Seal Team 6 Quotes

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

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

Javier opened her makeup kit, held it edge to edge with the dressing table, and swept everything--every vial, brush, tube, and bottle--into the kit with his forearm. Laura gaped at him. "That stuff is worth hundreds of dollars." He shrugged, then shut the kit. "That's how SEALs pack makeup.

What's different about you? Why does it make you a pussy if you get help, but not the rest of the team? Oh, I get it. You're the Cobra. You get within striking distance of the enemy, and it's over. But if it all goes sideways and the wrong men die, you don't need help like the rest of us mere mortals.

Following the killing of Osama Bin Laden, in a mission coined Operation Neptune Spear (Neptune being synonymous with King Nimrod who built the tower of Babel), there was a US Navy ‘burial at sea.’ We were all led to believe that, for the event, Bin Laden’s body was ‘encased in concrete’ (just as the cadaver of Lincoln had supposedly been) and cast ‘into the sea.’ Also if you will remember, for the assassination mission, carried out by Seal Team 6, Bin Laden had the distinction of having been assigned the code-name, ‘Geronimo!

Because there were only six SEAL platoons that had received counterterrorism training and because he wanted to fool the Soviets into thinking there were more SEAL teams than there really were, Marcinko named his new command SEAL Team 6. Marcinko

Life is short, live it. Love is rare, grab it. Anger is bad, dump it. Fear is awful, face it. Memories are sweet, cherish them. Unknown

Marcinko chose SEALs for his new command based solely on his personal opinion of them, an opinion often formed during barroom interviews with prospective members. “The man liked to drink,” said an officer who worked under Marcinko in Team 6. “To be with him, you had to drink—to be in the ‘in’ crowd.” Marcinko acknowledged to an author his capacity to down large quantities of Bombay gin on the job, but added, “I use booze as a tool.” Fairly or not, such behavior colored the opinions of Team 6 held by many others in the special ops community for years after Marcinko left the unit in July 1983.

Algiers was on the brink. Before being recruited by the CIA, she had been a member of the ISA, known as “the Activity,” one of the last truly dark units within the DOD. Her job was to collect actionable intelligence for Special Operations units like Delta and SEAL Team 6. Her decision to leave the Army was the only time Meg hadn’t listened to her father, General “Black Jack” Harden. Not only did he want her to stay in, but he was willing to call in some favors after she got passed over for major. “I appreciate it, Dad, but I don’t take charity,” she had told him. “All you have to do is keep your mouth shut and play the game. How hard is that?” he’d demanded. The Army was his life and to this day he still didn’t understand why she’d left

I would rather have a fit man with an obsolete Chinesium rifle he has fired 5,000 rounds through than a weak man equipped with the latest load out for Seal Team 6 that he hasn’t trained with!

I’m neither a Democrat nor a Republican, but an American. -- Rob O'Neil

But he and Lucky had been bound from the first moments the SEAL team stepped into the jungle to rescue him. And that bond hadn’t been cut. Instead, it tugged them closer, across oceans. Across impossible odds.

There will always be wars and rumors of wars... a military career is a good bet. Wars will be different but also the same - only getting more brutal with time and technology

On May 2, 2011, Osama bin Laden was killed by SEAL Team 6,

Gul character was behind that trouble in Afghanistan.

In 2007, for example, a Gold Squadron sniper was pushed out of the unit after he killed three unarmed people—including a child—in at least two different operations. He was, nonetheless, allowed to return to the regular SEAL Teams.

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.

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.

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.

Chad approached and sat in the offered leather chair across from the couch. “Good times?” he asked, using the SEAL expression that meant the times had been difficult or interesting, not necessarily good.

But Clark had a point. The Peace Corps accepts about one in six applicants. The Navy SEALS accept a mere 6 percent, and 75 percent of those drop out. How can they afford to be so picky? Those jobs don’t pay much. A Peace Corps volunteer makes a few hundred dollars a month, while a typical SEAL makes about $54,000 a year.

They owned it.

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