Navy Seal Quotes

Discipline equals freedom.

It’s not what you preach, it’s what you tolerate.

Basically, your fear is like a mall cop who thinks he’s a Navy SEAL: He hasn’t slept in days, he’s all hopped up on Red Bull, and he’s liable to shoot at his own shadow in an absurd effort to keep everyone “safe.

Yet, all armor—from a lobster’s shell to a Navy SEAL’s flak jacket—ultimately reveals the same truth. All armor highlights vulnerability. It trumpets the fact that below that hard exterior lies an interior that is soft, fragile, and in need of protection.

The only easy day was yesterday.

the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

No one expects an eighty-five-year-old Navy SEAL stripper. No one. And that was the beauty of George.

Fear is a force that sharpens your senses. Being afraid is a state of paralysis in which you can't do anything.

Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Pain was their body's way of telling them that they'd pushed themselves to their limits -- which was exactly where they were supposed to be.

There were a number of definitions of courage, but now I was seeing it in its simplest form: you do what has to be done day after day, and you never quit.

Relax. Look around. Make a call.

The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.

Two Navy SEALs versus one angry seven-month-old," he mused, "The odds could go either way.

Trying to drown me woman?" 'You can't drown a SEAL,' she said. 'How embarrassing would that be?' 'God yes. Shoot me, hang me, let me die of infection from a hangnail, but don't let me die in the water. They'd send me to hell on principle.

...it's not enough to fight for a better world; we also have to live lives worth fighting for.

As warriors, as humanitarians, they've taught me that without courage, compassion falters, and that without compassion, courage has no direction.

Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.

Oh dios mio, she makes me burn, she makes me need. She is etching herself into mi alma

There is no honor in sending men to die for something you won't even fight for yourself

Why are we sitting way back here?" "This way we can see the whole room and do some recon." "Great, here we go with the black op lingo. Were you a Navy SEAL or some special forces officer in a past life?" Sally asked. "It's a gift. It comes so naturally that you think I've had formal training." Jen winked. "Yeah, that's exactly what I was thinking. And, by the way, Hogwarts accepted you and is awaiting your arrival." "Ha ha, good one," Jen said dryly. "You have my vote – you'll be mayor in no time.

Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.

After all, there can be no leadership where there is no team.

We know about bad guys, what they do, and often, who they are. The politicians have chosen to send us into battle, and that's our trade. We do what's necessary. And in my view, once those politicians have elected to send us out to do what 99.9 percent of the country would be terrified to undertake, they should get the hell out of the way and stay there. This entire business of modern war crimes, as identified by the liberal wings of politics and the media, began in Iraq and has been running downhill ever since. Everyone's got to have his little hands in it, blathering on about the public's right to know. Well, the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril because someone in Washington is driving himself mad worrying about the human rights of some cold-hearted terrorist fanatic who would kill us as soon as look at us, as well as any other American at whom he could point that wonky old AK of his.

The true soldier fights not because he hates what is in front of him, but because he loves what is behind him. —G. K. CHESTERTON

If we want to change something, we must begin with understanding. But if we want to love something, we must begin with acceptance.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They

We all have our crosses to bear. We carry them heavily, out of love for our brothers in arms. But sometimes you have to let go of the idea that anyone down here is in control.

You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.

There are scores of people who have never recovered, or been recovered, from an FSB interrogation. They’re a hard organization to describe because nothing like the FSB exists in the USA. To get even remotely close, you’d have to ask the CIA to birth a seven-headed hydra with the faces of the FBI, DEA, NSA, Immigration, Border Patrol, Coast Guard, and the Navy Seals with a hangover and a grudge.

But, in fact, discipline is the pathway to freedom.

Life is short. Life is uncertain. But we know that we have today. And we have each other. I believe that for each of us, there is a place on the frontlines.

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.

A good peace, a solid peace, a peace in which communities can flourish, can only be built when we ask ourselves and each other to be more than just good, and better than just strong. And a good life, a meaningful life, a life in which we can enjoy the world and live with purpose, can only be built if we do more than live for ourselves.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

When the Navy sends their elite, they send the SEALs. When the SEALs send their elite, they send SEAL Team Six.

Thinking too much about what happened and what is about to happen will wear you down. Live in the moment and take it one step at a time.

My name is Lieutenant Meyer. I'll be your rescuer today. This rescue of your person is brought to you by the United States Navy and SEAL Team 8. we hope you have a nice rescue, and please feel free to fill out the questionnaire at the end of the trip. Tips are welcome.

What did you have on your feet this time?” I ask. “Toes,” he replies easily, and grins at me, lifting one long foot to put it on the sill of the car, wiggling his toes for emphasis. There’s a jagged open cut near his big toenail. “Well, toes and blood. Cut it on a shell. But I made it all the way to the pier this time. Very Navy Seal, huh? Ran right through the pain, because I am just that full of testosterone.

Alone, human beings can feel hunger. Alone, we can feel cold. Alone, we can feel pain. To feel poor, however, is something we do only in comparison to others.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As

Whatever it is that you do, you are making a stand, either for excellence or for mediocrity.

Service is selflessness--the opposite of the lifestyle that we see so much of in America today. The things that entertain us don't often lift us up, or show us as the people we can rise up to become. The people who appear in this book--and others who did things I can't talk about--are my role models. They quietly live out the idea expressed in the Bible (John 15:13): "Greater love has no man than this, that a man lay down his life for his friends.

It seems amazing that the Navy SEALs managed to get inside the compound and shoot Osama so efficiently. I can only imagine they were told that the mission was to rescue a bearded British hostage and he must be brought out alive.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

If you're one of those delusional 2nd Amendment types who believes you and your trailer park 'militia' might need to take on the Army, the Navy, the 101st Airborne and SEAL Team 6; not only should you be denied the right to bear arms -- but the right to your belt & shoelaces as well ... 'cause you're stark, ravin' batshit!!!

Slow Is Smooth, Smooth Is Fast

Instead of letting the situation dictate our decisions, we must dictate the situation.

If people can live through genocide and retain compassion, if they can take strength in pain, if they are able, still, to laugh, then certainly we can learn something from them.

Tell me what you value and I might believe you,” management guru Peter Drucker once said, “but show me your calendar and your bank statement, and I’ll show you what you really value.

Here in Iraq...we found a country of good people looking after their kids, starting schools, improving their prospects in spite of terrible obstacles.

Fear is a force that sharpens your senses. Being afraid is a state of paralysis in which you can’t do anything.

A good leader has nothing to prove, but everything to prove.

If I die, I want to die for something I believe in and take my word for it, there isn’t much out there. But you, Rachel, you’re worth dying for.” - Tristan Jacobs

Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.

Tell me what you value and I might believe you,” management guru Peter Drucker once said, “but show me your calendar and your bank statement, and I’ll show you what you really value.” So

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does

If you don't know or didn't understand, ASK! It's your responsibility to find out. Research; demonstrate an unquenchable desire to know everything about your job. If something is broken or not right, take the initiative to fix it or make

You may never shoot a sniper rifle. You may never serve as part of an assault team, or stand security in combat, or board a hostile ship at midnight on the high seas. You may never wear a uniform; hell, you may never even throw a punch in the name of freedom. I’ll tell you what, though. Whatever it is that you do, you are making a stand, either for excellence or for mediocrity. This is what I learned about being a Navy SEAL: it is all about excellence, and about never giving up on yourself. And that is the red circle I will continue to hold, no matter what.

Yet the basic fact remains: we live in a world marked by violence, and if we want to protect others, we sometimes have to be willing to fight.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.

Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness

Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

He turned her chin until she looked him in the face. “I’m going to tell you a couple things, and I want you to remember this. Number one, I’m a Navy SEAL. You can’t even compare me to most men, so don’t lump me in with them.” He waited for her laughter to subside. “Number two, I don’t care what you’ve been told or by whom. Your body fucking rocks. Men don’t want to make love to twigs. Way more than will admit it want a lush, cushioning body to welcome them home.” Reaching out, he cupped her hips in his hands, tugging her into him. “I would not change anything about you. Not one single thing.

When free from the confines of our normal identity, we are able to look at life, and the often repetitive stories we tell about it, with fresh eyes. Come Monday morning, we may still clamber back into the monkey suits of our everyday roles—parent, spouse, employee, boss, neighbor—but, by then, we know they're just costumes with zippers.

Across the globe, even in the world's "worst places," people found ways to turn pain into wisdom and suffering into strength. They made their own actions, their very lives, into a memorial that honored the people they had lost.

Life is not a journey to the grave with the intention of arriving safely in a pretty and preserved body, but rather to skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow … what a ride.’ ” Billy liked it so much he jotted it down in

Modest, conventional expectations weren't enough to lure Adam Brown away from the power of drug addiction that ensnared him. Instead, the college dropout already in his mid-twenties found only the big, near-impossible dream of being a Navy SEAL captivating enough to consistently draw him to different choices.

I thought of Pericles' speech to the families of the Athenian war dead, in which he said, "What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others.

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

But we can’t ever think we are too good to fail or that our enemies are not capable, deadly, and eager to exploit our weaknesses. We must never get complacent. This is where controlling the ego is most important.

Life is not a journey to the grave with the intention of arriving safely in a pretty and preserved body, but rather to skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow … what a ride.’ 

You gotta do what you gotta do, and when you’re done, you’ll be stronger.

What did he call them? Lupus garous? Fancy name for a horror-flick creature.

I need me some wolf loving.

I want you.” She chuckled without opening her eyes. “Again?” “Always,” he replied.

To me, this is one of the strongest marks of great leadership. Nobody is always right. Great leaders use that to learn and improve, instead of fighting it.

I had been given the greatest gift an education could provide: I had a better idea of what it meant to live a good life

calm but not robotic, logical but not devoid of emotions;

Americans should never forget that the founders of this country, like all who have served her in uniform, were willing to die defending everything its flag represents. It's so easy to get lost in the controversies that divide us. But I believe, no matter what our race, religion, or beliefs may be, that Americans should be able to come together to keep our country rooted in what made it great: a land of opportunity, a place where people can make something of themselves, limited only by their imaginations and willingness to work hard; a country where we can all come together, whatever our differences, for the greater good; a country of hands up, not handouts, where we try to live by the meaning of the words "Love thy neighbor," and put as much effort into helping others as we do helping ourselves. By doing those things, we can continue to live up to the idea of "One nation, under God, indivisible, with liberty and justice for all.

PRINCIPLE Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation. Often, the most difficult ego to deal with is your own.

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. If

The second is trickier: the person who knows what to do next is the leader. We’re entirely nonhierarchical in that way. But in a combat environment, when split seconds make all the difference, there’s no time for second-guessing. When someone steps up to become the new leader, everyone, immediately, automatically, moves with him. It’s the only way we win.

This country has not seen and probably will never know the true level of sacrifice of our veterans. As a civilian I owe an unpayable debt to all our military. Going forward let’s not send our servicemen and women off to war or conflict zones unless it is overwhelmingly justifiable and on moral high ground. The men of WWII were the greatest generation, perhaps Korea the forgotten, Vietnam the trampled, Cold War unsung and Iraqi Freedom and Afghanistan vets underestimated. Every generation has proved itself to be worthy to stand up to the precedent of the greatest generation. Going back to the Revolution American soldiers have been the best in the world. Let’s all take a remembrance for all veterans who served or are serving, peace time or wartime and gone or still with us. 11/11/16 May God Bless America and All Veterans.

Mother Teresa's missionaries were able to embrace people—complete with all sorts of weaknesses, failures, foibles, strengths, and faiths—and work with them wholeheartedly. The sisters lived their entire lives in faith, but to me, it seemed that they needed to whisper barely a word about their theology because the integrity of their work said everything. After spending time in a place of such care and love, I came to understand that when we see self-righteousness it is often an expression of self-doubt and self-hatred. In a place where people are able to accept themselves, love themselves, and know that they are loved, there is no need to criticize or compare, cajole or convince. The sisters concentrated, instead, on loving their neighbors.

As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.

Remaining for a moment with the question of legality and illegality: United Nations Security Council Resolution 1368, unanimously passed, explicitly recognized the right of the United States to self-defense and further called upon all member states 'to bring to justice the perpetrators, organizers and sponsors of the terrorist attacks. It added that 'those responsible for aiding, supporting or harboring the perpetrators, organizers and sponsors of those acts will be held accountable.' In a speech the following month, the United Nations Secretary General Kofi Annan publicly acknowledged the right of self-defense as a legitimate basis for military action. The SEAL unit dispatched by President Obama to Abbottabad was large enough to allow for the contingency of bin-Laden's capture and detention. The naïve statement that he was 'unarmed' when shot is only loosely compatible with the fact that he was housed in a military garrison town, had a loaded automatic weapon in the room with him, could well have been wearing a suicide vest, had stated repeatedly that he would never be taken alive, was the commander of one of the most violent organizations in history, and had declared himself at war with the United States. It perhaps says something that not even the most casuistic apologist for al-Qaeda has ever even attempted to justify any of its 'operations' in terms that could be covered by any known law, with the possible exception of some sanguinary verses of the Koran.

When I was in third grade--the age of many of the boys here--my parents had debated whether or not to buy me a pair of [special soccer shoes]...Here in Bolivia most of the kids played in bare feet, and they had as much fun as we ever had. Alone, human beings can feel hunger. Alone, we can feel cold. Alone, we can feel pain. To feel poor, however, is something that we do only in comparison to others. I took off my shoes.

The grenade hit him in the chest and bounced onto the deck [here, the Navy term for floor]. He immediately leapt to his feet and yelled “grenade” to alert his teammates of impending danger, but they could not evacuate the sniper hide-sight in time to escape harm. Without hesitation and showing no regard for his own life, he threw himself onto the grenade, smothering it to protect his teammates who were lying in close proximity. The grenade detonated as he came down on top of it, mortally wounding him. Petty Officer Monsoor’s actions could not have been more selfless or clearly intentional. Of the three SEALs on that rooftop corner, he had the only avenue of escape away from the blast, and if he had so chosen, he could have easily escaped. Instead, Monsoor chose to protect his comrades by the sacrifice of his own life. By his courageous and selfless actions, he saved the lives of his two fellow SEALs.

The idea...that our professional military men and women train for years without knowing whether they will ever have to actually carry out their missions to the fullest extent of their abilities is the very heart of what service is all about. Heroes aren't designated in advance. Everyone must always be ready to execute. In my experience, it's always the greatest heroes who claim they never did anything beyond what any of their buddies would have done in the same situation. Our training and our culture breed that response into us all, no matter what war we were part of. You train yourself to a standard and thereby make yourself interchangeable with others who share the same standard. And that gives everyone an equal claim to the pride that goes with having served your country.

It's common to think of people in the military as conformists. But that's far from the truth in our community. Some pretty capable and colorful types join the SEAL teams, looking for bigger challenges than their high-flying careers or other interesting backgrounds can offer. Whether doctors, lawyers, longshoreman, college dropout, engineer or NCAA Division I superathlete, they were more than just good special operators. They were a cohesive team whose strength came from their widely diverse talents, educational backgrounds, upbringings, perspectives, and capabilities. They're all-American and patriotic, with a combination of practical intelligence and willpower that you don't want to get crossways with. Streetwise, innovative, adaptable, and often highly intellectual--these are all words that apply to the community. And the majority are so nice that it can be hard to envision their capacity for violent mayhem. BUD/S filters out four of five aspirants, leaving behind only the hardest and most determined--the best. I was so proud and humbled to be part of the brotherhood.