be right. Like 80% of time. And that's not just me. I'm saying, you know, you'd give anyone that I was working with when I was in the SEAL teams. Like, hey, we got this target. You know, where do you want to hit it from? And they'd say, like, give me like a quick concept.

We'll set up over here and blah, blah, blah. 80% of the time, that was the plan we'd go and execute. 20% of the time they'd say, yeah, I guess what? This route was fouled or there was, you know, coalition forces over here that we couldn't deconflict with her. There'd be a reason. But 80% of the time, it's like, yeah, I can look at it for very quickly. And kind of no. So if you think about a lot of times

in low risk situations, we're wasting a lot of time, trying to get a perfect answer. And it's literally a waste of time. Yeah. Because you got an 80% chance in there's nothing catastrophic's going to happen anyway, so it's all good.

Just go and execute. Yeah, I figured that out that you had like, you have this cover. I don't know if you had it on purpose or what, but I figured that out about you. And I asked you about it. And you said, oh, it's like, it's called iterative decision making.

But I was like, oh, but I found out, the other element that it was more a discovery of myself more than it was of you was just you were just part of that discovery okay so it was um we were talking about something i forget it happened a few times where we're talking about something and i'm over here nerding out on how it works you know and that's what we do sometimes we nerd up oh yeah but when you say we mean you me me me yeah yeah yeah not you're i'm saying guys i don't i don't nerd out a lot on like how we're going to get there I found out you do the exact opposite.

You get as much information as you need to take the first iterative step, which is very little, by the way. So that's why. And then later on, you'd actually say this. And I was like, bro, that falls right into my little theory. When you're like, oh, I make iterative decisions to take action. And then that way you don't commit too much or whatever. And I was like, oh, okay.

So basically you nerd out on taking action, which is not most people, by the way. Like a lot of people are like, you know, and I nerd out on the feedback I'm about to get after I take out. And by the way, this is all just the utal loop. Yes, exactly. Right. But so someone like me will say by default is going to like, when I say nerd out, I mean, you know, we're talking about like, what should we do? I don't be like, oh, well, this could happen. This could happen.

And it's kind of fun. It's a cool little formula to like talk about, you know, meanwhile taking no action or whatever. But you're the exact opposite. So you'll be like, okay. And I remember figuring this out because when I, we were talking about something, you were talking about what actions to take. And I, for whatever reason, was pumping my brakes on the action. I was talking about how it works and, you know, maybe this.

And it all kind of hypotheticals, all this stuff. And you were just, okay. And you were just saying, okay, under that circumstance, you'd say, you'd do this then. And I'd be like, well, yeah, that under that's true. But, you know, sometimes this will happen. You go, okay, in that case, then you do this. Like, you would always, like, steer me right back to the action. To do the thing.

Yeah. Do, like take a small action. You know, so you had all these actions like ready to go for all these circumstances that I was just wanting to talk about. And I was like, oh, me and I was thinking to myself in the moment, oh, you're not getting what I'm doing. You're not getting it. Yeah. Right. Like I was a bad person.

No, no. No, no. Meaning, meaning like, oh, you don't understand how important this information is. Right. No. Like I probably thought that too. But what when I figured out what was going on, I'm like, oh, you're over here trying to actually get stuff done. And I'm over here just wanting to talk about it.

Literally was that was what was going on in the conversation. So I'm like, okay. And then from then on, I started recognizing that pattern. You always have some action to take. You see what I'm saying? So I'm like, oh, okay, that's why. Because one, you don't overcommit. And two, you're always over-indexing on what action to take and taking it rather than like nerding out about how it works.

Yeah, which is really a good way to just not do it. Yes, 100%. Yes, you're correct. Which is sometimes. feels good because there's no risk involved, right? Well, you don't recognize there. There's obviously risk involved because now you don't progress.

But, yeah, taking action is a very good move and it doesn't have to be a big action. In fact, I don't recommend taking big action. I recommend taking small action, and you'll get feedback and you can then adjust. Then the other method here that they talk about is recognitional. And this is when time is critical

during crisis situations, requires little time, requires little, relatively little current information, requires less planning time, leads to increased tempo and increases ability to maintain the initiative against the enemy. The disadvantages requires large experience based on the subject before the crisis, requires moral courage, and the decision maker assumes increased risk without group absolution from staff planning.

You know, and again, to me, that one of the key components that's going in there is the instinctive part of beyond look I you may or may not have experience obviously the more experience you have the better your instincts are going to be but sometimes you're in a situation that you haven't been in before but you go something's not right here we're not doing this or hey you know what let's stop the car let's let's pull over you know like whatever that situation is I think it's very smart to pay attention to your instincts analytical decision making we're to dig into these Just a little bit more analytical decision making is the most comprehensive and accurate type of decision making. And again, we put so much faith in this.

But you're assuming that you can predict the future and you can't. This is where we make mistakes with wars. We go, oh, yeah, we'll run the numbers. There's an 80% chance that this will happen and then there's a 90% chance that this will happen. Guess what? And there's a 99% chance that this will happen and we're going to be good to go. Guess what? It's going to be that 1% that you didn't.

expect. We over index on analytical. We over index on it. And what it makes us do is, first of all, it makes us commit too much when we shouldn't because you go, oh, this will be good to go. No, it won't be. You make those, the classic assumptions. Do you that the, the, if you make a son, assume means make out an ass out of you and me. You've seen that, right? Yeah, yeah. A silly little thing, but it's a fully accurate. Yeah. Analytical decision making is the most comprehensive and accurate type of decision making. The reason is the time available allows for a detailed review of the situation which subsequently leads to a decision and resulting action.

What it also allows you to do is focus on a bunch of small little things that actually don't really matter. It allows you to get a bunch of more numbers and things to analyze and charts and all this stuff. But there's really only like three things that matter or two things that matter. Not 17. So now you've got a bunch of these other things that you're thinking about. You shouldn't be thinking about any of them. Your tactical planning classes will take you through the methods and tools we use to conduct analytical decision making process prior to execution. However, analytical decision making is not limited to preparation phase of an operation.

It continues into the conduct and consolidation phases as well, albeit to a lesser degree due to the nature of those environments. Yeah, check. Recognitional decision making, and this is a way I put a little bit more focus because this is what our, platoon leaders are more likely to be doing is, you know, out there recognizing and trying to make a decision. Recognitional decision making or recognition primed decision making is a model of how people make quick, effective decisions when faced with complex situations. It often occurs subconsciously. Recognational decision making inherently assumes more risk as less than perfect information is rapidly processed and acted upon to ensure that unnecessary risk is mitigated during

Recognitional decision making training and experience is paramount repetitive training Rehearsals and experience allow for faster recognition of key variables that will drive one toward a particular decision Take our football game example above the during the hurry-up offense or what increases What increases the quarterback's ability to conduct good recognitional decision-making and lead the team in that action the practice during the week's Preparation for the game trains the quarterback to pick up opposing team patterns and subsequent actions faster. There are two types of decision making strategies for what we consider recognition primed. And one of the key things that you better learn to be able to do this is detaching and not

getting caught up in the freaking action that's happening. You have to be able to take a little bit of a step back. You have to. That's the superpower here. I'm telling you that's a superpower all day. Feature matching. The decision maker identifies that he or she has personally experienced the element of a given situation, this experiment can be a result of past actions, training, or rehearsing

a plan. Comparison based on the previous personal experience allows for quicker decision-making given the same situation but different time and place. And that's also a cautionary tale because you know in Jiu-Jitsu, you got that you develop a pattern. You're rolling with somebody. You never rolled them before. You develop a pattern with them and you got to be careful because your experience was, oh, when I did this, they didn't do anything. Oh, and I did this, they didn't do anything. Oh, and they caught you. So you got to be, you got to use caution there.

Reason by analogy. The retrieval of stored information derived from a similar situation. This is a comparison of the elements and results of a similar situation that the decision maker has previously observed or read about. This usually occurs as the result of past studies. For example, a football player has watched tape of an opponent in preparation for an upcoming game. When the player sees a similar situation emerge, the decision.

capability increases with speed. Yeah, check. Both types require pattern recognition to occur. We identify patterns based on experiences or by historical references. Pattern recognition improves in speed and accuracy the more we experience a certain collection of events. We accomplish this through training. Yes, you do. And it was really, it's always incredible to watch people get better at things and get better at decision making and be able to recognize what's happening and they only do that if you get put them in those scenarios i would talk about detachment with like a young with a seal platoon for four hours explain it to them you know should go walk them through it do every story i could think of about detachment and then go out and just watch him brain lock and

freaking get target fixation until they went through you know what's very similar to is standing up on a surfboard. Like you have to just keep trying to stand up until you get it. And once you get it, you're kind of good to go. Or like riding a bicycle. You teach your kids how to ride a bike, right? They fall down. They fall down.

They fall down. And then they get it. And then they're okay. So it's like a breakthrough moment that people have to have in order to learn how to detach. But you can point it out to your kid, the bicycle. You can even have them sit on the bike while they're sitting there and kind of let them balance.

But they're not going to know how to do it. Until they do it and they have to kind of get it right on their own. Yeah You set up all the conditions you get them going you push them from behind you put them on a slight decline so there's a little bit of momentum You know like you do all those things you already work the training wheels but at some point they got to feel that thing on their own and that's what detachment teaching someone detachment is very similar to that Yeah. Yeah. That's a good a good analogy. Actually even the so I know You your kids learning to ride bike was probably a long time ago, but there have been developments so they can win them away from training wheels to what's called a balance bike.

So a balance bike is just a little bike that you give the kid that doesn't have any pedals. Yeah, yeah, we had those. Oh, for a real. Yep, I think my youngest had it. Okay, actually, no, my son had it too. Oh, okay, that's cool. You kick your feet and go.

Yeah, I never heard of it until. And you kind of glide. Yeah, exactly. You glide and eventually you're balancing. Yeah, because that they figured out that, no, that helps them train their balance. The training wheels do not. They don't, because you don't have to balance at all.

You're not like, you're not influenced to balance to achieve success on a training wheel bike. You know, the training wheels just whatever. So it doesn't really technically teach you. Yep. You know, so the balanced bike apparently.

Like, I remember when we first found out about it, you'd see all the little videos or whatever. And they're like, this is a breakthrough. This is like the biggest deal. It's like such a cheat code for teaching you. And I'm like,

oh, that makes sense. But apparently now, because I just saw something recently, it's like training wheels they know now is not a thing. Like, it doesn't work. Like before it was a theory and now it's fact is what you're saying?

Yeah, yeah. Like it's a little, we'll say, I don't know about fact, but just more widely accepted that, oh yeah, training was that's like the old school antiquated like way. Yeah, the bike thing is really a good comparison. I'm trying to think of other things that are comparable,

but even free fall, like skydiving, when you do that, I'm sure there's certain positions, like I'm not, I'm not a good free fall guy, but I'm sure there's certain positions. You've seen the guy like vertically.

Like I'm sure. there's some positions that are like that like you kind of got to do it until you get it but even free fall you kind of have the body you put your body a certain way and you'll kind of be most people kind of be okay when you get coached you know you hard arch and you lay on this little freaking like a like a little table and you go in the position and they'll like point out what you're doing right what you're doing wrong and you're kind of okay there's very few things that standing up on a surfboard is is also the same thing and guess what has to do it balance.

Right. Those are two balanced things. Snowboarding, kind of, but it's not quite as extreme, I don't think. It's a little, it's a little bit more,

it's a little bit easier to stand up on a snowboard. Like it's, you're basically standing. Yeah. Yeah, like the balance is way less, um, intensive,

you know, like the, yeah, surfboard, you, you're on water. That's why. So you can't really like snowboard.

Yeah, you got to like block in and get the technique down until it's natural. But that's when you're moving, you know, and all this stuff. But yeah, even surfboard though, like, bro, you can stand up one time and then like the next 10 times,

like you can't get it. Yeah, that's true, but you'll at least, yeah, you'll have a bit of a breakthrough. Yeah, I feel like, yeah, it registers in your brain, like in that way where it's like, okay, this is what it feels like and you can sort of like replicate it in the near future. So that's what it is like training people to detach.

It is not easy and it's very difficult to do in the classroom. One thing that you can do is you can kind of, you get somebody in a stressful situation, you can kind of pull them out of it a little bit. You can literally like, oh, hold on, come over here, look around, and they go, oh, I can see it now. So you can manually do that. It's kind of like helping them on their bike, pushing them along, maybe keeping them up a little bit so they get the feel for it. But they got to eventually break through the threshold and detach.

And that's what we're doing. Decision-making variables in either analytic or recognitional decision-making when faced with a like, prospect of failure amidst a sea of uncertain, vague, and contradictory information, most people are extremely hesitant to make a decision. That's true. We tend to forget that the enemy is also facing a similar information shortfall. That's important. Always think, man, when it's cold, wet, and miserable for you, it's cold, wet, and

miserable for them, too. The terrain is bad for you. It's bad for them, too. Understanding the factors that degrade our decision-making ability on the battlefield and realizing that they will never be absent. are absolutely vitable to relevant decisions in a conflict. So there are things that are always going to be there, that are always going to screw up your decision-making process.

They're always going to be there. As leaders, we must guard against waiting for the perfect sight picture, which may never come leading to an action. That's a critical one. You know, when you're shooting, whether you're shooting archery or you're shooting a pistol or you're shooting a rifle, you cannot just hold the site right way.

you want it to be. It moves a little bit. And if you wait for it, wait for it and wait for it, it'll never get there. And you won't take the shot. So you got to hold it in the general vicinity, and then you slow squeeze on the trigger

and let that thing roll. The below variables are those commonly seen in all types of decision making. Understanding these variables allows us to plan and execute in uncertainty, although the plan will be less than perfect. This is known as the 70% solution. They demoted my 80% solution

to a 70% solution. Okay, the first one, chance the absence of any cause of events that can be predicted, understood, or controlled. No other human activity is subject to chance more than combat facts. It increases uncertainty in risk. Risk. This is the expectation that the future holds the possibility of more than one result. It is inherent in every decision as well as indecision. So there's risk in indecision and there's risk and decision.

Information, the sum of all inputs, often from multiple sources in a given situation. We must learn to identify exactly how much information we need to make an effective decision. Too much information will slow down our processing time. Too little information will cause unnecessary risk. And I should talk more about the prioritize and execute when it comes to information, which I just kind of hinted at. Like you got a, we got a bunch of information coming in. Some of it doesn't matter.

Some of it doesn't matter. Some of it matters critically. And being able to decipher what matters and what doesn't matter is a huge part of being a leader. not getting wrapped around the axle about something that really doesn't matter that much. And I see that all the time. Wrap it up. Just wrapped around the axle about something that literally doesn't matter. Time.

This is my most important one. The only one we have no control over that that clock is ticking. A constraint imposed by either the mission or the enemy requiring action to occur at a certain instant. It will often drive information, accumulation, and risk threshold. uncertainty decisions will never be made without doubt or with complete protection from error. The goal is to attain the highest degree of precision relative to the amount of information and the given time constraints. You got to be really comfortable with uncertainty. The way to become more certain is to move.

If I'm not sure what you're going to do, I can stand here and wait for you to do something and I don't know even know what I'm going to find it out. But when I start attacking you, I'm going to become more and more certain. Experience knowledge gained through exposure to an event or idea that has been stored in your memory. It drives information comparison and analysis. The larger experience database, the more we reduce risk uncertainty in the amount of information necessary to make a decision. But you just got to be careful because we get caught in ruts, mental ruts. Human factors, external factors that influence decision making, often without. preconceived realization is it is happening.

We must learn to recognize these external factors and mitigate the or control their influence in our decision-making process. This is why you've got to know what your biases are. This is what you got to know what your tendencies are. If you know that you tend to be slow to react, then you better lean in and react faster. If you know that you sometimes overreact, you better lean out and not react so passionately and so stupidly. these are our human factors

and by the way everyone on your team you know if I if I got you working for me and I know we got a timeline that we need to meet I know I got to apply a little more pressure than I do to carry you know what I'm saying this is not a shot at you well maybe it is

but it's true though we gotta we gotta make sure that everyone has tendencies and you gotta lean in or lean out depending on which direction you're trying to head and then we get into the Boyd cycle here the uh the Oudaloo You know, we know these observe,

Orient, decide, and act. And, you know, observe, look around, check your surroundings, check where the enemy is, you know, any changes in the situations. What are the variables? That's observe. Orient, decide. Orient means develop a mental image of the scene.

Gain awareness. How do you fit into that picture? Then decide. Make your decision on what we're going to do. And then act. Take action. So there's almost a, But one to one, you heard my saying, relax, look around and make a call.

So, relax look around to make a call. You know, look around, see what's happening. Relax means freaking chill, take a breath. The one thing that I don't have in relax, look around and make a call is act. But there's a reason. The reason is because when I was telling Seth Stone to make a call, his platoon was ready to act. I didn't need to tell him to execute.

When he made the call, the platoon's going to, freaking dealt the platoon's going to get after her. They're going to make it happen. So I didn't need, I didn't need to write that up there. If I would have been talking about him as an individual, I would have to say, once you make a decision,

execute it. But all he needed to do is say the decision and the boys were going to execute. But the, the Oodaloup, this is what we're trying to do and process faster than, than our enemy. We're trying to observe,

Orient, decide, and act. Observe, orient, decide, and act. Observe, orient, decide, and act. And they use the term here, they say, like, the smaller your decision loop is, the better. And so, well, this guy's got a big one. I always used the term or heard the term, like, want to get inside their decision-making loop,

which technically, I guess, means that yours is smaller. The Oudal Loop is applicable throughout the phases of any operation. Revisit our football example. In the case of the preparatory phase, the team observes and analyzes their opponent by viewing past footage. The team orientes the situation, gaining awareness of the opponent, identifying where the preparatory actions can affect the opposing team.

The team then decides on a course of action or a series of plays to exploit the opportunities oriented on. Finally, the team acts on this decision, practicing and rehearsing that plays prior to execution. This preparatory phase is heavy on rational calculation and analytical decision-making because the time is available to conduct the analysis. Check.

So even before you're in the game, you're running the Utilut. And the game time comes around, the Oudaloupe remains and is continuous occurring with each play. The team observes actions taken by the opposing team throughout the course of play. They orient on the fleeting opportunities by gaining awareness of how the opposition is playing. The quarterback then decides on the next play to run, communicates the play to the teammates, and leads them through the execution. In this case, analytical decision making is decreased, while recognitional decision making is increased due to the compressed time. Note that if the play is not effectively communicated, the action may fail.

Also, that the decision made by the quarterback is inherently riskier than it would be if the quarterback had time available to be more analytical. And that's what I'm telling you. Probably not. In a lot of cases, it's like, you know, you give him half an hour to make a call. Well, the defense is going to adjust too. So you're kind of just wasting time. Right, right, right. I'd rather be proactive and make things happen.

The practice increases the quarterback's recognition by observing opponent actions over and over again, for which the quarterback can identify patterns orienting faster on those patterns through feature matching or by reasoning, by analogy. We used to do this with fighters too. We'd get like someone in camp to simulate who someone was going to be fighting. Get some wrestler, we'd bring it a wrestler.

We brought him Max Holloway one time to help train Jeremy Stevens because he was fighting. Who was it that threw that crazy kick off the fence like a highlight reel of highlight reels? Petits? Yeah, yeah. Yeah, Anthony Pettis, yep.

So we brought in Max Holloway when he was, I think it was 17, dude. Yeah, I remember that. That's what I met him. Oh, yeah. Beast. He were like, I wish I could have invested in Max Holloway when I met him as a 17-year-old.

Because he was for a 17-year-old. First of all, he's in a man camp, right? He's in man camp. And second of all, he's there just to spar. He doesn't need to do the camp. He did the camp. And by the way, he did the camp hard. Like when it was time to sprint and do conditioning, bro, he was in it to win it.

And he had, you know, obviously, strike and he was, I wish I could have invested in him as a 17-year-old. But any great attitude, and obviously he ended up having an outstanding career. But my point is, it's you bring someone in that's going to give you those looks and you're going to start to see the pattern recognition. Yeah, fully. And that's going to make you more prepared for it. That's why we talk about role playing. You know, when you're role playing, you got a tough conversation with. someone do some role playing let's see what those looks like let's see what some of those possible

contingencies we might have to deal with at the most recognitional level think about the quarterback who receives the ball and steps backward to make a pass before the pass is thrown the quarterback recognizes that gaps are beginning to form in the team's perimeter allowing the opposing force to access the quarterback in this case the opposing team has the initiative over the quarterback if the quarterback is unable to observe orient decide and act quick enough the quarterback will stay in place frozen by inaction and will be tackled. In this case, the quarterback's Oudaloup is larger

than the opposing team as it takes longer for him to make a decision on the course of action. If the quarterback's Oudoloup is smaller than the opposing team, then the quarterback will observe the gaps forming, orient on the danger they represent and the opportunities available to regain the initiative, then decide to run out of the perimeter

and act on the decision quickly. So even in the football game, they're doing that Oudoloup. The whole time, from the pregame to the last two minutes, the last play. Note the applicability of the oot loop to both preparation and conduct of the action. Also note the quarterback's ability to

adapt action to what is being observed and oriented on. If the quarterback fell in love with his plan of a pass, then adaptation to the situation may not have happened. A decision to change course would not have been made and the quarterback would not have been

tackled. This brings us to the relationship between the Boyd cycle and adapt decision making. So adaptive decision making in the Boyd cycle, according to war fighting, the military profession is a thinking profession. Since war is a fluid phenomenon, its conduct requires flexibility of thought. It's always so classic. I always have to remind people. This is the United States Marine Corps. Everyone thinks the United States Marine Corps is automaton's, just following orders. And everyone's been trained in this rigid authoritarian mindset. But it's

not true. The Marine Corps doesn't want that. They're not supposed to want that. Sometimes you see Marine, you go, man, is that really what you want? Nope, you don't want that. You want flexibility of thought. They run through the six tactical tenants in the nine principles of war. Sick tactical tenants. Achieving decision. And that means when you're doing something, you want a definitive outcome, right? I'm not entering this game for half measures, trying to get something to happen, achieving a decision. Gaining a decision. Gaining a advantage that means we're going to strike with the enemy's weak that means we're going to stack the deck in our favor i'll tell you what it is it's kind of like we should be cheating

right we should be cheating there's a there's like never fight fair i heard that in the seal teams when i was going through buds never fight fair why would you fight fair do not fight fair if you can stack the deck in your favor stack the deck in your favor be faster right speed speed is an advantage a You have to adjust and and then cooperation right we're working together and then the last one is exploiting success when something happens you got to take advantage of it you got to take when you got an advantage you got to take advantage of it and if you don't you you wasted it you wasted it so you have to that requires by the way that requires speed that requires adapting quickly to an opportunity that presents itself We got to break the enemy. That's what we're trying to do.

And then the nine principles of war, mass, which is concentrate, like concentrate your forces. It's prioritized and execute. I didn't know these when I wrote down prioritized and execute. I didn't know these. For real.

Yeah. For real. So when I went back, I wrote down, you know, cover move, simple, privatized, execute, and decentralized command. But then when I learned about them,

I was like, oh, so this is all matches up. Yeah, yeah, a little parallel. Yeah. Parallelals. Beyond the offensive, right? That's default aggressive. Objective, make sure there's a defined goal. That's simple.

Security. Protect your information. Protect your troops. I don't really have like a perfect one for that. And that's because it wasn't really for me. That was always, that's like not quite protect your neck, but like it's like what we're doing. It's almost like the water, right? You know the thing about the fish in the water?

Like for me, security is, and you should think about it. But it wasn't top of mind for me because it was just a natural part of the way things were. Yeah, yeah, in and of itself. Yeah. Yeah, security. I mean, because cover and move kind of has an element of security to it, you know? It does. You know, I'll cover you, like, I'll secure you.

It does. But, yes, just in and of itself. Yeah. Yeah, I never really thought about it too much, you know, and I was very, strict with security you know we we we had contractors my first deployment to Iraq and I remember the Vietnam guys telling me

we had Vietnamese people like cleaning our rooms and stuff and we had a leak and we kicked them all out and so I was like dude I'm in Nam and we kicked all these these contractors out we moved our we had porta ponies we moved them outside of the compound

because they used to come in and empty them and I was like no no we don't we don't know who those people are They're not going to know what's going on inside our base. So we move the port of potty's out there. That's what we're doing. Economy of force. Again, this is like prioritized and execute.

Minimal force with maximum impact. That's what we're trying to do. Maneuver. Clearly. Unity of command. There's like needs to be one person in charge. Very important. When we have multiple people in charge, we have problems.

I didn't see enough of problems. problems with that where it was front of mind for me and then surprise and simplicity So those are the principles that we're thinking about at the very heart of how the Marine Corps conducts war is the concept of maneuver and then it's an interesting term here Temporal maneuver Maneuver Maneuver achieved in time by building an ever increasing tempo so as to gain an advantage act faster and steal the enemy's initiative Steal the Enemy's Initiative So everything we were talking about earlier

Like I'm gonna make that move But isn't it interesting how When you feel that happening to you It gets worse and worse It's not like It gets worse Each time is exponential You know it's like I'm one second behind

Now I'm two seconds behind Now I'm four seconds behind Now I'm eight seconds behind now I'm 16 seconds behind and I'm tapping out like that's what it feels like it's not like I'm one second behind I'm one second behind I'm one second behind

no it gets worse and worse the little more time goes on it compounds yeah it's true and I'm more tired too by the way oh yeah the exhaustion is part of the whole factor yeah just people moving so much

Dr. Luke freaking stop moving bro just stop moving why are you moving so much you know like it's so annoying it's Dr. Luke Stop.

If we can just chill. Part of this concept, that's what he does, temporal maneuver. That's what he's doing, trying to just keep moving, keep moving, keep moving. Part of this concept is the ability to adapt to the ever-changing environment, allowing us to observe changes oriented on opportunities, decide on a plan to exploit these opportunities and act. In this case, our adaptability is allowing us to achieve a decision, gain an advantage, and act faster by adapting to the environment.

This happens through all phases of the operation, preparation, and consolidation. And then it gets into this previously discussed the goal of decision making in the Marine Corps is to be able to make time competitive decisions based on a keen awareness of the situation to turn those decisions into action faster than your enemy. Boy, that's just jiu-jitsu all day. As such, the concept of adaptive decision-making is nothing new in the Marine Corps. We have always sought to achieve an advantage over our enemies by seeking to adapt

to changes in the Civil War. situation faster than them. Sucinctly, adaptable decision-making can be defined as the decision-making originating from an effective change to an altered situation. So the situation is going to change. You better be ready to make decisions quickly to adapt to it. An effective adaptive leader employs a continuous utaloupe throughout all phases of an operation that allows for an advantage gain over opponents.

Adaptive leaders often display the following characteristics. They are self-sufficient. They are resilient. They are open to change. They are motivated by achievement. They are tolerant of ambiguity and they are willing to learn. Now, if you take a stereotypical military leader, they're probably like everyone would say, self-sufficient, yes.

Resilient, definitely. Open to change. Maybe not. Motivated by achievement, yes. tolerant of ambiguity, nope, and willing to learn, not really. So it's like three for three

is what the stereotype is. But the most important ones in my mind are open to change, tolerant of ambiguity and willing to learn. The next one, cognitive ability and problem solver, okay, those make sense,

communicates well, that's definitely needed. Awareness of self and others. Hmm. Hmm. Sometimes we're not, so self-aware sometimes we aren't so aware of what other people are thinking or going through man this I should I force rank these things at some point because that'd be way up there at the

top awareness of self and others a knowledge of material and experience with material okay those make sense these characteristics are important to develop in order to become an adaptive leader for example someone who is intolerant of ambiguity will wait for the perfect sight picture and squander an opportunity to adapt to a situation faster than the enemy. In other words, the leader will fail to orient and decide fast enough to take meaningful action. Waiting for the perfect thing, it ain't going to happen. A leader who's unwilling to make mistakes or has an unhealthy fear of failure will often not learn from their mistakes or adopt a zero defect mentality. And therefore, we'll not take the chance of adapting due to the fear that the result,

the resulting action will fail. You know who's like down to fails, Elon Musk? Like just launching rockets or just exploding. And he's making progress so much fast than everyone else. It's trying to get every rocket to be perfect. Yeah. Just billion dollar rocket is just igniting. And I mean, it's awesome now.

But you remember in the beginning? People are, oh, my gosh. And he was like, no, no, of course it's, I'm just trying it. What are you doing? He's like, what are you doing? You're sitting over there like mocking me because I freaking just launched a rocket and it blew up. Cool.

Watch this in three weeks. I'm going to do it again. It's going to blow up 30 seconds later, and that's a win. Better than 10. You ever seen that? So it's a movie clip from the show called Succession. And so it's been, you can see it as like a, it's like a meme now, right? It's like out of context.

It sounds real funny. So it's like two guys are in front of a lake and one guy says, success doesn't really interest me anymore. It's too easy. You know, it's a. It's like what a capital plus analysis plus execution. It's you know, anyone can do that. You ever seen that clip?

I haven't seen it. Okay, so he's like, this guy, he's up. He's saying that to this other guy, right? As he's in this. Like success is just too easy. Yeah, yeah. It's literally what he said. He's like, success doesn't interest me anymore.

It's too easy, you know, analysis plus execute or plus, you know, capital plus execution, freaking, anyone can do that. He said, right? He's just, but if you watch that whole part, he was making a different point. He's like, he's like, but failure, like failure. That interests me, you know? He's like failure, like over and over and over again or whatever. Then that's what, what you're talking about.

Like, where it's like you're taking so many actions and constantly analyzing like, okay, how can I iterate and make it better after every failure, whatever that like grows things way bigger rather than these one-off successes that you get. You see what I'm saying. But yeah, that clip out of context is real funny. There's, did you ever watch the show billions? Yeah. Because they have a scene in there where everyone's, they like hedged against basically an Elon Musk type character.

And this rocket is launching. And if the rocket launches and it's successful, this company's going to be huge. And they bet against it. And they're all kind of watching it. And if I remember correctly, the thing blows up. And some of the people feel bad. They're like, dude, how can we bet against this guy? He's trying to like save the human race and go interplanetary.

And this mother. are just bedding hedging against him instead of just trying to support a brother yeah yeah perverse incentives yeah check uh going on here

a leader that cannot communicate well will not adapt to a situation because their communication to subordinates will not facilitate action have you seen the thing of Elon Musk where he's giving some random person a tour of like the rocket things and the guy asked a question like hey

well wouldn't it make sense to do that with the fuel and he Elon Musk's like actually Oh yeah that would and then they did it It was like some major Yeah I heard progression It's on video It's like real time you can watch

And I don't want Maybe I'm calling the Ray I don't know if the random guy may have been like a nuclear physicist A Rocketside does but it seemed like a random dude Right right right right It seemed like not he wasn't even part of the company He was like it seemed like somewhat of a random dude And even what he was saying

Was one of those things you know when there's something When you're working on something really hard It's really close to you you can't see everything It seemed like he was asking one of those questions It's like, well, wait a second, why wouldn't you just do this? Yeah, yeah. And Elon Musk was like, hmm. Actually, I did see that video.

It's a good clip. Yeah, yeah, yeah, yeah. Yeah, and people think that he's closed-minded is the reason I was thinking of that. You think Elon Musk is like an authoritarian leader. And he's definitely aggressive in trying to set timelines and all that stuff. But he's also open-minded when some random person, sorry, if you're that random person and you're listening right now and you're actually, you know, a esteemed scientist. I apologize. But you seemed like you were kind of random right right the context of the video it is weird though

But then again I asked myself why is Elon Musk giving a random person a tour? Okay, so anyways this individual who's probably highly educated had a suggestion Elon Musk took it Yeah adaptive decision making versus non adaptive decision making they got some pros and cons here So with adaptive decision making we got clear goals We understand the components of the system the relationships between them and how it fits into the largest system larger system, it's more decision. Adaptive decision making is more decisions. This is iterative decision making.

Smaller rather than larger adjustments. This is exactly what you noticed about me before I was talking about it, which is iterative decision. I'm going to make a lot of small decisions very quickly. I'm going to ask more questions. That's the next thing on here. More hypothesis testing. Again, Elon Musk.

I'm going to launch this rocket. We'll see. If it blows up, you're a loser. No, no, no. If it blows up, I'm going to learn something. I'm going to do it again in two weeks. Yeah. And I'm going to be able to put stuff into space 10 times cheaper than anybody else.

Extra effort to find disconfirming information. That's kind of a cool lean, right? Yes. You're trying to see where you're wrong. Yeah. You're trying to look for where you're wrong. More structured thinking. And then reflection of own thought process and performance.

You kind of are thinking about what you're doing. You're self-aware. That's what it is. Self-aware. Now, non-adaptive decision-making. vague goals, we don't really know what the hell we're doing, looking for single causes.

This is a big deal. It's a big deal. I've never heard that term. I've heard the term silver bullet. People are looking for a silver bullet. They think if they get the one breakthrough, they can just get, you know, the one breakthrough with their product.

If they can just get the seed, if they can just get someone to read their script. Like, they think there's going to be one single thing that's going to change their world. Yeah. Generally speaking, that doesn't happen. And sometimes when we think it happens,

when you look at it from the outside, you're like, oh, bro, that wasn't, you know, like Pratt. You think, oh, well, Pratt, he got discovered in Hawaii. He was out to, Chris Pratt, I'm talking about. Chris Pratt was, you know, he was a waiter in Hawaii. Bubble Gump Shrimp. And he meets a woman.

Right on Chong. Who's a director, actress, famous person. And she decides, like, okay, I'm going to put you in a movie. And he does. And you think, okay, well, there it was, right? But that wasn't it, dude. That was, that was, that was, that was, that was, that was, that was, that was, that was, years and years and years and years and years and years and years of continuous pushing. And, you know, he was saying he didn't want to audition for Star Lord because he'd been, like, rejected by, by Marvel movies a bunch of times.

He was like, whatever, dude, I'm not doing it. And they convinced him. But he'd been rejected much times. So there's no single causes, but our non-adaptive brains look for like one reason. Yeah, yeah. It's more, in a bad way, efficient, right? It's more less mental energy. And even for like issues that come up, I was listening to some thing about this very thing,

where like if something goes wrong or if somebody, you know, I don't know, let's say your friend betrays you or I don't know, this girl dumps you or I don't know, you know, in a relationship or in a scenario, whatever, like, let's say it's a catastrophic failure. The more single, like, the more you get close to a single cause, the more comforting it is for you, you know, to understand it, you know? So it's like, like, you'll see, let's say a guy, the girl breaks up with you, right? And you're like, well, she's, whatever, she's a narcissist, you know? It's like a single cause, you know, when there's really a lot of causes, like almost infinite,

you know, just like how you're implying where it's like, hey, this is a long process. that at any point, both success and failure, generally speaking, are made up of a compound of things. That's just tough. Exactly right. See situation as a collection

of independent elements. Again, same idea. Oversteering. That's classic. Classic oversteering. Overseering is such a normal human reaction. Is that the overcorrecting thing? Overcorrecting knee-jerk reaction,

you know. Like we have a name for it. We call a knee jerk. Oh, it's just a knee, you're oversteering. Over planning, ballistic behavior. Look for confirmatory information only. We all know that deal. Well, if you look at the graph I have over here, shut up, bro.

You cherry picked that. Yeah. I mean, that's natural, though. It's a bias, confirmation bias. That's how right. You're right. But that doesn't make it okay, my brother. No, no, no.

It's bad. Um, no metacognition or self-reflection. So you're not even thinking about what you're thinking about. Mm-hmm. And listen, I kind of support that, that, uh, idea that like the stoic idea of kind of, you know, don't just sit around and think about thinking, right? Yeah. That I'm not, I'm not pro that.

Mm-hmm. I don't want to sit around and think about thinking. I want to do some shit. Yeah. But to be totally unaware of how your thought processes are functioning, that's not good. that's not good. Yeah. And I think that is part of detachment, right?

Part of detachment is like, oh, hold on a second. There's a program running in my head, and I need to be outside that program enough that I can see what the hell the freaking program is doing. Yeah, yeah. I was talking about my son, and he was talking about something

that one of his classmates was telling him, and he's like, hey, he said this and that. And I remember thinking like, oh, okay, this is like a, for lack of a time, a controversial opinionated question, you know. So I was like, hey, this is what you ask them.

You ask them, hey, why do you think that? And then I was thinking, well, he's just a little kid, so I don't know if he'll be effectively learning the lesson, you know. And then it was coincidentally, I forget it was right before, right after we were at the park and we're riding bikes and they're e-bikes. And we're at the park. No one's there.

This couple comes. And the lady goes to him when I was way far away across the park. But she goes, she goes to him, no, no electric bikes in the park yells at him that, right? And he's all like confused because we've been going there for years, you know? And then he was like, hey, that lady told me no electric bikes to the park. And I was like, oh, okay. So I was like, don't worry about the lady. So I went and he was like, well, what if there is?

I was like, well, why would she think that? There's no sign or nothing like that. So I was like, okay, this is what we're going to do. We're just going to go by them and see if she says it to me. So we go by them, we're riding a basically a round. them you know of course she didn't say anything whatever and she's like why what were you gonna say to him I said I would ask her genuinely like why do you think that earn this question yeah exactly right and and he was like oh okay like maybe

he may be presumed that I might confront her you know or something like that but it was legitimate like for her sake and or for my sake there may be a rule you're unaware of exactly right what if there's a sign what if that's the principal because there's a school right there you know I don't know yeah maybe there's something I don't know. I mean, chances are, you know, he was like, that care, he called her a Karen. Like the Karen nailed at me, whatever,

and that could be the case too, you know? So me asking, why do you think that might put her in a weird, awkward spot? Maybe she could self-reflect, you see what I'm saying? But if I'm too confrontational, now we just got to fight, you know what I'm saying? And it's weird, I will put, I will be 99% sure that I'm right. And I'll still put a bet on the 1% that you're right. Yeah, yeah.

That's how I wrote. That's part of the program. 99% sure. She's Karen. Yeah. And she just is like trying to cause problems and, and be mean to a little kid. That's 99%. But I'm taking the 1% and put my money on that, hey, you know, what are the rules around here?

Because I haven't seen anything. Can you tell, can you show me where those are? Yeah. I'm putting, I'm putting all my money on that. Yeah. And it's a good move. It's a great move. It's a great move.

Because, Brian, you're going to freaking look stupid when they're going to be like, oh, that big sign right there. For whatever reason I ignore you. Or like, oh, the cops were just here and they, arrested two kids. Exactly right. Then I look extra stupid. You're saying. But yeah,

I'm with you. And you don't win much. If you put your money on the 99% that you're right, you don't win that much more. In fact, you kind of even still kind of lose because then you look confrontational.

You look like I know it all. They are art. Even though you're right, they're mad at you for being right. There's all kinds of reasons not to bet on the 99. Take the 1% that you're, look, in your heart,

you know you're right. Fine. Don't put your money there. It makes you look like an idiot. And by the way, it makes you look like an idiot even when you are right. Your ego is just forcing you to do that. But the chances if you are not right and you put that wager down, well, you look like an idiot. So just don't do it.

You don't win anything. There's no win. It's a no win situation. It's a no win situation to put money on the 99% chance that you're right. It's a guaranteed win if you put money on them. It's a guaranteed win. Why would you gamble any other way? It's a 0% chance of winning or 100% chance of winning.

And yet most people do the opposite. Most people bet on their own being right. And people get resentful of them. They get mad at them. They get confrontational. They argue with them. And occasionally they're also like, oh, here's why I'm right. You're wrong.

And you're an idiot. All right. Now, being flexible, obviously important. but there are consequences of over flexibility. So far we have identified the relationship between analytical and recognitional decision making and how it applies to different phases of an operation. We have further discussed the Oudaloupe and how it applies to both forms of decision making. We've explored the relationship between adaptive decision making,

the Boyd cycle, and how it relates to tactical warfighting philosophy. While adaptability is seen as crucial throughout decision making, the astute leader must guard against being over flexible. We've got to be a balanced. That's why we wrote a book called The Dacotomy of Leadership. We have to be balanced and everything. Overflexibility adds unnecessary risk to your decision making. Combat leaders use adaptability for increased effectiveness.

A focus on flexibility will lead simply to change, not necessarily effective change. And there's people like that. There's people that just want change. they think maybe it's like they like to prove that they're creative they like to prove that they've got new ideas and everything's got to be a freaking change yeah that's what it feels like no if it's if it's if it ain't broke don't fix it fool the effective adaptive leader strikes a balance between reacting in response to the environment and proactively shaping the environment over flexibility can also lead to inconsistent leadership constant changes of positions and decisions can lead to a loss of confidence from subordinates which is also detrimental to an operation. Finally, an over-flexible leader often seeks to change that which already works, which I just said. In this case, unnecessary change could have negative impacts on not only the action outcome, but also the subordinate effort. So, yes, we want to be adaptive. Yes, we want to have an open mind. Yes, we want to make small decisions, but we don't

want to go overboard because then that create problems as well one more idea to cover here and this is decision-making concept a war gaming returning to the concept of analytical decision-making when time is available we often utilize a concept of wargaming and I'll tell you what I I run little war games in my head like when I'm thinking about something like there's a war game just happened you know what I mean that's oh I can that's what's happening they talk it about it in when there's time available and no like I'm looking at something like okay here's possible outcomes I've kind of seen them all at once like boom they're there war game is a technique in which we analyze a plan that we have developed and identify possible friction points that may cause the plan to fail

in other words we assess what could go wrong with our plan these reasons could be based on enemy activity friendly activity or the effects of terrain and weather through war gaming we can identify shortfalls in our plan and select the most like friction points. We can either change our plan to mitigate those friction points or we can build secondary plans allowing us to be more adaptable on the battlefield. One must be careful, however, not to war game to death and identify only the most likely friction points. Failure to war game is usually the result of a commander falling in love with their plan, a concept counterintuitive to the adaptive leader.

So you should be like, my plan actually means nothing to me. If you come up with something better, we're going with that. And being able to just think through what is going to happen, just take 20 seconds to be like, hmm.

And I think what I generally do is like what's probably going to happen? What's probably going to happen? Like, what are the chances of that? What's the worst thing that can happen? Maybe I don't want to say I go like full worst case scenario. I probably do like, it's more like,

it's like an assessment. of if this goes sideways, where am I going to be? Yeah, yeah. You know, because it's too hard to say, well, worst case scenario, because usually the worst case scenarios are somewhat unlikely. But I'll kind of calculate like, okay, is, well, worst case scenario, but what are the chances of that? You know, like if we go out for dinner tonight, we could get in a car crash and everyone dies. Right.

What are the chances of that? Not high. Yeah, yeah. How do we mitigate it? Seat belts. It's like, it's, we don't need to go that deep. But like, hey, if we go here, if we leave right now, can we make it? Yep, cool.

Let's go. And then the last thing we'll cover from this document is the value of war gaming is significant, provided it focuses on the most likely scenarios. We're done properly, it adds depth and adaptability to our plans and increases our tempo and execution. So that's what we're doing. We're doing role plays, right? We are practicing and we're thinking through things before they actually have to do. before they actually happen.

The anecdote that I always used that if you came to my house and I said, hey, you know, come in the back door and just, you know, go to my kitchen. And I was hiding there and I jumped out and scared you, you'd be scared. But if I told you, hey, come to my house, come in the back door and go to the kitchen,

I'm gonna scare you, you would not be scared because you're prepared for it. So preparation goes so far in this decision-making process. Now look, in leadership strategy and tactics, field manual, I wrote about, another decision making process. I call it the extreme ownership leadership loop.

And it's just like, what do I think about when I'm making a decision? And it's very simple and straightforward. Time, how much time do I have to make this decision? And then it's like four laws of combat. Cover move, simple, prioritize, an extra decentralized command. Is this decision violating any of those rules?

And by the way, you can violate one of those rules and still say yes. But you have to put that in the calculus. And if all of a sudden you're violating two of those rules, well, hold on a second. Three of those rules, we might have a problem. Four, we're probably not doing it.

Is this decision based on my ego? Is this decision baked on my emotions, based on my emotions? Do I have good enough of perspective of all the other angles and other people's viewpoints and other people's opinions? I got to understand their perspectives. What do the front line troops think? What does my boss think? And then I got to figure out, is the decision that I'm going to make right now? Is this my mission?

Is this going to help me reach our story? strategic goal because it's not going to move me towards my strategic goal. Why am I doing it? I'm not. And then finally, relationships. Is this going to make my relationships stronger with the people on my team? And I'm going to put all these answers into my calculus to figure out if I'm going to say yes or not. And I'm going to go through those over and over again.

And I think that what that little decision loop that I just went through, what I think that helps with is it helps you, it helps you, it helps you. sift out like is this emotion is this ego do I have the right perspectives it helps you it helps you take all this junk that's in your head and kind of correlate it

into something that's a little bit easier to understand which is very very helpful when you have a complex decision to make so give that thing a try as well it's from leadership strategies and tactics field manual and that's what we're doing you know we're making decisions we're trying to make things happen don't get stuck you know it's a big piece of the utal loop people get stuck in the utal loop it sounds like you were saying earlier you get stuck

in sort of the analyze right you get stuck in the orient you're looking around you're trying to get more information you're trying to try to correlate it and figure out the best way and all this stuff that's just observe orient observe orient observe orient and I'm over here just act act act And again, look, I'm not saying you need to be hyperactive, right? You don't want to do things without thinking about them, but don't get stuck. And by the way, you can get stuck in action too, where you're just like doing a thing and do it, banging your head in the wall, banging your head in the wall, banging your head in the wall, banging your head in the wall. And you're not going, hold on a second.

This is not working. We need to do something else. So you can get stuck in any one of the elements of the Oudaloo. You can just get stuck there. Looking around, trying to figure out where you are, trying to figure out what decision to make. Should we go left where we go right? Should we go left, should we go right? Should we go straight?

Should we go left? You're stuck there. So don't get stuck in any of them. Use them. Make them. That's actually a good point that I guess doesn't really get talked about as much is getting stuck in the action part of it. Because you always hear about procrastination and, you know, procrastination is going to kill your dreams.

Like all this stuff. I understand. But yeah, getting stuck in action, which is actually, and tell me if I'm wrong here, the word you use when you're like task saturated. Task saturated? Yeah. Yeah, like, so you've been going and going and going and going and you haven't took in any time to look and be like, bro, where am I at? You know, like, you've been going down this road for a long time because you thought that was the road.

And then, yeah, you look up and you're like, bro, I've been playing the wrong game. Remember that one? Yeah, you've been playing the wrong game. Yeah, that one hurts. You know, that one hurts. You know, we'd have guys that would put a barricaded shooter in the hallway and they would keep shooting. I wrote about that, and leadership strategy and tactics could put a barricaded shooter in a hallway in training situations. and some young platoon commander would send two guys they die two more guys they die two more guys they die two more guys they die two more

bro just walk outside going through the window what are you doing you're action action action action action action no observe no orient no change in decision just action action action so you got to be careful that usually it's not that's not the problem but it can be any one of these if you get stuck in them that's going to be a problem usually people get stuck in the in the observe looking around they're trying to orient and they can't decide what to do. They decide they can't make a decision. That's normal. Those first three are the normal ones.

Action is the one. Occasionally people get stuck, but usually they don't take action, and they're just tread and water. The decision part is what we talked about today. Trying to make a decision so that you can then act. And that's what we're doing. If we do that, lead ourselves and lead others better.

And speaking of leading ourselves, by the way, We should start every day by leading ourselves through some get some. Hell you have some. Jiu-jitsu, wrestling, running, boxing, moit-tie, sprinting, lifting, surfing, swimming. What else? What are we doing? You said lifting, so I don't know how much else. And when we're doing those things, we need fuel.

And that's why we have jaco fuel for you. We have protein, ready to drink protein, powder protein, pumpkin spice protein. Fine. I tried some. It's freaking good, isn't it? It's good. It's good. It's good.

I'm on board. It's surprisingly good. To me it was because, you know, I never really had a pumpkin spice. Yeah. It doesn't seem like your vibe in general as a flavor in general. But hey man, it is what it is. Yeah. And what it is is is tasty.

So check that. We got hydration. We got joint warfare. We got that super krill. We got time war. I mean, look, if I was a drug dealer, I would have problems because I'm all up in my own product. Getting high on your own supply. I'm getting my own supply. Across the board. I'm in I'm in the game. We got everything that you need. We're working out. We're getting after it. So get the fuel that you

need. You can get it at jacofuel.com. And also you can get it at pretty much every retailer that you go to. And if you go to a store and they don't have jocco fuel, just go up and ask them and say, hey, we want to have jaco fuel here and tell them to reach out and we'll take care of them. We'll get you the jocco field that you need until then check out joccofield.com also origin USA we make 100% American made products from 100% American materials the cotton the zippers the buttons thread American made American made American made and American made communist free no communism no communism at all there's not too many people that can give you 100% guaranteed no communism I think that should be on our labels actually sure I'm

I'm gonna talk to Pete. I'm gonna talk to Pete. We might go 100% communist free. 100% slave free. I'm on board. 100% eco-terror free. Because that's terror, dude. What they do to the environment over in other countries

where they have no EPA, they have no rules and regulations. They're just short-term gratification. They don't give a shit, bro. You ever seen, you ever been to the beach in a foreign country how about in a third world country I've been to no I mean I've been to

beach in Cancun Is it clean? Wait wait not Cancun it was a Cabo yeah Oh yeah it was no one was there It was good I've been to some beaches in the world And by the way I've been in some remote beaches And it's just covered with junk

It's covered I'm talking in the middle of nowhere Covered in junk I mean I'll show you some pictures sometimes In some third world beaches just just you've been to a garbage dump before yeah yeah no literally looks like a garbage that's what it looks like Dale it looks like a garbage you if you want to go swimming you're you're swimming at the garbage straight up in the trash there's no rules and they don't care and so now you take that and you go to a factory and they die the denim oh yeah and well

guess what they don't they have chemicals that are left over and so what do they do with the chemicals do they cross no they just freaking dump them right in the river right to the ocean yeah so that's what you do when you buy this crap and some of these companies will be like oh you know we give you know we we support the you know the environment and you go oh really because you're buying this you're you're you've got factories polluting the earth and you don't seem to care because you want to make an extra three dollars on a pair of shorts you dirt bags so we don't do that at origin USA no Communist free

Real deal When we make everything that you need You literally don't need anything else Maybe if you have to wear a business suit You might have to give a business suit From somewhere else Oh yeah, yeah, that's true But if you need jeans

If you need pants If you need shirts, if you need t-shirts Have you tried on the new Nano rip shirts? Nano-ripped shirt I don't think so They're a freaking clutch dude Wait, what kind of shirt like t-shirt?

No, they're like a button down Oh yeah, yeah, no, no, no I have not tried it But I saw Be Little had one on. And I was like, okay. When I spoke in D.C. At the Washington Monument, I wore one. Matter of fact, when I spoke,

I was a 250th year anniversary of America. Yeah. When I spoke, I was weird head to toe. Full origin drip. Full origin drip. Yay. Okay. Legitimate.

Full origin. Full American made. I was as American as I could possibly be. That's what we're doing. So if you're in America, You want to help America. You want to help the communities. You want to help the economy.

You want to help people send their kids to college. You want to help our people grow. Want to help our farmers and our manufacturers. You want to help everybody. You want to help our Defense Department, War Department now. You want to help that? You want to help America? Let me tell you what.

Go to Origin USA and get yourself some. That's what we're doing. That's true. also don't forget about jocco store where you can get your discipline equals freedom merch apparel stuff also good that seems to be a hot one as of right now good it's true because it applies to everybody like kind of under all um we'll say many circumstances you know high level problems low level problem everyday have you made a low level problem good t-shirt yet no what would be the i don't know the vibe i would have to analyze that

Yeah, yeah, good, but yeah, good, good idea for sure. And then there's also a high level, just so everybody knows, a high level problem is like when the, when the, when the air conditioning on your Cadillac escalate is running a little cool. Or what happened? You're like, good. Yeah, I get to test out my origin hoodie. Yeah, exactly. Yeah. It's a high level problem.

Something that might be in the same category as first world problems, you know. High level problems. You know, I think the OG one was the cable guy back in the day when cable was a thing. More so than not, when the cable guy is a little bit late. That's a high level problem. It's still a problem, but it's not one of these, you know, these things. You know, but nonetheless, hey, their everyday problems, high level problems. My chauffeur is sick.

I'm not to drive myself. Yeah. Brutal. You see what I'm saying? Exactly. Right. Chuck. But yes.

But yes, you can't, you know, we got shirts on there. Pretty cool. We have different versions of it. Anyway, it's all on jocco store.com. Check it all out there. If you like something, get something. Also, shirt locker. Subscription, new design every month. People seem to like that one.

Now you can check out, click on the shirt locker button on the top, right? Boom, you can see what it's all about. Pretty cool. If you like that, boom, subscribe, man. Get your new design every month. You can cancel anytime. You know, it's not one of these deals where you get locked into anything. So, bro, up to you.

See what I'm saying? All on jocco store.com. Yeah. And by the way, we also have warrior kid.com. So we got the Warrior Kid movie coming out. It comes out November 25th, Global Release on Apple TV. It's a beautiful movie. It's a beautiful story.

It's going to get kids freaking doing jiu-in-jit-soo, doing pull-ups, eating right up, getting after it. It's what America needs right now, in my humble opinion. And so that movie's coming out. You get the week. I mean, I've written the books. You can get the books, warriorkid.com, and you can get them t-shirts.

You can also get them t-shirts that say good. Yeah, it's true. Are those on the Warrior Kid website? No. They're on the Jocco Store website. Well, in the, in the spirit of accuracy, you know, that's not a warrior, warrior kid themed shirt, no. But it is for the kids, though, which is, they're all on Jocco store.com, so.

Even the Warrior Kid themed shirts. Warrior Kid shirts are on JoccoStore.com, yes. Or you can go to warrior kid.com. Correct. So we got two options for you there. Get your kid a warrior kid T-shirt, get him fired up. they're going back to school they might never be back in school

but like what a subtle flex you know I can read and I can fight a warrior kid but don't think it's a big deal but kind of is yeah so check that out also you know speaking of books I've written some other books besides kids books and you can check those out plus check out

put your legs on by Rob Jones Need to Lead by Dave Burke Eschelon Front we have a leadership consultancy where we help companies around the world organize themselves and solve problems through leadership. So if you want to come to one of our events or you want to have us embedded inside your company,

go to ashlandfront.com. If you want to learn the skills of leadership in an online manner at your own pace, you can go to extreme ownership.com where we teach these principles online. And then if you want to help families, service member families, active families, retired families,

gold star families, check out Mark Lee's mom, mama Lee. She's got an amazing charity organization If you want to donate or you want to get involved Go to America's Mighty Warriors.org Also check out Heroes and Horses.org, Micah Fink, giving people back their soul up in the mountains of Montana,

Jimmy Mays organization beyond the brotherhood.org And then Warriors in Need.org as well. Check all those out. If you want to connect with us, you go to jocco.com and then if you have a timer on your phone, you can set it to three minutes countdown timer and you can go on to social media for no more than three minutes and you can find

me at jocco willink you can find echo at echo charles just be careful because if you go over three minutes you're now creating chaos in your brain dopamine hits destruction of your soul so watch so watch out and don't let it get you thanks all of our military personnel out there right now standing watch thank you for your service and all the veterans who have served thank you for holding the line for freedom. Also thanks to our police law enforcement, firefighters, paramedics, as well as EMTs, dispatchers, correctional officers, border patrol, secret service, and all of our other first responders. Thank you for holding the line here at home. And everyone else out there, listen, you've got decisions to make. You got decisions to make. And every decision has an impact.

And while some of those impacts are small, some decisions will impact every aspect of life and by the way some of the small decisions that you make if you make them over and over again they'll impact every aspect of your life and they compound and they might put you if you make the right small decisions all the time that put you in an amazing place and if you make bad decisions continually guess what they put you in a bad place so these decisions that you're making are important and you got to know how you're making these decisions what what factors and influences are driving your decisions do you have control over those Or are you being controlled?

You got to remember that is you that have to make the decisions. You have to make them. So make good ones. And that's all we've got for tonight. And until next time, Zekko and Jocko. Out.