Navy Seals Best Quotes

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.

The best predictor of success is grit. How you choose to respond to life’s trials—your uncommon moments—is everything.

In the name of "force protection," the military often rolls up windows, builds walls, and points rifles at the outside world. The best force protection, however, is to be surrounded by friends and allies.

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

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.

The focus must always be on how to best accomplish the mission.

It is critical for leaders to act decisively amid uncertainty; to make the best decisions they can based on only the immediate information available.

remove individual ego and personal agenda. It’s all about the mission. How can you best get your team to most effectively execute the plan in order to accomplish the mission?

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it. *   *   *

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.

The sniper is like a highly skilled surgeon, practicing his craft on the battlefield. Make no mistake: War is about killing other human beings, taking out the enemy before he takes us out, stopping the spread of further aggression by stopping those who would perpetuate that aggression. However, if the goal is to prosecute the war in order to achieve the peace, and to do so as fast and as effectively as possible, and with the least collateral damage, then warriors like Chris Kyle and our other brothers-in-arms are heroes in the best sense.

Please tell him that my words will make no difference when his balls are in his stomach from being so cold. Men don’t get many chances to show their grit! You need to pray for bad weather! Pray for the coldest water! Pray for a broken fucking body! You should want the worst-case scenario for everything you do in Hell Week! Pray for it to be so hard that only your fucking boat crew makes it all the way through! They succeed because you lead those motherfuckers through the worst Hell Week ever! You have to become the devil to get through Hell! This shit is about your fucking mindset! If you are hoping for the fucking best-case scenario in Hell Week, you are not ready! Know that no motherfucker can endure what you can. Not because you believe in yourself. But because you have trained harder than any motherfucker alive!

Everyone has an ego. Ego drives the most successful people in life—in the SEAL Teams, in the military, in the business world. They want to win, to be the best. That is good. But when ego clouds our judgment and prevents us from seeing the world as it is, then ego becomes destructive. When

These people weren't Navy SEALs or Army Rangers, weren't trained by the best professional warriors in the world, weren't seasoned by a real war in which they had encountered an enemy who fought back. They lacked the honor of SEALs and Rangers, lacked ideals that stiffened the spine in times of peril. They were fanatics, driven by emotion rather than reason. Their commitment was to destruction instead of to the preservation of what was good, and this commitment made them feel dangerous, therefore powerful and superior. Being dangerous, however, wasn't the same as being powerful and certainly didn't support a claim to superiority. Like all barbarians, they were vulnerable to panic and confusion when the destruction they wished to wreak was visited instead upon them.

That’s because at the Flow Genome Project10 we study the relationship between altered states and peak performance, focused primarily on the experience known as flow. Defined as an “optimal state of consciousness where we feel our best and perform our best,” flow refers to those “in the zone” moments where focus gets so intense that everything else disappears. Action and awareness start to merge. Our sense of self vanishes. Our sense of time as well. And all aspects of performance, both mental and physical, go through the roof.

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

Tell me you're bare underneath the dress." She gulped. "I'm bare underneath this dress." Gently dropping her arms back to her sides, he slid his finger down the center of her chest. Tingles shot out from the tips of her breasts and gathered at the base of her spine, between her legs. "Tell me you want me as much as I want you," he said, his voice husky. Never had she imagined doing something as reckless as sleeping with a guy for one night. But this wasn't any guy. And it wasn't just about her getting off--God, how she needed to do that. It was about closure. Saying goodbye on her terms. It might be a bad idea, but it was the best bad idea she'd ever had. She dropped the panties and put her hands on his chest. "I want you.

All 250 + episodes to date can be found at tim.blog/ podcast and itunes.com/ timferriss Jamie Foxx on Workout Routines, Success Habits, and Untold Hollywood Stories (# 124)—tim.blog/ jamie The Scariest Navy SEAL I’ve Ever Met . . . and What He Taught Me (# 107)—tim.blog/ jocko Arnold Schwarzenegger on Psychological Warfare (and Much More) (# 60)—tim.blog/ arnold Dom D’Agostino on Fasting, Ketosis, and the End of Cancer (# 117)—tim.blog/ dom2 Tony Robbins on Morning Routines, Peak Performance, and Mastering Money (# 37)—tim.blog/ tony How to Design a Life—Debbie Millman (# 214)—tim.blog/ debbie Tony Robbins—On Achievement Versus Fulfillment (# 178)—tim.blog/ tony2 Kevin Rose (# 1)—tim.blog/ kevinrose [If you want to hear how bad a first episode can be, this delivers. Drunkenness didn’t help matters.] Charles Poliquin on Strength Training, Shredding Body Fat, and Increasing Testosterone and Sex Drive (# 91)—tim.blog/ charles Mr. Money Mustache—Living Beautifully on $ 25–27K Per Year (# 221)—tim.blog/ mustache Lessons from Warren Buffett, Bobby Fischer, and Other Outliers (# 219)—tim.blog/ buffett Exploring Smart Drugs, Fasting, and Fat Loss—Dr. Rhonda Patrick (# 237)—tim.blog/ rhonda 5 Morning Rituals That Help Me Win the Day (# 105)—tim.blog/ rituals David Heinemeier Hansson: The Power of Being Outspoken (# 195)—tim.blog/ dhh Lessons from Geniuses, Billionaires, and Tinkerers (# 173)—tim.blog/ chrisyoung The Secrets of Gymnastic Strength Training (# 158)—tim.blog/ gst Becoming the Best Version of You (# 210)—tim.blog/ best The Science of Strength and Simplicity with Pavel Tsatsouline (# 55)—tim.blog/ pavel Tony Robbins (Part 2) on Morning Routines, Peak Performance, and Mastering Money (# 38)—tim.blog/ tony How Seth Godin Manages His Life—Rules, Principles, and Obsessions (# 138)—tim.blog/ seth The Relationship Episode: Sex, Love, Polyamory, Marriage, and More (with Esther Perel) (# 241)—tim.blog/ esther The Quiet Master of Cryptocurrency—Nick Szabo (# 244)—tim.blog/ crypto Joshua Waitzkin (# 2)—tim.blog/ josh The Benevolent Dictator of the Internet, Matt Mullenweg (# 61)—tim.blog/ matt Ricardo Semler—The Seven-Day Weekend and How to Break the Rules (# 229)—tim.blog/ ricardo

With one final flip the quarter flew high into the air and came down on the mattress with a light bounce. It jumped several inches off the bed, high enough for the instructor to catch it in his hand. Swinging around to face me, the instructor looked me in the eye and nodded. He never said a word. Making my bed correctly was not going to be an opportunity for praise. It was expected of me. It was my first task of the day, and doing it right was important. It demonstrated my discipline. It showed my attention to detail, and at the end of the day it would be a reminder that I had done something well, something to be proud of, no matter how small the task. Throughout my life in the Navy, making my bed was the one constant that I could count on every day. As a young SEAL ensign aboard the USS Grayback, a special operation submarine, I was berthed in sick bay, where the beds were stacked four high. The salty old doctor who ran sick bay insisted that I make my rack every morning. He often remarked that if the beds were not made and the room was not clean, how could the sailors expect the best medical care? As I later found out, this sentiment of cleanliness and order applied to every aspect of military life. Thirty years later, the Twin Towers came down in New York City. The Pentagon was struck, and brave Americans died in an airplane over Pennsylvania. At the time of the attacks, I was recuperating in my home from a serious parachute accident. A hospital bed had been wheeled into my government quarters, and I spent most of the day lying on my back, trying to recover. I wanted out of that bed more than anything else. Like every SEAL I longed to be with my fellow warriors in the fight. When I was finally well enough to lift myself unaided from the bed, the first thing I did was pull the sheets up tight, adjust the pillow, and make sure the hospital bed looked presentable to all those who entered my home. It was my way of showing that I had conquered the injury and was moving forward with my life. Within four weeks of 9/11, I was transferred to the White House, where I spent the next two years in the newly formed Office of Combatting Terrorism. By October 2003, I was in Iraq at our makeshift headquarters on the Baghdad airfield. For the first few months we slept on Army cots. Nevertheless, I would wake every morning, roll up my sleeping bag, place the pillow at the head of the cot, and get ready for the day.

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

The leader must pull the different elements within the team together to support one another, with all focused exclusively on how to best accomplish the mission.

I don’t know how I’m going to get through you leaving. I don’t know how I’m going to keep living my life without you in it,” Lottie sniffed. At thirteen, she was tall for her age and her limbs seemed to be growing faster than her body. “I’ll be back someday, I promise,” I answered. “No, you won’t,” she cried. “I know I’ll never see you again.” I remember how her heartbreak made her voice crack. How her chin trembled as she tried, but lost the battle to hold back her tears. “Listen, I’ll be back. You have my word on that,” I looked into her eyes. I knew for years that Lottie had a crush on me, but it wasn’t until that moment that I saw the depth of it. She’d always been my best friend’s little sister. The annoying one who tattled on us or tried to follow us around like a lost puppy dog. It wasn’t until I was ready to leave that I could see a glimmer of who she would grow up to become. “I’ll miss you,” she wiped away the tears with the back of her hand, trying to be brave. Lottie pulled the envelope from her back pants pocket and shoved it into my hands then marched away quickly.

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement. They exhibited Extreme Ownership, and as a result, their SEAL platoons and task units dominated. When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else,

The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

She would love to think he was reluctant to leave her, but she realized he was waiting to make sure she got safely into the house before he drove away. Zane might be the most frustrating man on earth, a paradox she couldn't figure out, but he was the type of guy to make sure a woman was safe before he left her in the dark. Just as he was the type of man who'd chosen the best knife for her to carry to Nigeria. He was also the type to kiss a woman breathless and leave her alone and confused. With a sigh, she turned and made her way to the front door, digging for her key as she went. One sleepless night pondering Zane and this odd day definitely wouldn't be enough to figure out the mystery of the man. But, it would be a start...

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

With Extreme Ownership, you must remove individual ego and personal agenda. It’s all about the mission. How can you best get your team to most effectively execute the plan in order to accomplish the mission?” I

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

With Extreme Ownership, you must remove individual ego and personal agenda. It’s all about the mission. How can you best get your team to most effectively execute the plan in order to accomplish the mission?

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement.

Everyone has an ego. Ego drives the most successful people in life—in the SEAL Teams, in the military, in the business world. They want to win, to be the best. That is good. But when ego clouds our judgment and prevents us from seeing the world as it is, then ego becomes destructive. When personal agendas become more important than the team and the overarching mission’s success, performance suffers and failure ensues. Many of the disruptive issues that arise within any team can be attributed directly to a problem with ego.

In some cases, the answers to who attacked and how will never be known. Regardless, leaders cannot be paralyzed by fear. That results in inaction. It is critical for leaders to act decisively amid uncertainty; to make the best decisions they can based on only the immediate information available.

Pursue a mission. Set a massive, awe-inspiring goal—a “higher purpose”—that ignites within you an unquenchable burning desire. It’s not the smartest, richest, or best educated that succeed in this world… Nor is it the strongest men, the tallest men, or the best swimmers that become Navy SEALs… It’s those that want it the most.

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it. *

There is no school of thought that can save us from the simple fact that hard decisions are best made by good people, and that the best people can only be shaped by hard experience.

Tom's Navy SEAL team nicknamed him 'Tailspin', especially after sustaining his knee injury, but Joe likes to call him his 'Lucky Charm' -- saved his tail too many times to count.

The best pilots usually have the most unflattering nicknames. The pilots I know say they don't generally have much confidence in anyone with a call sign like Maverick or Viper. If you meet one named Outhouse or Dumpster Diver, however, it's a safe bet he's good to go.

But when I married you I knew there was a chance that something could happen. Did I expect a normal life? Hell, no. You were a Navy SEAL, one of the most elite fighting machines in the country. I knew when the government called you were gone.” She choked out a laugh. “What woman would sign up for that craziness?” She heaved a great sigh and leaned against his back. “A woman who loved her fierce, dedicated warrior and knew his country would always take precedence over his family.” He shifted as if to argue but she rocked her head against him. “But the problem is, even after you left it was still taking precedence. I know you were worried about retribution because of what you had done over there, but the chances of that actually happening are so slim. And I realize that going from running a million miles a minute, saving people, shooting guns to suburban home life is a devastating change. I had hoped that the training job would be a good transition between the two, but it didn’t seem to even have a bearing.” “It did have a bearing,” he disagreed. “I had started to slow down. But you’re right. It’s so hard turning off the war machine. Over there you expect to be shot at. You expect to lose your best friends. When you sit in the dirt to talk to a guy and watch his head explode in front of you, it’s hard not to be that way.” Tears flooded her eyes and ran down her cheeks at the harsh visual, but Harper just breathed through it. Cat tightened her arms around his back, hoping her presence could help him in some small way. “I’m sorry.” He turned to look at her. “I’m not telling you this for sympathy. I just wanted you to understand how drastically different our lives were. I had to find a way to adapt to all those changes. Dr. Singh is helping me do that. And I’m beginning to see the light at the end of the tunnel.” He leaned forward and pressed a kiss to her forehead. “I’m amazed at all you’ve had to put up with and humbled that you’re willing to put up with more. For a while there I wondered if just letting you go wouldn’t be better for everyone.” “It wouldn’t,” she murmured, resting her head against his chest. “You are a part of us. We can’t let you go like that.” His

The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it. *

but after WWII, politics began to impede American war fighting to the extent that victory is fleeting at best and unlikely at worst.

They are deliberately cultivating these states to solve critical challenges and outperform their competition. It isn’t just grit, or better habits, or longer hours that are separating the best from the rest. To hear these trail-blazers tell it, the insights they receive in those states are what make all the difference.

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement. They

The best leaders are not driven by ego or personal agendas.

I have found that the best way to get through tough times is to surround myself with positive people. If you spend time around people who are weak of always feel sorry for themselves, it's bound to rub off on you. Always look forward, never back.

Look for the best in others, even when it’s obscured. Positivity begets more positivity.

He solved this issue in his life, and then started training the highest performers—entrepreneurs, CEOs, pro athletes, inventors, and Navy SEALs—to learn how to perform even better using the techniques he had to learn to compensate for his ADHD.

Before the ship sank and the transmission was cut off, Burke heard the young man say: “I will fight this ship to the best of my ability and forgive me the mistakes I am about to make.” The voice would haunt and steel him for the rest of his life.

The best teams employ constant analysis of their tactics and measure their effectiveness so that they can adapt their methods and implement lessons learned for future missions.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission.

Never make the same mistake twice. You are your best critic!

Extreme Ownership: How U.S. Navy SEALs Lead and Win. He has since authored a best-selling children’s book, Way of the Warrior Kid, and his latest, Discipline Equals Freedom: Field Manual, which details his unique mental and physical “operating system.

He who has felt the deepest grief is best able to experience supreme happiness.

It’s counterintuitive,” I said. “It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Hell Week was not a fitness test. While it did require some athletic ability, every student that survived the weeks of BUD/S training prior to Hell Week had already demonstrated adequate fitness to graduate. It was not a physical test but a mental one. Sometimes, the best athletes in the class didn’t make it through Hell Week. Success resulted from determination and will, but also from innovation and communication with the team. Such training graduated men who were not only physically tough but who could also out-think their adversary.

Principle 1: Leaders Embrace Extreme Ownership. "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." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "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." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

On the battlefield, countless problems compound in a snowball effect, every challenge complex in its own right, each demanding attention. But a leader must remain calm and make the best decisions possible. To do this, SEAL combat leaders utilize Prioritize and Execute. We verbalize this principle with this direction: “Relax, look around, make a call.

pants, my balls suddenly feeling twice as

A leader must be close with subordinates but not too close. The best leaders understand the motivations of their team members and know their people—their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself. Leaders must never get so close that the team forgets who is in charge.

The best teacher is not the one who knows most, but the one who is most capable of reducing knowledge to that simple compound of the obvious and wonderful.