Motivation Daily by Motiversity - NAVY SEAL MENTALITY - The Most Powerful Motivational Speech Compilation | Jocko Willink

Episode Date: October 27, 2026

Embrace the NAVY SEAL MINDSET! In this powerful motivational speech compilation, world-renowned former Navy SEALs Jocko Willink and David Goggins reveal the secrets to developing a Navy SEAL mentality through extreme discipline, mental toughness and unshakable determination. peakers:Andy Stumpfhttps://www.andystumpf.com/https://www.instagram.com/andystumpf212/?hl=enDavid Gogginshttps://davidgoggins.com/https://www.instagram.com/davidgoggins/?hl=enMr Ballen @MrBallen Jocko Willink @JockoPodcastOfficial AJ Buckleyhttps://www.instagram.com/ajbuckley/?hl=enMusic: Twelve Titans Music @twelvetitansmusic Really Slow MotionAmazon : http://amzn.to/1lTltY5Spotify: http://bit.ly/1r3lPvNSecession Studios @SecessionStudios Hosted on Acast. See acast.com/privacy for more information.

I wish I could take people and introduce them to the first day of Bud's training where you'll have a couple hundred people lined up. And just look at the physiology of these people. There is going to be like a D1 college athlete. And there's going to be a marathon runner. The rest of it, you would look at their physiology and anatomy. And just like, really? Like you look like the dude who is checking me out at the grocery store. And that's like, yeah, that dude's a savage.

But still also a normal person. And I think that's forgotten often. and you can actually lie to yourself when you're in that community because if people expect that from you, you start expecting it from yourself. And then you're headed into a really deep, dark place. Helmuk's 130 hours. And 130 hours is a lot of seconds.

A lot of fucking seconds. And if you lose, let's say you win every second but one, you lost. It only takes one. second for you to lose the whole thing. So the one second decision is just that. You know, I think looking back, I can say that overall the worst part was actually just the collective sleep deprivation. You know, Hell Week was, you know, five and a half days of no sleep. But actually in reality, the sleep deprivation was so expected with Hell Week that it wasn't really the main thing that

you're worried about. It was just staying healthy. But in the weeks leading up to Hell Week, you're working from sun up to sundown and you're just getting destroyed. And then you have all these extra things you have to do after the day ends. You know, it's, so you just, you're perpetually genuine, like, for real. You have not gotten enough sleep. Chronic, protracted, sleep deprivation. And it's one of those laws of combat that I teach and used to teach in SEAL teams and now I teach the businesses, prioritize and execute. Like, you've got to figure out what the priorities are and then execute on those things. But you've got to figure out what the, what the biggest priority is at any given time. Like I said, whether it's this business or your family

or your health at certain times, you got to say, all right, I got to pay attention to my family right now. I can feel things are getting a little bit sketchy over there. Or, all right, my family seems solid. Right now I'm going to focus on this part of the business. And then within the business, this particular section of the business, and you go right and down the line. But the one thing I've learned from the SEALs

is the ability to sacrifice for something that's much greater than anything that you and I could do. You're born a warrior? You know, like I think you actually genetically are a warrior. And I think those people that go off to war and fight, that's a certain type of man, a certain type of woman. I'll fight for the things, you know, they control, but going into a gunfight, no, thanks. That's fucking crazy. And when you hear their stories of, like, what they're in, I'm like, I know I wouldn't be able to compute, like, and stay calm and, like, just have a conversation.

You know, and that's what these guys really go through. And then not only that, when they go through that, when they come back to society and they have to, acclimate back to this craziness, you know? And some of them, when they come back here, they see how crazy it is here. And they're like, fuck, I'd rather be on the battlefield. You know, it's a lot more honest there, as they'll say, than here. I truly served with people that I consider to be just tremendous in every regard. And not like a person that was tremendous in every sense, but I could look in somebody and say,

oh, my God, I wish I could do what you're able to do to fill in the blank. could find inspiration in those people and look at them and say, okay, I know what's possible. And if you can get to that level, I can at least try to get to that level because I want that to be the standard. You could apply that across the board. But they're all exceptionally normal people. The special operations community is not comprised of people that put a cape on and go to work. They are very normal people that are tasked with doing some exceptional things at times. But they suffer from the same ailments of life that everybody else does.

And you can easily create this unrealistic expectation that they can do anything, that they can tolerate anything, that they are impossible to knock down. And that isn't the case, man. They're normal, exceptionally average people. When I ask myself, why do I even bother? I just remind myself that this is where most people quit and this is why they don't win. You're in a situation where life is sucking. Let's say you're in extreme cold water And your life is flashing before your eyes

Every time that wave goes over your head Your thought process is I gotta get the fuck out of this water And you're in Hell Week And you're hour one of 130 fucking hours It's all fun in games Okay? Because at the beginning of Hell Week

The guns are going off It's like a pep rally So you're fucking hyped up and your boys are linked arms and you're getting sprayed. It's like a fucking pep rally. There's trucks you're yelling at your bombs are going off. Concussion grenades, blanks from in 60s. Yeah, hoo-ya.

Fuck yeah. Fuck yeah. Yeah. Motherfucker, yeah. But then what they do is they shut that shit off. They shut it off. All that hoo-ya, all that hype gets real quiet. And they march you out to that surf zone.

for something called surf torture. And it's that water, that Pacific Ocean is cold as shit. So no more PEP rally. You're now in your head. You're linked arms with, you know, your brothers beside you. You don't know if they could be there long or not. You don't care. You think about yourself.

You lay back and that first wave hits you. Your mind goes straight from hour two all the way to hour 130. You can't process five days. this shit. You're now in a fuck you. Like, I gotta get out of here. You're in fight or flight. It's cold. I can't be cold this long. And then this is that one second decision comes in. You forgot every reason why you wanted to be there. You don't care about seals. You don't care about any of this. You don't care about fighting for your country. You don't care about that

gody gold trident that they put on your chair. You don't care about any of that shit no more. All you want to do is go back home. You want the warmth. You want to be. You want to warm. You may want something to eat, you want your girl to hold you, all those things of comfort are there in that one second. And this is where people lose. You really got to want to be here. Because it's like when your motivation is gone, what does your core want? Do you really want to be a seal? Or is it just exciting at the idea of calling yourself the seal? And there really is a difference. Because ultimately seals, what you're being trained to do is just withstand an enormous amount of misery. because a lot of SEAL missions require it.

And that's the point. They want people that can suffer just unbelievably and put up with it because the job is a lot of suffering. You spent a good bit of your career in situations that would cause most people to feel a ton of fear. I think that fear is related to this confidence, conviction in my decisions. What have you learned about how to deal with and overcome fear? Go. Go.

Yep. It's when all that, all that fear that's in your head, all the what ifs and the scenarios that you create inside your own mind that are way worse than anything that is actually going to happen, they all disappear when you go. So just take action and start moving forward. And that is the moment that can last a million years is waiting to go. and I found, I'm pretty good at it now, where, oh, I'm like, oh, yeah, I know what that is, and I'm going, and that's it. You know, speaking of being in combat,

if we were driving to a target, you know, so you're going to go hit a target somewhere and driving to the target, the closer you get, you're thinking about all the things that go wrong, all the bad things that are going to happen, all this stuff, when one of my guys gets wounded, what if they have IEDs in the yard? Like, there's a bunch of things going through your mind.

once you like stop get out of the vehicle all those things go away and you're doing the thing and you're not worried about it anymore and so let's just go that's that's the answer I've struggled with things before I can do it now

this is how I'm going to make it to the top I'm going to outwork other people that have had this opportunity and it worked it put me on the map out of just sheer determination and willingness to suffer let's not quit yet God because let's fucking think about your options where are you

going to end up if you quit this shit? Where are you going to go? And these are the things you have to think about the one second decision. So that's what that's all about. It's about gaining control of your mind, putting things back in the proper perspective, and then saying, I really do want to be here. Your mind takes control of you. You have to say, fuck you. I run this motherfucker. There's 200 people or 150 people that start the class. There's a hundred, Helmets of people that quit grown men whose dream it was to be a seal that get there That did all this physical training and all this preparation and sign that dotted line and committed to six years And they show up there and they get to that training and they ring that bell

No one knows who's gonna make it through that program The only way to know it's in the core of a human being is to rip that thing apart and see what's in there And until you rip it apart and see what's in there you don't know What does it take to not ring the bell? Don't quit People always ask me, what should I concentrate on? What's your advice for me going to buds? Don't quit. Don't quit.

Like, train hard, don't quit. Well, if you want to be a good leader, you have to understand human nature. And the places where human nature reveals itself most clearly are times of extreme suffering and inhumanity. I had a bunch of hard-headed, very determined, thick-souled guys. that you know I had to get them to do what I wanted them to do had to get them to want to do Trust is built on relationships relationships are built on trust if you don't trust me We don't really have a relationship my first platoon we were doing a training operation We get into this tactical situation

Everyone in my platoon is focused on one area Everyone's looking down their weapons waiting for a threat to expose itself Which means you got 16 guys looking down their weapons and I'm waiting for someone to make a call I was a new guy I'm waiting for someone above me in the chain of command to say, hey, move here or, hey, move forward, or make some kind of a decision. And as I'm waiting, no one's doing it. So I'm a new guy. I'm scared to say anything, and I know I shouldn't say anything. So I'm just waiting. And no one's giving an order. No one's giving any direction. So I wait longer. And this goes on for probably 30 seconds or a minute, which is a really long time when you're trying to take down a target.

And finally I said to myself, all right, I'm going to see what's going on. So I actually point my weapon at the ceiling and I take a step back and I just look around and I see that every single person in my platoon, including my platoon commander, including the assistant platoon commander, including the platoon leading pedig commander, everyone is just focused on their weapons and no one's making a decision and I can see this. And because I'm looking around and I'm detached from the scenario just by just by eight inches I stepped back, stepped back and looked around. I can see what decision needs to be And so I summoned up as much courage as I could as a new guy, because new guys don't make decisions.

And I said, hold left, clear right, which was a basic command that we had rehearsed and you would practice. And I expected someone to say, you know, shut up, shut up, Jocko. But instead they repeated the command. They all said, hold left, clear right, which means we were going to execute it.

And sure enough, the guys in the left held and the guys in the right cleared. We got done, and instead of someone saying, hey, you need to keep your mouth shut, like one of the more senior guys said, more senior guy said, hey, good job up there. Way to make a call. So I looked at it and said, wait a second.

How could I have a new guy have made a decision in that situation that was better than what the more senior, more experienced guys were making? And I realized it was because I took a step back and detached from it. So at that moment, I said to myself, okay, from now on, when I get into these tactical scenarios, I'm going to take a step back. And I'm going to try and look around. And I'm going to try and detach myself from the K.I. and the mayhem and I started doing it all the time in every tactical situation in the land

warfare in the mountains in the urban environments I was doing it all the time and I was able to like see what was happening it was like a superpower to be able to see what was happening and make decisions and so then I actually started doing it when I was having conversations and if you and I were in disagreement and you started getting an emotional instead of me getting emotional back at you I would just take a step back and be like oh okay he's just really concerned about this. Why is he so concerned? What does he see that I don't want to see? And I started actually just detaching all the time. And that became a very powerful tool in leadership that I used to this day. My second platoon, our platoon commander, the guy actually in charge

of the whole platoon, he's not very experienced. He didn't listen. He didn't take advice. He didn't take guidance. Everything was like his way or the highway. And we had a mutiny in inside of our Patoon. We went to our commanding officer and said, hey, sir, we don't want to work for our Patoon commander. He doesn't listen. He's arrogant. And eventually what ended up happening was this guy got fired as our Patoon commander. And that left an impact on me because as I'm watching this going, I'm thinking to myself, why don't we like this guy? Why doesn't anyone want to listen to this guy? Why don't we want to follow this guy? And the reason, because he was arrogant and he didn't listen and he didn't give us any ownership of everything. Everything was about

him. And that would have made an impression on me. That would have left a mark, but the mark got left even more clearly because when that guy got fired, the guy that came in and took over for him was like, I hate to use the word legendary, but he was a pretty legendary seal, had a ton of experience. He'd come up through the ranks, and he had been stationed at every different kind of seal team, and he took over as our platoon commander. And I kind of thought to myself, well, he's going to take over because we're a bunch of mutineers and they need to put someone really strong that's going to like whip us back in a shape. So I was anticipating that we were going to have this super hardcore guy. And this guy shows up

and he's got a nice smile on his face and he's super humble. And I remember one of the first things he said to us was like, I look forward to working with you guys. And I was, that word right there. I'm going to work with you guys. Not not I'm in charge. I'm glad I'm taking over. I'm glad to be your commander. It was nothing like that. He said, hey, I'm looking forward to working with you guys. So all of a sudden, it was totally different. And he started putting us in charge of things. Instead of him coming up with a plan,

he would say, hey, you guys come up with a plan and let me know how you want to do it. And all of a sudden, we had all this ownership, and that made me reflect on the way the first guy had acted compared to way this guy had acted. And I realized how important it was to be a humble leader and to listen to other people and to give ownership to other people.

in the third platoon it was a good solid platoon and we had a good platoon commander and we were out in the desert doing some training and some targets popped up we started engaging the targets like we're supposed to

and everyone gets in the prone position and is returning fire and I did what I had been doing this whole time which was detached I kind of took a step back to shot a couple rounds then kind of pulled back and looked to see what was going on

and I saw the call that needed to be made and I gave the platoon commander a couple seconds to make a call and he didn't make it. So, you know, I made the call. Peel left. And everyone said, okay, peel left. And we peeled left, and we left the scenario

when we got our distance. And then we stopped the training exercise. And we did a little debrief. And during the debrief, the platoon commander, you know, he said to me, well, why did you make that call? And I said, well, I could see what we needed to do. You know, and you hadn't made a call,

so I, you know, I made the call. And he goes, well, I actually didn't want to peel left. I wanted to assault the target. And right there in that, I kind of thought to myself, like part of my ego flared up and I was kind of thinking, I could have said something along the lines of, well, you need to make a call faster. If you're not going to step up and lead, then I'm going to do it. Like, I could have said that.

But I realized at that moment in time, wait a second, I didn't need to make a call. The problem could have developed more. But for some reason, I thought that I needed to be the guy. And I said, no, you know what? You don't need to be the guy. Your leader. You need to support your leader. it's not about you. And what you have to do is subordinate your ego and be supportive of the person

that's in charge and you move forward together as a team. Because that's what it's about. It's not about me. It's about the team. There's a word that people bring up a lot and I think they're pretty interchangeable and it's relationships and trust. Trust is built on relationships. Relationships are built on trust. If you don't trust me, we don't really have a relationship. If you want to be a good leader, you have to understand human nature. And the places where human nature, you're not reveals itself most clearly are times of extreme sorrow, pain, suffering, and inhumanity. And if we don't recognize what causes that, where that comes from, and that it's actually possible, then it's bound to happen again.