Navy Seals Training Quotes

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.

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.

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

Slow Is Smooth, Smooth Is Fast

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.

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.

Being Anna’s boyfriend was like training to be a Navy SEAL while working full-time in an Amazon fulfillment center in the Oklahoma Panhandle in tornado season. Something was going on every moment of every day. My 2:30 naps were a thing of the past.

As SEALs, we operate as a team of high-caliber, multitalented individuals who have been through perhaps the toughest military training and most rigorous screening process anywhere. But in the SEAL program, it is all about the Team. The sum is far greater than the parts.

Look for the intelligence behind the mistake.

The bottom line is that if your dog isn’t doing what he is supposed to or what you want him to, it’s not the dog’s fault. It’s YOUR fault, for not properly communicating to him what you need him to do, not spending the time needed to train him properly, or not being observant enough to recognize early on when and how your relationship may be out of balance.

We've trained and trained for a reason: to be better at the craft of war than our enemy, to use our skill to perform the mission, and to accept the risks. As American warriors, it's our obligation to protect the innocent. And that means, sometimes, that we're the ones who need to be put on the disadvantaged side of the threat cycle.

I can’t do that becomes I haven’t yet learned that.

I had learned throughout my training that the impossible means nothing if you believe in what you are doing and work consistently toward achieving your desires with a strong intention

In political matters I have always been a down-the-middle-line person. When it comes to leaders, I care less about their party affiliation and more about their character and competence. I don’t care how they would vote on school prayer or abortion or gay marriage or gun laws. I want to know that they know what the hell they’re doing, and that they are made of that kind of unswerving steel that will not be rattled in moments that count, no matter what is coming at them. I want to know that they won’t flinch in the face of debate, danger, or death.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.

If intellectual capacity is a sniper’s foremost qualification, the number two trait is patience. We will take out any enemy we have to when the situation calls for it, whether that means using a rifle, a handgun, a knife, or our bare hands. Yet the sniper’s fundamental craft is not killing a person, but being able to get close enough to do so. Osman and I were on a classic sniper stalking mission: track, sneak up, observe, and disappear again, leaving no trace behind.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

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.

We’ve clearly placed form over function when it comes to choosing dogs for the home. Maybe this is because we are such a visual species ourselves, but I think it’s a shame, and some breeds are being ruined because of this tendency to stress how they look over what they can do. Bulldogs, more commonly known as English bulldogs, are a prime example of this overemphasis on physical appearance, particularly within so-called purebred dogs. Among the laundry list of physical ailments that English bulldogs suffer from—eye and ear problems, skin infections, respiratory ailments, immune system and neurological disorders, and problems with moving, eating/digesting, copulating, and bearing puppies—many are attributable to breeding practices to produce dogs with what are considered desirable physical traits.

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.

to overcome?   Are you in the constant practice of learning new things and remaining someone worth learning from?   Are you as happy and healthy as you want your son to be?   Does permission to live a good life so that you can lead your son to do the same inspire or scare you? Why?

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.

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!

Back in Afghanistan, when snipers from the other countries’ Special Operations teams were asking Osman and me over to debrief them after Zhawar Kili, I’d befriended a very sharp Danish sniper named Henning, from the Danish Frogman Corps. Now Henning was running the sniper training in Denmark, and he flew over to the States, went through our advanced courses, then took what he’d learned and implemented it in Denmark.

The historical significance of the fact that we were going out on a joint raid with German Special Operations was lost on none of us. The last time the Germans were on a battlefield was in World War II, and then we were on opposite sides of the trenches. Ditto in World War I. Hell, there were Hessian mercenaries arrayed against us in the Revolutionary War. This would be the first military mission with German and American forces working together since … well, since ever.

The PTSD stress response can be triggered by powerful memories. The emotional attachment to the memories is so strong that it can cause the same chemical reaction as the actual event. My thought was that if a body could be trained into this constant state of stress, then it could be trained out of it. I came up with a plan. If Ryan’s stress trigger was the emotional charge attached to his old memories, then we would defuse those memories by creating new, more powerful ones.

No. He’s like me at the moment. We’re both nomadic. He’s still in the military. Currently training SEALs in Coronado, California.” “I’m sorry, training seals? To do what?” Boomer grinned. He didn’t understand why, but she so delighted him. “Navy SEALs, honey. He trains them to be smarter, faster, and stronger than the bad guy.” “Do they leap tall buildings in a single bound,” she asked without missing a beat. Boomer would not have been able to hold back the laugh if his life depended on it.

In April 2009 we all watched entranced on CNN as a Navy SEAL sniper team fired three simultaneous shots, instantly executing the three pirates who had kidnapped a U.S. shipping captain off the Somali coast. From the moment they were mobilized, it took that sniper team less than ten hours to deploy, get halfway around the world, parachute with full kit at 12,000 feet into darkness and plunge into the deep waters of the Indian Ocean, rendezvous with waiting U.S. Naval forces, and complete their mission, start to finish.

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.’” *

During mission planning, we had intelligence concerning dogs that might impede our goal and were part of the target’s contingencies. The exact method used to neutralize aggressive dogs in the field is classified information. However, Special Ops has some really incredible dogs. In fact, during the raid to kill Osama bin Laden, the highly trained men of SEAL Team Six had with them a uniquely trained dog as part of the mission. SEAL canines are not your standard bomb-sniffing dogs. The dog on the bin Laden mission was specially trained to jump from planes and rappel from helicopters while attached to its handler. The dog wore ballistic body armor, had a head-mounted infrared (night-vision) camera, and wore earpieces to take commands from the handler. The dog also had reinforced teeth, capped with titanium. I would not want to try the techniques this book recommends on this dog. Thank God he’s on our side.

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

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

The whole world knew about the piracy case of the tanker Maersk Alabama, which three Navy SEAL sharpshooters saved the imprisoned ship captain. Those SEALs spent a full day lying in wait with their weapons trained on the pirate boat, waiting for the kill command. When the order came down, they instantly fired their sniper rifles, with their own vessel bobbing at a different rate from the pirates’ boat, having no room for error if the captive was to survive. The snipers took out all three pirates in a single shot while sparing the kidnapped victim. Captain Richard Phillips was freed unharmed from the close quarters of that little boat, while the dead bodies of the three armed pirates slumped around him. Details of DEVGRU training are not available to explain this feat of timing and marksmanship, but the results testify to its deadly effect. SEAL Team Six founder Richard Marcinko has said that his budget for ammunition for his men’s training was greater than that of the entire Marin Corps. The comment might be dismissed as braggadocio if not for undeniable results produced under intense and deadly pressure. Consequently, by the time Jessica Buchanan was being marched into a pitched-black desert to her own mock execution two years later, the same people at the White House who took note of her disappearance had reason to wonder if it might be time for another visit to the region from the men you don’t see coming.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

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

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

Have you ever walked into a church and poured a whole can of Diet Coke into the wine cup? How about whipping out a cigarette and smoking a Camel Non-Filtered right in the middle of the sermon? Perhaps you were the one who stuffed your face with McDonald’s every Sunday for a year during the service. This is insane behavior, isn’t it? Then why do you treat your body any differently than you treat your faith? Everything you are is encapsulated in your body.

Train hard and train long. Don’t ever say “I got it, I got it” and not know what you’re doing.

Rehearsals, rehearsals, rehearsals. Run through it over and over again.

There are some secrets that women should always keep secret. Disgusting habits, how many sex partners they’ve had, and most importantly the fact that they’re skilled in espionage. Lainey Rostov, Russian surveillance spy, trained at gathering information about Navy SEALs and reporting back intelligence is coming out to play. It wasn’t easy moving to Virginia Beach with the goal of finding, dating, and then extracting information from a Navy SEAL. Actually it was quite a bit more difficult than that—I had to weave myself into the community, befriend SEAL girlfriends and wives, I had to blend in. You’d be surprised the amount of details men are willing to give out while drinking at a bar and better yet, in between the sheets. I’d fathom a guess that I’m a million times better at espionage than my male counterparts. I have more parts to use to my benefit. Does Cody know? Of course he knows. He called me out right at the get-go. I think that’s why I fell so hard for him. Intelligence looks divine on that man with such brawn. I glance over at him with his freshly fucked hair and mussed clothing and smile. He winks at me while he continues his phone conversation. He’s just as deranged as I was...am. A match made in fucked up heaven. What happens when a spy falls in love with her target? My fucking life. This is what happens. And Vadim wants to screw with me again. I don’t think so. I don’t think so. I wink back, lick my lips, and calculate just how dangerous this territory will be. Desperate times call for desperate measures. No matter what the cost. No one is taking him from me again.

We're trained and trained for a reason: to be better at the craft of war than our enemy, to use our skill to perform the missions, and to accept the risks. As American warriors, it's our obligation to protect the innocent. And that means, sometimes that we're the one who needs to be put on the disadvantaged side of the threat cycle.

Whether in SEAL training, in combat on distant battlefields, in business, or in life: there are no bad teams, only bad leaders.

During SEAL training (and really, throughout a SEAL’s career) every evolution was a competition—a race, a fight, a contest.

Discipline starts every day when the first alarm clock goes off in the morning. I say “first alarm clock” because I have three, as I was taught by one of the most feared and respected instructors in SEAL training: one electric, one battery powered, one windup. That way, there is no excuse for not getting out of bed, especially with all that rests on that decisive moment. The moment the alarm goes off is the first test; it sets the tone for the rest of the day. 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.

Since 2008, I’ve been repurposing that knowledge for high-performing individuals and businesses, and I have found that in both cases, those who “make it” share this in common: not just the ability to endure pain, but the ability to not even feel it.

It’s the same lesson that Navy SEAL commandos learn during a modern version of Stanley’s ordeals: the famous Hell Week test of continual running, swimming, crawling, and shivering that they must endure on less than five hours’ sleep. At least three-quarters of the men in each SEAL class typically fail to complete training, and the survivors aren’t necessarily the ones with the most muscles, according to Eric Greitens, a SEAL officer. In recalling the fellow survivors of his Hell Week, he points out their one common quality: “They had the ability to step outside of their own pain, put aside their own fear, and ask: How can I help the guy next to me? They had more than the ‘fist’ of courage and physical strength. They also had a heart large enough to think about others.

NOBODY CAN PREDICT WHO’LL MAKE it through BUD/S. The brass tries to figure it out; they bring in psychologists and boost the number of guys beginning the process, hoping more SEALs will be left standing at the end. They tweak the design to create more equal opportunity for minorities, but all that happens is that the instructors do to the students exactly what was done to them, and always 80 percent don’t make it. We have more white SEALs simply because more white guys try out. Eighty percent of white guys fail, 80 percent of Filipinos fail, 80 percent of black guys fail. And the irony is, the Navy doesn’t want an 80 percent failure rate. There can’t be too many SEALs. We’re always undermanned. From the beginning of boot camp, the instructors try separating guys who want to be SEALs. They put them together, feed them better, give them workouts designed to prepare them for BUD/S. These promising rookies get in better shape, are better nourished, and are psychologically primed to go. Then they’re sent to SEAL training and 80 percent fail. No matter what the Navy process tweakers do, they can’t crack it. You’d think the Olympic swimmer would make it. You’d think the pro-football player would make it. But they don’t—well, 80  percent don’t. In my experience, the one category of people who get reliably crushed in BUD/S are that noble demographic, the loudmouths. They’re usually the first to ring the bell. As for who will make it, all I can say is: Are you the person who can convince your body that it can do anything you ask it to? Who can hit the wall and say, “What wall?” That strength of mind isn’t associated with any ethnicity or level of skin pigmentation. It’s not a function of size or musculature or IQ. In the end, it’s sheer cussedness, and I’m guessing you’re either born that way or you never get there.

The absence of adversity is an indicator that my goals aren’t significant enough. — CLINT BRUCE, FORMER NAVY SEAL AND FOOTBALL PLAYER

fifteen thousand airmen—as many men as made up an infantry division—would die in training before they left the continental United States.

You must train your intuition—you must trust the small voice inside you, which tells you exactly what to say, what to decide. —Ingrid Bergman

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

I love you, Harper.” His hands reached up but he only cupped her hips, letting her continue on her journey. She pressed a kiss to the scar across his right deltoid, an old injury from one of his first deployments, then his left collarbone, broken on a training trip to California. Then, moving carefully, she pressed kisses to the new scar still healing on his chest. That one had been too close to taking his life. Thank goodness he had been able to receive medical care as quickly as he did. Cat moved down Harper’s muscled abs and the slim line of black hair there. “I think everything about you is beautiful.” He puffed out a little laugh but she looked up at him with reproach. “I do. Your body is superb, even wounded. It always has been. That’s why I always have to beat the nurses off you.” She flashed him a grin. “Your mind is devious and brilliant, but I love that. The loyalty to your family and your men is humbling.” She stroked a finger over the tattoo that echoed those sentiments on his right pectoral. “Your unfailing courage in the face of everything that has happened is astounding. I know whatever we have to face you will conquer with that same indomitable, dogged, Navy SEAL will. And your heart,” she moved back up his chest to press a kiss to his sternum, “your heart is more loving and willing to try than I ever could have hoped. We’re going to put our family back together,” she promised. Harper stared up at her for several long seconds before he closed his eyes, but not before she’d seen the shine of moisture in their depths. He pulled her down on top of him, burying his face into her neck. “You are every bit the woman you’ve always been, calm and understanding, willing to put up with my shit. And I have to tell you. All of those things you see in me? I wouldn’t be any of them without you. And I mean that. You’ve supported me through everything. You flew across the country to be at my bedside even though you didn’t know the kind of reaction you’d receive. It amazes me that you would take that chance. But I’m so glad you did. I love you, Catherine Marie Preston. I always have.” She flashed a smile at the use of her full name. “And I love you, Harper Broderick Preston. I always will.” They

The B-52 was flying so high it was invisible to us, but I knew exactly what was happening up there: They were dropping the first bomb. When you are this close to a big explosion it rocks your chest cavity. You want to make sure your mouth is open so the contained impact doesn’t burst your lungs. Brad got the call: We were seconds from impact. We opened our mouths, dropped and rolled.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When

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.

Relax. Look around. Make a call.” Our SEAL platoon and task unit had trained extensively through dozens of desperate, chaotic, and overwhelming situations to prepare for just such a moment as this. I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. The Laws of Combat were the key to not just surviving a dire situation such as this, but actually thriving, enabling us to totally dominate the enemy and win. They guided my next move.

Let’s face it—most people don’t want to enlist in the navy. And most people in the navy have enough self-awareness and good sense to know that they don’t want to endure the agony of SEAL training.

Chavez was trained on radar in Louisiana by Edwin Wilson, who, following an illustrious career, became an infamous rogue CIA operative. Convicted in 1983 of illegally selling weapons to Libya, Wilson spent twenty-two years in prison, most of that time in solitary confinement. Wilson’s conviction was overturned and he was released from prison in 2004 when the US District Court Judge for the Southern District of Texas wrote a scathing opinion finding that the US Department of Justice and the CIA had covered up and withheld evidence in the case. In their zeal to prosecute, they effectively framed a guilty man.

When we are in high-stress situations, large doses of cortisol and adrenaline are released, which activates the ‘fight, flight or freeze’ response. The average person is unable to control this process, but the Navy SEALs are capable of doing so because they have been trained to, and depending on the situation, their responses to stressful situations could mean the difference between life and death. They use several techniques to do this, including box breathing. When a SEAL starts feeling stressed or overwhelmed, they focus on their breath to regain control. They take a series of breaths for four seconds at a time—they breathe in, hold their breath, and then breathe out. This process is repeated until the heart rate returns to normal

The various branches of the US military have special operations forces. These are made up of units of soldiers who have been specially trained to tackle the most risky and dangerous military operations in the world—most of which are never heard about by the general public. Special-ops forces such as the Navy SEALs, Army Green Berets, Marine RECONs, and Air Force Special Tactics are comprised of the most elite soldiers in the world. Their training is beyond rigorous, and the qualifications to join such exclusive groups of warriors are extremely high. These elite soldiers make up a small percentage of the total military, but they are the tip of the spear when it comes to critical combat operations. These units usually operate in small numbers, drop behind enemy lines, practice tactics repetitively before executing a given operation, and train for every combat condition they might encounter. But even with an exceptional level of training and expertise, there is one critical component that is absolutely necessary for them to successfully reach their objective: communication. These elite special-ops fighters are part of a larger overarching entity with which they must stay in communication—SOCOM. This acronym stands for Special Operations Command.1 Key to their success from the elite soldier on the field all the way to the commander-in-chief is communication through SOCOM. A unit or soldier on mission in the theater of battle can have the latest weapons and technology, but they cannot access the fuller power and might of the military without the critical link—communications. If a satellite phone goes down or can’t access a signal, this life-or-death communication is broken. Without the ability to call in for air support when being overrun, medical evacuation when someone is injured, or passing on key intelligence information to SOCOM, an operation can be compromised. When communication is absent, things can go south in a hurry. In the realm of special military operations, communication is life.

The SEALs represented an inherent contradiction. For all their specialized training and elite capabilities, many struggled with foundational, almost rudimentary, ethical actions: to not steal, to obey authority, to tell the truth. They were ill-equipped to confront failures and the accountability that came with them.

The SEALs represented an inherent contradiction. For all their specialized training and elite capabilities, many struggled with foundational, almost rudimentary, ethical actions: to not steal, to obey authority, to tell the truth. They were ill-equipped to confront failures and the accountability that came with them.

During my own training and performance in BUD/S as a boat crew leader,” I told them, “I can remember many times when my boat crew struggled. It was easy to make excuses for our team’s performance and why it wasn’t what it should have been. But I learned that good leaders don’t make excuses. Instead, they figure out a way to get it done and win.

I learned early on in SEAL training the value of teamwork, the need to rely on someone else to help you through the difficult tasks. For those of us who were “tadpoles” hoping to become Navy frogmen, a ten-foot rubber raft was used to teach us this vital lesson. Everywhere we went during the first phase of SEAL training we were required to carry the raft. We placed it on our heads as we ran from the barracks, across the highway, to the chow hall. We carried it in a low-slung position as we ran up and down the Coronado sand dunes. We paddled the boat endlessly from north to south along the coastline and through the pounding surf, seven men, all working together to get the rubber boat to its final destination. But we learned something else on our journey with the raft. Occasionally, one of the boat crew members was sick or injured, unable to give it 100 percent. I often found myself exhausted from the training day, or down with a cold or the flu. On those days, the other members picked up the slack. They paddled harder. They dug deeper. They gave me their rations for extra strength. And when the time came, later in training, I returned the favor. The small rubber boat made us realize that no man could make it through training alone. No SEAL could make it through combat alone and by extension you needed people in your life to help you through the difficult times.

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.

During their brief history the newly formed Special Operations Forces had already achieved a notable record, but they had yet to tackle a major rescue of the magnitude of the Lady Flamborough hijacking. The orphan child of the Pentagon, the Special Operations Forces were not molded into a single command until the fall of 1989. At that time the Army's Delta Force, whose fighters were drawn from the elite Ranger and Green Beret units and a secret aviation unit known as Task Force 160, merged with the top-of-the-line Navy SEAL Team Six and the Air Force's Special Operations Wing. The unified forces cut across service rivalries and boundaries and became a separate command, numbering twelve thousand men, headquartered at a tightly restricted base in southeast Virginia. The crack fighters were heavily trained in guerrilla tactics, parachuting, wilderness survival and scuba diving, with special emphasis on storming buildings, ships and aircraft for rescue missions.

Our busy, jammed-packed lives—plus the constant interruption of phone calls, text messages, and other virtual notifications—pull us out of our flow and toss us into the strong currents of our life’s swim. Our minds can’t be used as the powerful tools that they are if they’re taken out of the game and sidelined.

You can’t teach an old dog new tricks. The thing is, if that dog had never stopped learning, never stopped winning new skills and capacities, never stopped participating, it would have never turned into an old dog in the first place.

It’s like people reach a certain age or stage of their lives when they’ve already tried a bunch of things, and they feel as if their adventuresome spirit has ended. They stop trying new things. I’m too old. I’m too out of shape. I’ve already failed so many times. You can’t teach an old dog new tricks. The thing is, if that dog had never stopped learning, never stopped winning new skills and capacities, never stopped participating, it would have never turned into an old dog in the first place.

Winning is when you keep going after a setback.

The only easy day was yesterday.

when you’re committed more to being right than you are to being effective, that mindset has the potential to kill you

Nothing in my life has ever happened for me on the first try. It took me three cracks to get through Navy SEAL training. I had to take the ASVAB five times and failed twice before breaking the Guinness World Record for most pull ups in twenty-four hours. But by then, failure had long since been neutralized. When I set an unreasonable goal and fall short, I don’t even look at it as failure anymore. It is simply my first, second, third, or tenth attempt. That is what belief does for you. It takes failure out of the equation completely because you go in knowing the process will be long and arduous, and that is what the fuck we do.

In a commencement speech at the University of Texas, Admiral William H. McRaven, commander of the US Special Operations Command, said that when he was training to be a Navy SEAL, he was required to make his bed every morning to square-cornered perfection—annoying at the time, but in retrospect one of the most important life lessons he ever learned. “If you make your bed every morning, you will have accomplished the first task of the day,” he told graduates. “It will give you a small sense of pride, and it will encourage you to do another task, and another, and another.” Making your bed, McRaven went on, reinforces the fact that the small things in life matter. “If you can’t do the little things right, you’ll never be able to do the big things right. And if, by chance, you have a miserable day, you will come home to a bed that is made—that you made. And a made bed gives you encouragement that tomorrow will be better. If you want to change the world, start off by making your bed.

When subordinates aren’t doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

In order to lead, you must continue to learn. A big reason kids think they know it all and their parents are wrong is that kids are studying and growing every day and most parents have been out of the growth game since they left school. As time goes on, children begin to know more than their parents, and that infamous I know everything attitude begins to form in our teenage and adult sons. For example, if Dad no longer hunts, it’ll only be a matter of time before his hunting son stops listening to him about how to hunt. The son views his father as trying to impart wisdom that he is no longer qualified to impart, and as he gets older he begins to intuit the hypocrisy, and respect is lost.

NAVY SEAL CODE: 1. Loyalty to Country, Team, and Teammate, 2. Serve with Honor and Integrity on and off the Battlefield, 3. Ready to lead, ready to follow, never quit, 4. Take responsibility for your actions and the actions of your teammates, 5. Excel as warriors through discipline and innovation, 6. Train for war, fight to win, defeat our nation’s enemies, and … 7. Earn your Trident every day. Contents Title Page Copyright Notice Dedication Part One: Curse of the Infidel Epigraph 1.

During Hell Week, each candidate sleeps only about four total hours but runs more than two hundred miles and does physical training for more than twenty hours per day.

The greater the obstacle, the more glory in overcoming it. —CONFUCIUS

Every SEAL has gone through the same training, tested themselves in the same kind of extreme conditions, and typically trained together extensively to the point where we all wind up capable of doing the most basic tasks extraordinarily well.

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

My dad was a Navy SEAL.” Vaughn didn’t say anything for a moment, then swore. “Don’t tell me, Kelly Matthews is your dad?” “You know him?” She couldn’t have been more surprised. “He was our training officer, and he tried to kill me several times.” Jillian laughed. “He was just trying to teach you how to survive.” But she couldn’t believe they knew each other. “Are you sure he wasn’t just psychic and wanted to make sure I didn’t end up dating his daughter? Then again, his daughter tried to kill me. Like father, like daughter.” “I told you. If I had wanted to kill you, I would have. You don’t hold grudges do you?

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute.

Within the CIA it was widely understood that SAD was the most dangerous assignment in the Agency. Such were the nature of the Top Secret missions they were sent out on that their casualty rate was higher than for any other group of its kind in the world, even though every member of SAD was an experienced, tough-as-nails U.S. Army Delta or Navy SEAL veteran, who underwent further extensive training than even those formidable groups. Once an SAD Special Operations Group team, or SOG, was activated, they were dedicated to complete their mission or die-and more of them had than all the rest of the CIA’s other operatives combined. Scorpion’s initial assignment when he first joined the CIA had been in SAD.

Because of that lack of stimulation, a result of most dogs being alone for much of the day and allowed to express their natural behaviors only briefly, “many cattle have better lives than some of the pampered pets.” That’s a provocative statement, but I think it is one we should all keep in mind in assessing our expectations when considering bringing a dog into our lives.

Let’s say you’ve worked with your dog to go to his bed or some other area of the house after greeting company. Reward the dog by going over to him and offering a few simple words of praise. More important, get down on his level, pet him, and spend a few seconds with him. I’m frequently surprised by how seldom some owners interact with their dogs on the dog’s level—not acting like a dog, but physically moving into the space the dog occupies. Once you have a good relationship with that dog, doing so is a reward.

This process was not intuitive to most people but could be learned, built upon, and greatly enhanced through many iterations of training.

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. When you have the discipline to keep your helmet and body armor on in the field, you become accustomed to it and can move freely in it. The more discipline you have to work out, train your body physically and become stronger, the lighter your gear feels and the easier you can move around in it.

There was one big problem with the book Extreme Ownership: the title. While it drove home the most important leadership foundation in the book, it was also slightly misleading. Extreme Ownership is the foundation of good leadership. But leadership seldom requires extreme ideas or attitudes. In fact, quite the opposite is true: leadership requires balance. We addressed that concept in chapter 12 of Extreme Ownership, “Discipline Equals Freedom—The Dichotomy of Leadership.” But as we assessed legions of leaders in companies, teams, and organizations as they implemented the principles we taught in the book, many struggled to find that balance. This struggle represents the biggest challenge we observed as we trained and advised hundreds of companies and thousands of leaders over the past few years with our leadership consulting company, Echelon Front.

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow.

There is an answer to the age-old question of whether leaders are born or made. Obviously, some are born with natural leadership qualities, such as charisma, eloquence, sharp wit, a decisive mind, the willingness to accept risk when others might falter, or the ability to remain calm in chaotic, high-pressure situations. Others may not possess these qualities innately. But with a willingness to learn, with a humble attitude that seeks valid constructive criticism in order to improve, with disciplined practice and training, even those with less natural ability can develop into highly effective leaders. Others who were blessed with all the natural talent in the world will fail as leaders if they are not humble enough to own their mistakes, admit that they don’t have it all figured out, seek guidance, learn, and continuously grow. With a mind-set of Extreme Ownership, any person can develop into a highly effective leader.

It was Friday night, so after dropping our bags we went straight to Shep’s Bar, actually just the remodeled basement of Cottage 3. The place was named for Bill Shepherd, a NASA veteran of three space shuttle flights who was now in Star City training to become the first commander of the International Space Station. He was also a former Navy SEAL who was legendary for saying in his astronaut interview, when asked what he could do better than anyone else in the room, “Kill people with my knife.

Now, SEALs are known to run to the sound of the guns. But running to the sound of guns is much easier when a SEAL is surrounded by other SEALs; when we know the man covering our “six” (or backside) is someone who has been through the same training, has the same gear, and speaks the same language—someone we trust. For a SEAL to put his life in the hands of someone he doesn’t know—a person he has barely worked with, who is not well trained, undisciplined, speaks a different language, and whose trustworthiness is doubtful—is asking a hell of a lot. In the SEAL Teams, the bond of our brotherhood is our strongest weapon. If you take that away from us, we lose our most important quality as a team.

While some commanders took full responsibility for blue-on-blue, others blamed their subordinates for simulated fratricide incidents in training. These weaker commanders would get a solid explanation about the burden of command and the deep meaning of responsibility: the leader is truly and ultimately responsible for everything.

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.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They must impart this understanding to their teams down to the tactical-level operators on the ground. Far more important than training or equipment, a resolute belief in the mission is critical for any team or organization to win and achieve big results.

All the training had imparted the instinct of Prioritize and Execute on the whole platoon. The entire team would simultaneously assess problems, figure out which one was most important with minimal direction from me, and handle it before moving on to the next priority problem.

Your plan violates one of the most important principles we adhered to in combat: simplicity. When young SEAL leaders in training look at targets for training missions, they often try to develop a course of action that accounts for every single possibility they can think of. That results in a plan that is extraordinarily complex and very difficult to follow. While the troops might understand their individual pieces of the plan, they have a hard time following all the intricacies of the grand scheme. Perhaps they can even get away with that a few times if everything goes smoothly, but remember: the enemy gets a vote.

Discipline starts every day when the first alarm clock goes off in the morning. I say “first alarm clock” because I have three, as I was taught by one of the most feared and respected instructors in SEAL training: one electric, one battery powered, one windup. That way, there is no excuse for not getting out of bed, especially with all that rests on that decisive moment. The moment the alarm goes off is the first test; it sets the tone for the rest of the day. 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. I learned in SEAL training that if I wanted any extra time to study the academic material we were given, prepare our room and my uniforms for an inspection, or just stretch out aching muscles, I had to make that time because it did not exist on the written schedule. When I checked into my first SEAL Team, that practice continued. If I wanted extra time to work on my gear, clean my weapons, study tactics or new technology, I needed to make that time. The only way you could make time, was to get up early. That took discipline.

For evidence of this, Edson to date had focused his battalion’s training not on behind-the-lines raiding, but mainly on the use of rubber boats to quietly paddle ashore ahead of a general invasion to knock out those beachside guns that threatened the landing fleet. After accomplishing this mission, Edson saw no reason his men should be held in reserve for future special assignments; rather, he wanted to refold them into the main advance. For Edson, his men weren’t commandos, they were simply Marines.