Motivation Daily by Motiversity - NAVY SEAL MINDSET - Best Motivational Speech (Jocko Willink Motivation)

Episode Date: September 14, 2023

NAVY SEAL MINDSET. Retired Navy SEAL Officer Jocko Willink delivers one of the most motivational talks EVER! Special thanks to London Real: https://www.youtube.com/user/LondonRealTVand Tom Bilyeu: http://bit.ly/ImpactQuotesSpeaker:Jocko Willink: http://bit.ly/2v5XxuKMusic:Audiojungle▶Subscribe for New Motivational Videos Every Week:http://bit.ly/MotivationVids▶DOWNLOAD our Top 100 Quotes of All Time:https://bit.ly/topquotesfreepdf▶JOIN our Newsletter for Exclusive Updates, Discounts, and Deals: https://bit.ly/Motiversitynewsletter▶READ our Weekly Blog -https://bit.ly/motiversityblog▶SHOP Official Motivational Canvases and Apparel -https://bit.ly/motiversityshop▶BECOME A MEMBER of our loyal community!https://bit.ly/motiversitymembers Hosted on Acast. See acast.com/privacy for more information.

Hello listeners, Motivirity is excited to share that we have launched a new podcast called Morning Motivation by Motivore. If you are looking to start your day with positivity and the most uplifting motivational audio, this is the show for you. For today's episode of Motivation Daily by Motivority Podcast, we are sharing a recent episode from the Morning Motivation Podcasts. If you like it, go follow the show. New episodes are being released every week. The link is in the description. There's 200 people or 150 people that start the class. There's 100 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 signed that dialed 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 going to make it through that program. The only way to know what'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. I 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've 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 pedigoths, 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 eight inches, I stepped back, stepped back and looked around. I can see what decision needs to be made. 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 jaco 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 and we got done and instead of someone saying hey you need to keep your mouth shut like one of the more senior guys said hey

good job up there way to make a call so I looked at it and said wait a second how could I as a new guy have made a decision in that situation that was better than what the more senior more 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 chaos 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 emotional, instead of me getting emotional back at you, I would just take a step back and be like, oh, okay, he's really, he's 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 inside of our platoon. We went to our commanding officer and said, hey, sir, we don't want to work for our platoon 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 on 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 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 was like I 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 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 the 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 start engaging the targets like we're supposed to and everyone gets in the prone position

and his returning fire. And I did what I had been doing this whole time, which was detached. I kind of took a step back, took a 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 split second, 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. And 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 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.