Tactical Fitness Quotes

Understanding is a delaying tactic…,” as one novelist put it. “Do you want to understand how to swim, or do you want to jump in and start swimming? Only people who are afraid of water want to understand. Other people jump in and get wet.

The important thing is that, thanks to epidemiological studies, we know that exercise is the most powerful anti-aging tactic we’ve got.

When we teach tactics in the opposite order, that is, the mechanics ahead of the thinking, too often we produce, instead of soldiers, structured mechanics who find it difficult to think without rules. The art of war has no traffic with rules. Yet I have often seen students reject their best tactical ideas because they could not fit them into the format.

So be the father and husband who makes wild love to your wife at night, wakes early in the morning to bake your family chocolate chip cookies for the evening family dinner, then rips your boys out of bed to go lift heavy kettlebells in the garage and drag sandbags up and down the driveway—followed by dirty, sweaty bear hugs afterward. But don't be the father and husband who stays absent and distracted with "noble" email and social media work all day, then gathers the family round Netflix in the basement in the evening so they can eat takeout while you have an excuse to dink on your phone some more as they're distracted by their own giant screen.

But when they arrived, Honor reached out and pressed the override button, holding the lift doors closed, and turned to him. "Mr. Hauptman," she said in a vioce of frozen helium, "you've seen fit to insult me and my officers and to threaten my parents. In fact, you have descended to the tactics of gutter scum, and that, in my opinion, Sir, is precisely what you have proven yourself to be." Hauptman's nostrils flared in a congested face, but she continued in that same ice-cold voice. "I am fully aware that you have no intention of forgetting this incident. Neither, I assure you, have I. I am a Queen's officer. As such, I will react to any personal attack upon me only if and as it arises, and for myself, both personally and as a Queen's officer, I dislike the custom of dueling. But, Mr. Hauptman, should you ever attempt to carry through your threat against my parents-" her eyes were leveled missile batteries and the tic at the corner of her mouth jerked like a living thing "-I will denounce you publicly for your contemptible actions and demand satisfaction. And when you accept my challenge, Mr. Hauptman, I will kill you like the scum you are." Hauptman stepped back against the wall of the lift, staring at her in shocked disbelief. "Believe it, Mr. Hauptman," she said very, very softly, and let the lift door open at last.

Returning to my own example, it’s a similar commitment that enables me to succeed with fixed scheduling. I, too, am incredibly cautious about my use of the most dangerous word in one’s productivity vocabulary: “yes.” It takes a lot to convince me to agree to something that yields shallow work. If you ask for my involvement in university business that’s not absolutely necessary, I might respond with a defense I learned from the department chair who hired me: “Talk to me after tenure.” Another tactic that works well for me is to be clear in my refusal but ambiguous in my explanation for the refusal. The key is to avoid providing enough specificity about the excuse that the requester has the opportunity to defuse it. If, for example, I turn down a time-consuming speaking invitation with the excuse that I have other trips scheduled for around the same time, I don’t provide details—which might leave the requester the ability to suggest a way to fit his or her event into my existing obligations—but instead just say, “Sounds interesting, but I can’t make it due to schedule conflicts.” In turning down obligations, I also resist the urge to offer a consolation prize that ends up devouring almost as much of my schedule (e.g., “Sorry I can’t join your committee, but I’m happy to take a look at some of your proposals as they come together and offer my thoughts”). A clean break is best.

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.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Hitler initially served in the List Regiment engaged in a violent four-day battle near Ypres, in Belgian Flanders, with elite British professional soldiers of the initial elements of the British Expeditionary Force. Hitler thereby served as a combat infantryman in one of the most intense engagements of the opening phase of World War I. The List Regiment was temporarily destroyed as an offensive force by suffering such severe casualty rates (killed, wounded, missing, and captured) that it lost approximately 70 percent of its initial strength of around 3,600 men. A bullet tore off Hitler’s right sleeve in the first day of combat, and in the “batch” of men with which he originally advanced, every one fell dead or wounded, leaving him to survive as if through a miracle. On November 9, 1914, about a week after the ending of the great battle, Hitler was reassigned as a dispatch runner to regimental headquarters. Shortly thereafter, he was awarded the Iron Cross Second Class. On about November 14, 1914, the new regimental commander, Lieutenant Colonel Philipp Engelhardt, accompanied by Hitler and another dispatch runner, moved forward into terrain of uncertain ownership. Engelhardt hoped to see for himself the regiment’s tactical situation. When Engelhardt came under aimed enemy smallarms fire, Hitler and the unnamed comrade placed their bodies between their commander and the enemy fire, determined to keep him alive. The two enlisted men, who were veterans of the earlier great four-day battle around Ypres, were doubtlessly affected by the death of the regiment’s first commander in that fight and were dedicated to keeping his replacement alive. Engelhardt was suitably impressed and proposed Hitler for the Iron Cross Second Class, which he was awarded on December 2. Hitler’s performance was exemplary, and he began to fit into the world around him and establish the image of a combat soldier tough enough to demand the respect of anyone in right wing, Freikorps-style politics after the war. -- Hitler: Beyond Evil and Tyranny, p. 88

Every leader must be able to detach from the immediate tactical mission and understand how it fits into strategic goals. When leaders receive an order that they themselves question and do not understand, they must ask the question: why? Why are we being asked to do this? Those leaders must take a step back, deconstruct the situation, analyze the strategic picture, and then come to a conclusion. If they cannot determine a satisfactory answer themselves, they must ask questions up the chain of command until they understand why. If frontline leaders and troops understand why, they can move forward, fully believing in what they are doing.

The problem with these tactics, however, is that they treat each shopper exactly the same. They’re fairly primitive, one-size-fits-all solutions for triggering buying habits.

Do not make circumstances fit your plan. Make your plan fit the circumstances. Good tactics can save the worst strategy. Bad tactics can doom the best strategy.

Samuel had the same gift of never being out of place, always fitting in, while at the same time he conveyed the sense that here was someone special, someone important. People liked him instinctively, and trusted him. It served him well as a doctor, but I was inclined to think it served him a little too well as a man. He was too used to getting his way. When charm didn’t cut it, he used a tactical brain that would have done credit to Rommel.

The Director’s primary focus is outward. The Director’s job is to figure out how the company fits into and interacts with the rest of the world. Yes, the Director is often the face of the company, but, more important, they are the interface between the company and the world. They are the curator of the vision, because they understand the game board is really just one game board sitting in a world of infinite game boards. Ideally, they are purely strategic. It’s likely they are strong tactically, but they lead with compelling strategy, not efficient tactics. In my experience, Directors tend to be viewed as being a little nuts, and explaining why is one of the reasons I wanted to write this piece. See, pure strategy doesn’t look or feel anything like raw tactics.

if a person should be in your life they will just fit into a spot. You won’t have to figure out how to make them room.

The best tactics are the ones that fit into your day. They’re not something you force yourself to do; they’re just something you do.

FROM OTHER SOURCES Pre–race and Venue Homework Get hold of any history of past events at the venue, plus any information that the conducting club may have about weather and expected conditions. Go to the weather bureau and get history for the area. Speak to sailors from your class who have this venue as their home club or who have sailed there on a number of occasions. Boat, Sails, Gear Preparation Checklist Many times the outcome of a race is as dependent on what you have done prior to the race as to what you do out on the course. Sometimes no matter how good your tactics and strategy are a simple breakage could render all that useless. Hull – make sure that your hull is well sanded and polished, centreboard strips are in good condition, venturis if fitted are working efficiently, buoyancy tanks are dry and there are no extraneous pieces of kit in your boat which adds unwanted weight. Update any gear that looks tired or worn especially control lines. Mast, boom and poles – check that all halyards, stays and trapeze wires are not worn or damaged and that pins are secure, knots tight and that anything that can tear a sail or injure flesh is taped. Mark the full hoist position on all halyards. Deck hardware – check all cam cleats for spring tension and tape anything that may cause a sail tear or cut legs hands and arms. Check the length of all sheets and control lines and shorten anything that is too long. This not only reduces weight but also minimises clutter. Have marks on sheets and stick or draw numbers and reference scales for the jib tracks, outhaul and halyards so that you can easily duplicate settings that you know are fast in various conditions. Centreboard and rudder – ensure that all nicks and gouges are filled and sanded and the surfaces are polished and most importantly that rudder safety clips are working. Sails – select the correct battens for the day’s forecast. Write on the deck, with a china graph pencil, things like the starting sequence, courses, tide times and anything else that will remind you to sail fast. Tools and spares – carry a shackle key with screwdriver head on your person along with some spare shackles and short lengths of rope or different diameters. A tool like a Leatherman can be very useful to deal with unexpected breakages that can occur even in the best prepared boat.

There are three times in the day you can most benefit from reading. Let’s say your reading time lasts 5 minutes per sitting—then you should spend 5 minutes before breakfast, 5 minutes before a nap, and 5 minutes after dinner (or before bed) to read.  Accordingly, classic books are best read in the morning. How-to, “tactics” books can fit in the afternoon before a nap. At the end of the day, reading an autobiography or biography is the best way to help you fall asleep. It can calm you down and detach you from your thoughts of work. At a minimum, start with 10–15 minutes a day, and do not exceed 45 minutes. It’s

Meltdown: noun, def. 1) adult tantrum 2) regressing to the chronological age of three 3) having no ability to express oneself rationally or make a logical case for oneself 4) believing that one’s sense of self is compromised or in great danger 5) resorting to slash and burn tactics to try to get needs met Synonym: fit, bad temper, eruption, hysteria Antonym: calm, mature, reasonable, thoughtful

Gerard van der Lem, Van Gaal’s right-hand man at Ajax and Barcelona, explains: ‘The main principle was possession of the ball. We trained on this endlessly. In some European Cup and Dutch League games we had seventy per cent ball possession. Seventy per cent! You need a lot of technical skills to do that. We almost always had the ball and we were always trying to find solutions. People think our system was rigid, but it was not. It could not be rigid. We could play with three strikers, or with three in midfield, with or without a shadow spits [striker]; whatever you like. The thing was to understand what consequences these formations have for the team. The players must be tactically very skilful and they have to be thinking spatially in advance. When we won the European Cup, everything fitted. Everything fell like a puzzle. Every player knew the qualities of his fellow players. Each player knew how to play a ball to his fellow players. In defence, they knew exactly how to press. They all knew the distances… Yeah, it was like solving a puzzle.

It may seem, to us short-sighted mortals, better that we were placed in a world where there were no wars, or murders, or thefts; but God has seen fit to order it otherwise.

Then in 1914 things changed. Partageuse found that it too had something the world wanted. Men. Young men. Fit men. Men who had spent their lives swinging an ax or holding a plow and living it hard. Men who were the prime cut to be sacrificed on tactical altars a hemisphere away.

You study the Path of Peace. I practice the Art of War. There are some congruities between these different approaches but there are many more differences, and they are significant. The Art of War is carried out on the battlefield with deadly weaponry and sometimes, more importantly, in other places and in other ways that you would find distasteful. If I speak little about my plans it's because the Art of War teaches that it is the business of a general to ensure secrecy. You might want to mollify or change my tactics or strategies to fit the morals of your peacetime world and I'd be shackled and hampered in seeing the victory won as it should be, as quickly as possible, with as little fighting as possible, and at the lowest cost possible. You cannot bear the consequences of battle and you don't know the resources required. I do.

They spent the next hour going over their plan and setting up their equipment. Stone loaded his software onto Carlos’s laptop, then fit locators on Pike and Cole, one in Cole’s hair, and the other on the back of Pike’s belt buckle. Both Walsh and Hurwitz made multiple calls, coordinating the tactical SRT team and six additional Special Agents. At

Physical Fitness Fitness is a critical but often overlooked factor that affects your chances of survival in a combat situation. Even skilled fighters with the proper mindset and high levels of situational awareness can lose a fight simply because they run out of energy. In order to maintain adequate levels of combat fitness, you do not need to achieve the same fitness level as a professional or Olympic athlete. Rather, the key is merely to stay healthy, maintain a decent level of cardiovascular endurance, running speed, functional strength and coordination. Popular commercial fitness programs don’t always focus on the most useful abilities needed for combat. For example, many people jog but how many also run sprints to build speed? Simply being able to run fast without falling is one of the most critical survival skills in a gunfight or emergency situation, yet most people rarely practice sprinting. For those interested in combat fitness, Special Tactics provides a range of books and courses on the subject.

The “four pillars” of survival are proper mindset, situational awareness, skill proficiency and physical fitness. These pillars form the basis for success in all combat situations. This manual is not intended only to teach specific techniques but rather to increase the reader’s actual chances of survival and success in a real-life emergency. An expert marksman who is not mentally prepared for the stress of combat and not ready to employ lethal force can lose to an untrained adversary. Lack of situational awareness, even for a moment, can cause experienced military and law enforcement professionals to fall victim to unskilled enemies. Therefore, any combat training program must rest on the following four pillars.

There’s no one-size-fits-all solution for dealing with a feeling of overwhelm. The most effective method for controlling this feeling is to identify its root cause and address it at its source.

De-escalation De-escalation tactics are an important self-defense strategy used to defuse a potentially dangerous situation. The first and only objective in de-escalation is to reduce the level of anger/agitation so that a calmer discussion becomes possible. Reasoning with an enraged person is not possible. De-escalation skills are an important tool when dealing with people who are highly agitated, frustrated, angry, fearful, or intoxicated. These may ordinarily be peaceful individuals who are responding to an unusual or extreme circumstance; or, they may in fact be individuals with disruptive or potentially violent personalities. By controlling yourself and using tactical communication, you can reduce the increasing threat in a situation. The goal of de-escalation is to reduce the likelihood of the situation transitioning from a verbal altercation to physical violence. De-escalation can be achieved by developing a rapid rapport and a sense of connection with an agitated person. De-escalation, although a verbal tactic, consists not only of verbal techniques, but also psychological (emotions) and nonverbal (body language) techniques. De-escalation is a tactic of altering your demeanor to fit the circumstances. To use de-escalation as a self-defense tactic, you need to adapt your demeanor to the situation at hand and overcome or control your personal emotions. Here are some additional tactics to put into your toolbox: 1. Body Language: Have a confident body posture, but don’t look too aggressive. Pay close attention to your emotions, and be cautious to avoid tensing up your shoulders, neck, hands, or face. If you’re unable to compose your emotions, they can (and likely will) be felt by the aggravated person and may cause your de-escalation efforts to fail, despite using an appropriate tone and words. Stand relatively still, avoiding sudden jerky or excessive movements. Make sure to keep your hand gestures to a minimum. Basically, think similarly to how you would deal with an angry dog. 2. Voice: You generally want to keep your voice calm, firm, and low while speaking slowly and evenly. The tone, inflection, and volume of your voice can increase or decrease the other person’s anxiety and agitation. However, if the person is yelling, you may need to initially speak in a louder tone in order to be heard, and then guide them to a softer and slower pace. • Listen actively. Gather information by asking questions to develop a rapport, if possible under the circumstances, and gather information in order to begin to guide the communication in a less volatile direction. • Acknowledge their feelings. Some agitated people are unable to problem solve until their feelings are dealt with. By acknowledging their feelings, it often lets them know that they’re being heard. • Communicate clearly by explaining your intentions and conveying your expectations. Repeat yourself as much as necessary until you’re heard.

When you create that kind of culture, and you get buy-in to it; all the rest of the things that need to happen, start falling into place. Things like attitudes, fitness, discipline, training, and tactics; excellence in these areas becomes the norm.

One of the more interesting work-alignment tactics I came across while writing this book was that of Sheryl Woodhouse-Keese, who owns an earth-friendly stationery outfit called Twisted Limb Paperworks in Bloomington, Indiana. Woodhouse-Keese put her headquarters on a ten-acre farm (her house is at the other end), and started growing tomatoes, cucumbers, peppers, herbs, melons, and so forth. But, of course, there turned out to be a huge overlap between people who wanted to work at a recycled paper stationery company, and people who are interested in small scale, sustainable agriculture. So, quickly, the farm “turned from my personal garden into an employee garden,” Woodhouse-Keese says. Now, many Twisted Limb Paperworks employees take their breaks in the garden while pulling weeds, and load up bags of produce into their trunks rather than stopping by the grocery store on the way home. While the employees don’t necessarily use the garden as a social outlet or place for meetings (as Woodhouse-Keese points out, it gets hot in the summer), its existence lets everyone fit gardening into their lives in a way that might not otherwise be possible given how busy employees at small businesses tend to be.

When in Doubt, Scratch Your Own Itch “When Kurt Vonnegut wrote ‘Write to please just one person,’ what he was really saying was write for yourself. Don’t try to please anyone but yourself. . . . The second you start doing it for an audience, you’ve lost the long game because creating something that is rewarding and sustainable over the long run requires, most of all, keeping yourself excited about it. . . . Trying to predict what [an audience will] be interested in and kind of pretzeling yourself to fit those expectations, you soon begin to begrudge it and become embittered—and it begins to show in the work. It always, always shows in the work when you resent it. And there’s really nothing less pleasurable to read than embittered writing.” TF:

In other words, the minutiae fit around the big things, but the big things don’t fit around the minutiae.

Once You’re in Keto, How Can You Keep It Going Without Fasting? The short answer is: Eat a boatload of fat (~1.5 to 2.5 g per kilogram of body weight), next-to-no carbs, and moderate protein (1 to 1.5 g per kilogram of body weight) each day. We’ll look at Dom’s typical meals and day in a minute, but a few critical notes first: High protein and low fat doesn’t work. Your liver will convert excess amino acids into glucose and shut down ketogenesis. Fat as 70 to 85% of calories is required. This doesn’t mean you always have to eat rib eye steaks. A chicken breast by itself will kick you out of ketosis, but a chicken breast cut up into a green leafy salad with a lot of olive oil, feta cheese, and some Bulletproof Coffee (for example) can keep you in ketosis. One of the challenges of keto is the amount of fat one needs to consume to maintain it. Roughly 70 to 80% of your total calories need to come from fat. Rather than trying to incorporate fat bombs into all meals (one does get tired of fatty steak, eggs, and cheese over and over again), Dom will both drink fat between meals (e.g., coconut milk—not water—in coffee) and add in supplemental “ice cream,” detailed on page 29. Dom noticed that dairy can cause lipid profile issues (e.g., can spike LDL) and has started to minimize things like cream and cheese. I experienced the same. It’s easy to eat a disgusting amount of cheese to stay in keto. Consider coconut milk (Aroy-D Pure Coconut Milk) instead. Dom doesn’t worry about elevated LDL as long as other blood markers aren’t out of whack (high CRP, low HDL, etc.). From Dom: “The thing that I focus on most is triglycerides. If your triglycerides are elevated, that means your body is just not adapting to the ketogenic diet. Some people’s triglycerides are elevated even when their calories are restricted. That’s a sign that the ketogenic diet is not for you. . . . It’s not a one-size-fits-all diet.

Tactics are not the same as strategy. Your strategy is what you plan to do over the entire season. Your tactics are what you do to get you there in the course of an individual game. To fulfill your strategy, you must get your tactics right; and your tactics must always fit your team and your opponent.

The Advantage of Long Range Technique and Why Close Range Is Deadly Let's be clear: you always want to maintain distance. For the long stick, long range is the optimum strategy. At long range, the opponent must reach out with his hand to hit you. At the farthest range, he can only hit you with that hand: the other hand is too far back to touch you, and his feet are planted as he stretches. If he extends to kick you, his hands can't touch you, while his other foot is planted. In either case, at this longest range only one hand or foot threatens you. With the big stick, you want to maintain a range where you can blast him, but he can't touch you. This is the safest range. As the opponent gets closer he enters a range where he can hit you with both hands and kick you with both feet, so you now have four potential weapons to contend with. At even closer range he can hit with the hands, elbows, knees, head, so the number of threats grows larger still. At this range if he has a knife, he can use one hand to hold you while he stabs with the other, which is easily a fatal attack. At close range an opponent can bring a concealed gun or knife into play, and you may not see the weapon until it is too late. While long range is the desired range, you must realize that you can't always maintain that range, so you must be prepared to fight in close. You not only want to be able to hit at very close range, but be able to drive the opponent back out into the kill zone. Countering the Closing Opponent 1) Recognize the Danger Avoid overconfidence, the delusional thinking, “If anybody tries to tackle me I'll knock him out.” It's not that easy. As long as you're standing, running is always an option, but once an opponent has clinched or tackled you, you lose that option. If you get taken to the ground spectators can very easily kick you in the head, a very powerful, inconspicuous kick that is like kicking a football off a tee. Martial artist Geoff Thompson knew two men who were killed in just such a fashion. A gang tactic is to assign one member to tie you up, sacrificing himself if necessary, so that the rest of the gang can pick you off. Against multiple opponents your primary strategy is mobility, fleeing if possible, but once you're clutched or tackled you've lost that option. A clinching assailant with a knife is your worst nightmare, posing a highly lethal threat.

Michael Meoli was a Navy SEAL Command Fitness Leader as well as a civilian ACE/ACSM Personal Trainer. He retired in 2013 as a Navy SEAL Operator Chief and Advanced Tactical Practitioner. Until 2018, he was a paramedic and firefighter, serving as a certified tactical paramedic for the San Diego Police Department SWAT team and with San Diego Fire Rescue. Mr. Meoli is an EMT-P, NAEMT-AF, and TP-C.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Self-control, managing these disruptive feelings and impulses as best you can i.e. not letting them overtake your entire thinking. Trustworthiness, I touched on this within the self-awareness section but having a guide to maintain standards of integrity and honesty can be particularly important. Acting ethically and authentically will help a person to better self-regulate their emotions from the outset. Holding yourself to these high principled standards automatically eradicates most emotions of fear, guilt and general self loathing before they even arise making them much easier to manage if they do appear. Conscientiousness, i.e. the ability to take responsibility for your own actions and performance. Being held accountable for meeting the objective a person sets out for themselves and being organized and careful about their work. Adaptability, the ability to adapt and be flexible when emotions arise is also fairly critical. It will allow a person to more smoothly handle a situation, especially one of high pressure or shifting priorities. They will be able to adapt their responses and situational tactics to better fit a fluid environment. Innovation, this is more about being open and even seeking new and novel ideas. It’s about entertaining an original problem but exploring a variety of sources of information and even coming up with new ideas and fresh perspectives in thinking for solving current problems.

Our self-image partially reflects how others first saw us. Therapist Salvador Minuchin has observed that “families create specialists.” That is, children often feel typecast within their family script. Early in life, we were recognized for particular qualities (“she’s sensitive, just like her grandmother”) and not others which we might also have had. When we were young, our family might have needed us to play a certain role – a hero, a caretaker, a scapegoat, a peacemaker – and we took on that role in order to fit in. We internalized a narrow view of ourselves and began to believe it, forgetting that this view was a tactic, a defensive mask we adopted to get through childhood. Decades later we may find that the mask has stuck to our face, mistaken – even by us – for our complete identity. The goal of therapy and change work is to awaken from the dream of being only your self image. Our self-image is deeply unconscious and attached to memories, roles, habitual emotions. It even has a body location. In the trance of our Enneagram style we are attached to our image and unconsciously believe we can’t exist without it. Some overdefended behaviour is an attempt to maintain this historical image of ourselves, despite the fact that the world around us has changed.

Another athletic attribute associated with the regular use of kettlebells is the acquisition of “in-between” strength. Powerlifters, bodybuilders and athletes who train using modern day iron-pumping tactics are tremendously strong within the technical confines and boundaries of the specific exercises they practice, but often brute strength need be administered from an odd angle, a quirky position, a less-than-optimal push or pull position. Kettlebells fill in the gaps and spaces that separate conventional exercises, one from another, and build elusive in-between strength.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

Ranger Assessment Phase (RAP) week, the first four days of Ranger School, historically accounts for about 60 percent of the overall failures.6 During this week, we would be tested on our individual physical fitness and tactics, including swimming, rucking, and navigation abilities.

Long periods of inaction for regrouping are justified only by sheer necessity. Veteran troops realize that by continuing the advance and attack against a shaken enemy the greatest possible gains are made at minimum cost. Speed requires training, fitness, confidence, morale, suitable transport, and skillful leadership. Patton employed these tactics relentlessly, and thus not only minimized casualties but shook the whole Italian Government so forcibly that Mussolini toppled from his position of power in late July.[6

Sometimes, the Best “No” Is No Reply “Why put in the effort to explain why it isn’t a fit, if they haven’t done the homework to determine if it is a fit?

When Kurt Vonnegut wrote ‘Write to please just one person,’ what he was really saying was write for yourself. Don’t try to please anyone but yourself. . . . The second you start doing it for an audience, you’ve lost the long game because creating something that is rewarding and sustainable over the long run requires, most of all, keeping yourself excited about it. . . . Trying to predict what [an audience will] be interested in and kind of pretzeling yourself to fit those expectations, you soon begin to begrudge it and become embittered—and it begins to show in the work. It always, always shows in the work when you resent it. And there’s really nothing less pleasurable to read than embittered writing.

Bronowski quoted von Neumann’s response: “‘ No, no,’ he said. ‘Chess is not a game. Chess is a well-defined form of computation. You may not be able to work out the answers, but in theory there must be a solution, a right procedure in any position. Now, real games,’ he said, ‘are not like that at all. Real life is not like that. Real life consists of bluffing, of little tactics of deception, of asking yourself what is the other man going to think I mean to do. And that is what games are about in my theory.’” The decisions we make in our lives—in business, saving and spending, health and lifestyle choices, raising our children, and relationships—easily fit von Neumann’s definition of “real games.” They involve uncertainty, risk, and occasional deception, prominent elements in poker. Trouble follows when we treat life decisions as if they were chess decisions.

Don't fight your biology. Get out of your own way and make all your activity align with the same goal. Once you've achieved that goal - then you can pivot and work toward something else.

Diet and Exercise” → “Eat and Train” Coach Sommer dislikes the fitness fixation on “diet and exercise.” He finds it much more productive to focus on “eat and train.” One is aesthetic, and the other is functional. The former may not have a clear goal, the latter always does.

Remember, my friends, never underestimate the power of one breath. Mental fitness and joy on demand both start here, with one breath.

Studies have shown that every hour you’re still on your mobile phone/tablet/laptop/watching TV at night, melatonin is suppressed by 30 minutes. This digital world we’re living in is messing with nature, it’s messing with our natural circadian rhythm, and it’s messing with our hormones.

Debate over leftist tactics, after all, fits very smoothly into the bellowing, gladiatorial panels that make up most news shows. Such prevaricating also allows mainstream media, which is perennially critiqued as overly liberal, to punch leftward, maintaining a veneer of objectivity.

Magnitudes more black men are killed by other black men in Baltimore and other American cities than by the police, yet those killings are ignored because they don’t fit into the favored narrative of a white, racist America lethally oppressing blacks. Police misconduct is deplorable and must be eradicated wherever it exists. But until the black crime rates come down, police presence is going to be higher in black neighborhoods, increasing the chances that when police tactics go awry, they will have a black victim.

Marx himself did not reject violence or even terrorism when it suited his tactics. Addressing the Prussian government in 1849, he threatened: ‘We are ruthless and ask no quarter from you. When our turn comes we shall not disguise our terrorism.’35 The following year, the ‘Plan of Action’ he had distributed in Germany specifically encouraged mob violence: ‘Far from opposing the so-called excesses, those examples of popular vengeance against hated individuals or public buildings which have acquired hateful memories, we must not only condone these examples but lend them a helping hand.’36

[On England's elimination from the 2002 World Cup after losing 2-1 to Brazil] Never was Steven Gerrard more noticeably missed, for his ability to pass, rather than kick the ball over 40 yards and for his steely mentality. Not for the first time, Eriksson's substitutions were baffling. The situation cried for Joe Cole, the one England player with a trick to beat a man, but it was the convalescent Kieron Dyer who was sent on, in place of Sinclair. Owen, never fully fit, was withdrawn after 80 minutes, at which stage Eriksson sent on Darius Vassell and Teddy Sheringham in a move which smacked of desperation, rather than tactical nous. From Sven-Goran Eriksson: The Final Reckoning

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

Your avoidance tactics are extraordinary.

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