528: Real Rank and Real Authority is Earned.

So there are problems in leadership as we know and believe it or not, the problems repeat themselves over and over again.

Because human beings, as different as we are, we are the same. We all have the egos, the emotions, the idiosyncrasies, the agendas, the self-interest. It's all there. It's kind of like a snowflake. You can definitely identify a snowflake when you see one, right? Yeah, but every snowflake is different. It's a very similar thing. All snowflakes will melt when it gets warm out, right? There's a whole bunch of commonalities. We'll have the same thing with human beings. And I found a manual from the US Army, from their human research unit in Fort Benning, Georgia,

written in 1965. So it's got kind of the culmination of lessons from World War I, World War II, Korea. And then, you know, 1965, they're just getting into Vietnam. And interestingly, the manual is called basic problems in small unit leadership, right? Basic problems in small unit leadership. Some really good insights, some interesting takes on leadership and definitely some lessons for us to learn

“and confirm. So that's what we're doing. Let's go to the book. Once again,”

basic problems in small unit leadership, get into it. At the most fundamental level, a leader is a person with influence over other people. This influence may be the result of appointment to a formal position of leadership or of acceptance by a group of persons who then become followers. So this is an interesting just bifurcation out of the gate that this book does.

In both cases, the leader's success is ultimately determined by the performance of those elite.

So look, if you're a leader, success is based on how well the team does. This performance depends on the quality and nature of his leadership actions as he interacts with his followers. A leader's interactions with his men can inspire their trust respect and devotion. Their cordial dislike or any intermediate feeling between those two extremes. So how are we treat your people is they're even going to love you or hate you.

It's what they're getting out there. Skilled combat leadership is obviously the final test of a military leader's training. However, the principles of effective leadership are as applicable to combat leadership as to peace time leadership. In most respects, a given leadership act should be effective in both combat and peace time operations. So kind of surprising, people know it's different in combat. No actually it's not. The primary characteristic of an effective combat unit

is its willingness to commit itself to combat and its desire to meet and defeat the enemy.

“So that's what that's an effective combat unit. Are you willing to commit the combat”

and do you desire to meet defeat the enemy? That's how we're judging it. This in terms of function of A the confidence the members have of the unit have in the ability of their leader and the loyalty they feel for him and be their confidence in their own ability, their own abilities and the loyalty or group ties they feel for one another. There you go. How confident are there in the leader and how confident are they in themselves and each other?

The first of these, the confidence the men have in their leader and the loyalty they feel for

him must develop over a period of time. It cannot develop suddenly, except in those rare cases in which a leader assumes command of a unit during a crisis period such as combat and successfully leads his men to victory. So you're lucky if you get rolled into that situation. When this happens,

“the leader and his men are well-detightly into a tight knit unit, almost within minutes.”

Did you, uh, I was on Sean Ryan's podcast? Yeah, hell yeah. And, uh, I told the story about when I took over this platoon where the platoon commander had been fired and like the first training mission we did, a boat like flipped inside and guys were kind of like, hey, we need to call the admin and get a vehicle down here to pick it up and like, no, we're taking this thing back out to see and we're completing this mission. And they kind of looked at me a little bit crazy and then I

done this before. This wasn't like, this wasn't like a miracle. I wasn't, I'm not some tactical genius, but I had done a lot of a lot of over-the-beach operations because I had done two at that point. I had done, no, I had done three shipboard deployments at that point. So I had done so many over-the-beach up. And these guys were like kind of relatively new some of them global war on terror, time frame, a lot less focus on the water. We'd stop

doing amphibious, ready group shipboard deployments used for that. So these guys just didn't know what they were doing. And they looked at me, that was kind of crazy. So, but made it happen. And like, that was sort of an instant, okay, this guy knows what he's doing and we trust him. Continue on, however, it is a difficult task for the leader. It is better that he have established at the minimum

to combat. The purpose of this task text and the course of which is a part is to provide the leader with a basis for learning how to do this. Confidence and loyalty are developed by the members of the unit as they observe their leader and countering leadership problems and solving them effectively. Isn't that interesting that you need some kind of challenges in order to shine? It's kind of like when you hear a fighter at the end of their career, you hear a Larry Bird and Magic Johnson,

they talk about each other. You made, you push me. You need somebody that's going to be your rival. That's going to get you going. Well, if you're going to gain confidence of your troops,

“you need to go through some challenges. As they observe their leader to be effective in”

problem situations currently faced, they come to expect that he will be effective in meeting future situations. And just imagine when you overreact, freak out, don't solve the problem, guess what they expect in the future, the same damn thing. And I love that they use the word observed over and over again. They're observing their leader over and over again, they're observing. They consequently will depend more and more on him for guidance and direction expecting that

will enable them to act successfully. This is the meaning of confidence. It is a basic ingredient of loyalty. It will go far toward carrying an unseasoned unit through its first engagement. And another way I like to describe this is winning. Like people like to be on the winning team. When you win, you get loyalty. Simply stated, the problem of any leader is to inspire his followers to achieve maximum results with minimum friction within the group. That's pretty obvious.

The ability to motivate men stems largely from the ability to understand them. That is, the leader must understand the personal values, aspirations, goals, and beliefs of his subordinates before he can understand how to best interact with them in order to motivate them to an outstanding performance. This does not mean he must agree with these values and beliefs, but only that he must understand them. Understanding enables him to predict how his men will react

to his leadership actions. So something I've been talking about a little more lately is we always

talk about with decentralized command. People got to understand why they're doing what they're doing.

“And I say, you as a leader, you just don't need to make sure they understand your why. You need to”

understand their why. Why are they because if Eccles is here to get paid and he's got a family and he wants to go to wrestling tournaments on the weekend, like I'm not going to be mad when you say, "Oh, I can't work this weekend." But if Eccles is at a point in his life, his family's already, you don't have a family yet or whatever, you're like, "Oh, I'm here to make money, I'm here to get after it, I'm here to get promoted." Okay, cool. I know you're why. So you have to

understand why people are doing what they're doing in order to properly motivate them. And this is a different form of motivation. You know, this is like the self motivation and this is how do you get people to move in the right direction? And yeah, we'll get into that. Get the move in the right direction voluntarily. Fast forward here. Effective unit performance in combat depends on many

things. Among the most important are the confidence of men in one another and in their weapons

on the one hand and their confidence, respect and trust and nearly drawn the other hand.

“That's what it has already been mentioned. Units in units lacking these critical elements of”

confidence, performance in combat is likely unreliable. The men are likely to be subject to exaggerated fears, both real and imagined dangers and to be overly concerned for their own personal welfare. Further, they will be less capable of withstanding the stresses of combat. The man who feels psychologically alone on the battlefield because he has not learned to trust his fellow soldiers and his leader is likely to feel overwhelmed by the dangers he faces. That is, if he does not

feel himself to be a member of a real team in which each man can count on the support of others in the time of need, he is much more likely to feel that the danger and threat of the forces opposing him are more than he can handle. From such feelings spring despair and psychological defeat, it has been observed that in many of the great historical battles the army defeated. The defeated army actually broke before physical contact was made and suffered the majority

of its casualties in the pursuit that follows. So that's why we strive to unify teams and bring

them together, build those bonds because that's the most powerful thing in that team.

people will quit. Let's say seal training. Pretty deep in the process. They've been through

a majority of the process and they quit and people do they do they talk to them, do they give another chance and it's like no, no. Because that person has broken the bond like we can't count on you. It was cold. It was wet. It was miserable. You were scared. Whatever the thing was, you quit. And now if you're with me, I don't trust you. That's a problem. The question then is how does the small unit leader build psychological steel into the spines of his men? How can he produce

the inflexible will that leads to domination and subsequent destruction of the enemy? These are probably three of the or two of the the best questions I've read in quite some time.

Psychological steel into the spines of his men and how can he produce the inflexible will that

leads to domination and subsequent destruction of the enemy? Napoleon after Waterloo was observed to have said that he lost primarily because he said because his men had not eaten bread together often enough prior to the battle. Said another way they had not learned to trust and depend on one another. They had not yet become effective units. They had not yet become willing to suffer injury or death rather than see their units beaten. They did not have the psychological steel of

will that mean that sustains men in combat. This kind of stamina is no less important today that it wasn't Napoleon's day nor is any easier to develop. Now what's interesting about that was

it says we didn't spend enough time eating bread together. That's wrong. You don't develop those

“kind of bonds of steel by going out to dinner with people. You have to go through something”

harder than that. That can be a little frosting on the top of the cake. It's probably not even the frosting. It's like sprinkles. It's like coconut flakes. You know it's a tiny little bit oh we ate dinner together. I can go eat dinner where someone I have no bond with them whatsoever. You know what I mean? It's just just how do you think? Because I'm kind of looking at this whole thing comprehensively where eating dinner together, eating bread whatever. It's kind of like the

downtime. If you look at it as a whole it's kind of like wait a minute. It might be just as important but you can't it's not important without the others. It then it becomes kind of a nothing thing. Are you about to talk about working out? It's the same thing. You're muscles built when you were a card and you know mechanical tension all this stuff is like not no not really that is the important part of it but the recovery is part of it as well. The recovery and the nutrition whatever.

So it's kind of the same thing whether if there's or if overall and you know me proud I don't know I wasn't you know but maybe though because I kind of could feel this kind of stuff because you went through football practice exactly right and we all ate together too. So what you do is comprehensively you have this big system right and the system is meant for development right development and then for a certain task to be overcome. Through that development which is kind of what I said I forget

if it was on air off air but I was like I kind of started to think where yeah you can go through hard stuff together but the real important part is the hard stuff has to be part of a process of

“development. That's why you make friends in school because you're growing up together you know.”

So if it's like okay military is a big a perfect example of that right so you're going through this developmental process that's hard and all this stuff right and then in combat same thing right you're trying to achieve this going you're going through this hard but then the recovery part of it as well where you guys can like debrief and you know rest together you're like you know so it's like you guys are going through this process on all sides you know not just the hard part and then you

guys retreat and then you know debrief with your family who wasn't there by the way kind of a thing it's like you know yeah it definitely is a part it's probably not quite as a mirror of working out because that's face and you if you worked out with no rest you would just die yes so and I guess similarly if you just get put through the through the crucible over and over without any recovery you'd die as well but you know it's not quite a one to one but you're certainly right but here's

the thing and I say this all the time you know when when I talk about people have build relationships

“with your people because that's what they're just talking about build relationships with people”

and they're like oh I'll ask them out for lunch or I'll we'll get a cup of coffee that's not

you face challenges and those challenges allow you to trust us in respect to influencing care they

allow you to show people we care about them they allow people to you know put trust in each other it's those things that you're going to go through like in combat like oh you were next to me the fox on combat and you stayed with me now where we have trust I was about to go do something and you were like don't go yet and I listened to you now we're listening to each other so it's all these things that they have an opportunity to to manifest when you're in the going through

something hard and then once you go through something hard yeah taking a little bit of time to to break bread or whatever but if if hey we're getting ready for war and what we did was go out for dinner every night yeah that's like that's like oh I'm gonna get you know big and

strong but you don't live you just act the right things and sleep yeah you would get away you

“would gain weight but it wouldn't be effective not effective I think that I don't know I mean maybe”

we're saying the same thing but I don't know I feel like they might be equal only in this case it may be maybe maybe not equal but I don't want to understate it only because like when you think of like even a relationship with a friend or your wife or anything like this it's kind of like oh yeah we've been through hard times together right and it's like oh that's very compelling but but if you went through equal good times together but that's going to be double compelling

what if you only went through hard times together and just like let's say you went 80% 8020 80 hard 20 good I don't know breath kind of flimsy a little bit you know it's the same thing as like

only going through good times together which you can like do something really fun with someone

yeah and then it's not quite as good it's not quite a tight of a bond as you did some hard oh yeah and then if you do something hard together it's like kind of flimsy kind of you know on

“stable or something like this yeah I make sense so yeah maybe like I said I think I don't know”

I'm certain to think like it's a 50 yeah that's going not gonna sit here and argue percentages but it is not worth it but the main thing is is that there's components of it and they're both important yes or is you like to say going back to the book here similarly the ability as a leader to develop individual soldiers rugged enough to withstand combat and to weld them into effective units is not easily gained such an ability perhaps can be compared to with that of a rare

mechanic who can tune a grand pre-racing car to the point that it yields extra power to produce a winner such a man is highly sensitive to the state of the machinery with which he works when he listens he hears sounds that others do not hear because they have not learned to hear them and distinguishes those sounds that are meaningful from the background den of sounds that mean nothing in the same way when the leader tunes his unit for outstanding combat performance he must

watch and listen for all those things that are meaningful disregarding those things that mean nothing analysis of the leadership abilities of successful leaders leads to the conclusion that they have learned what to listen for and the actions to take for each meaningful sound on successful leaders for one reason or another have not pretty cool analogy there and there's a lot of sound coming

“out of a seal put in you know it's a lot of things are getting said in which ones are important”

what ones are not and recognizing how do you oh that sounds important what do I do to deal with that sound oh there's another loud noise but it doesn't even matter yeah I don't have to do anything yeah a vital next question is how the leader gets this ability are some men born with it or can all men learn it given an opportunity unfortunate no one can answer these questions without with any absolute degree of certainty the outstanding the outstanding the effective leader may

well have been born with a particular combination of physical characteristics that enable him as he grows older to learn to lead others as he does on the other hand this may not be true careful analysis of the characteristics of great leaders has failed to identify consistent dramatic characteristics that are typical of all great leaders and not typical of all other persons so you can study all these people that are all different each had his own particular brand of greatness which was

composed of a unique balance of personal characteristics on the other hand there is a little question that each of these men on the other hand there is a little question that each of these men was able to rise to the demands of the crisis situations both to solve the tactical problems of confronting them and do inspire their supporters to work together to achieve the necessary objectives fortunately these skills these are skills that can be learned by most if not all who

aspire to become effective leaders that kind of reminds me of you know like in jujitsu where someone that's super flexible develops a whole game around being flexible someone that's super strong develops a whole grant someone that's super big develops the game around that and even you know this is a little bit more narrow but like pitching a baseball and some people like you ever seen a sidearm pitcher yeah like they that's not the technical way to do it but it's however their

out how it's going to be and how you're going to use these moves some of them aren't going to be effective some of them are of these two skills the ability to solve technical problems and to inspire subordinates to achieve objectives the second will be the primary concern of this text it's it perhaps is the more difficult to learn yeah that makes sense the basis for this skill is the ability to understand motivations police desires and even fears of one subordinates the leader must know

the reasons for the actions his men take why they behave as they do he must understand why some of his men readily develop a wide circle of friends and other do not why some of his men seem willing to try anything while others fear to try the easy why some of his men will do a good job with anything they try and why others will be satisfied with the least effort they are allowed to get by with these are human beings in short a basic understanding of human behavior and motivation

“factors is essential to one who aspires to be a successful leader you know here that sometimes”

well you know you win the seal team so everyone it's just an easy it's a totally different than this in the sector and I mean I've debunked that theory a thousand times at this point but yeah if you think in a sealed tune there's not some guy that's just trying to get by with a bare minimum

and some guy that's actually trying to never mind the bare minimum there's a guy that's trying

to straight up avoid work straight up that's in a damn sealed tune and there's some overachiever that wants all the credit that's trying to get promoted yep they're all in there and they're everywhere and there's some guys oh and a soup tune those guys who overcome fear no no not true guys gonna be afraid some guys won't be how how how well do you understand human behavior so you can make all this mix all these ingredients together and get a high performing team

there are laws that govern the behavior of men when they interact one squad member does not start from scratch when he begins to interact with another squad member on the day he joins the squad nor does he start from scratch when he first reports to his platoon leader though much learning will happen from this first day on the learning that occurs will we built on the foundation of prior experience for example the child has learned much from his parent and

other adults both in home and at school and how about how he can and should react to those who have authority over him he has developed attitudes towards authority figures as well as toward persons he regards as is equal these attitudes will determine in large part how he behaves towards such persons in if the small unit leader recognizes and understands these and other kinds of attitudes he will be much able to much better tune his subordinates to work effectively as a member of

the team so there you go you know a bunch of different people how you're gonna tune them in addition to understanding of the attitudes beliefs and values of his subordinates the effective leader must also understand his role within the unit he must understand what his men expect of him as a leader and why this implies more than simply understanding one subordinates units have leaders for

“important reasons that is leader serve important functions for the units they lead understanding and”

acceptance of these functions or responsibilities are essential to success as a leader you got to know

what your job is as a leader fast forward here prediction of behavior it is reasonable to wonder why the ability to predict the behavior of others is either useful or essential to a leader in the typical small military unit it would seem on the surface that the leader merely needs to analyze the military situation he faces determine the best solution and tells men what to do right hey I'm a military leader I see the situation here's what we're gonna do however

things are rarely quite this simple individual morale and unit a speed of core playing important role in determining how well and how reliably assigned duties are accomplished a accomplished morale and a speed of core in turn affect are affected in a major way by the manner in which the

leader interacts with his unit thus the leader must always keep two things in mind one is giving orders

guidance and instructions in a manner that members of his unit clearly know what is desired and how to do it this is the technical part of his job the second is making his actions positively affect the morale this men and their motivation to accomplish assigned duties so the whole thing

“that's the whole that's all that's what is all this is about everything that you and I have”

talked about on this podcast for ten years it's guess what it ain't simple it's not hey here's the we got to ambush these people here's go go set up the ambush like this nope there's all kinds of things going on because that point man's I kind of really think we should put the ambush over there and your second in command is like we shouldn't be doing an operation tonight where tired for the last night and we can just go on and on and on from there bro the value of high morale

cannot be over emphasized though it is influential in determining the extent to which men will do a

under stressful conditions it also affects a spree and the degree to which the leader can

“rely on his men to continue working toward accomplishment of the mission if something happens to”

prevent him from further supervising units work so you got to get that team moving and regardless of what happens to you they got to keep moving and experienced leaders as experienced leaders know well in some units the loss of the leader sometimes results in a complete loss of direction and effort in other units loss of the leader has much less effect on the desire of the unit to achieve its objective while morale and a spree to core are not the only differences between such units

they are major factors this in turn is largely result of how the leader typically has interacted with his men in the past a lot riding on that leader man building that a spree to core keeping that morale high most of the leaders interactions with his men concerned that a performance on previously assigned duties and the duties they must perform in the future and that's you know if every action interaction I have the majority if you work with me the majority of

interactions we have are probably going to be around what we're doing our job that is most of the time he's talking with the subordinates he will be talking about matters relating to assigned duties that is about things they must do are doing or have done the way he interacts with his men on such matters and of course their reaction to his manner will have a substantial effect on the extent to which he can rely on them to do good work without close supervision so what is all that saying

“well kind of relationship you got with your troops that's what it's saying what kind of”

relationship have you got with your troops because if you don't have a good relationship they're not going to do what you want them to do and they're definitely not going to do if you're not there

fast forward a little bit few leaders can say there has never been a time that they wish they

could unsafe something they just said in the heat of an argument in the midst of a crisis situation or when smarting from a stinging rebuk from one's own senior it is the rare leader who never says something that insults offense or downgrades his own subordinates it's kind of a bummer again it is reasonable to ask just how important this is in a military you know what differences it make that is men are insulted offended or downgraded can you just order them to do good job anyway

on the next assignment there you go people think is the military is like oh you're all mad and frustrated doesn't matter you work you know you're you're a subordinate to me so I ordered you to do something you just do it don't want that way the answer this is pretty clear even if given a direct order how much a man actually wants to do a good job is going to have a lot to do with how well the job is done since the leaders behavior toward his men has a lot to do with their

motivation it will also have a lot to do with how hard they try to do well on assigned duties thus the leader must be concerned with how his actions affect his men and their motivation to do

“good work that's why I say every time I interact with someone on my team I'm trying to build the”

relationship every single time that leadership capital yes that is leadership capital all day I'm trying to put deposits into the leadership capital bank account and well yet we have a little warning one caution here though is that this does not mean that he should try and be popular with his men nothing could be worse this should this should illustrate in part why the ability of a leader to predict the behavior of his men accurately is an important asset one of the main

things he will be predicting is their reaction to his leadership if he can predict accurately and if the prediction for a given situation is that they will react in an undesirable manner he can change his plan so if you know that what if I know that walking into you and yelling at you about something is just going to make you resentful and mad I can change my plan maybe I shouldn't be yelling at you sometimes of course there's no way easy way out of a situation if so

leader has no choice but to put a mission first and take the result as best he can however most of

the time if he can think ahead and predict accurately he will be much better able to control the reaction of his men by controlling his own behavior and the situation owner ship like how you behave as a leader has such a huge impact on what's going to happen with the troops however this is interesting predicting the reactions of his men is only part of the problem though it is a major part the second part is predicting his own reactions both to situations and to subordinates

a third part is predicting their reactions to other members of the unit and to problem situations they encounter I really like the idea of are you able to predict your own reactions and this is

on things do you know that you tend to overplan do you know that you get hyper focused do you know

that you get target fixation do you know that you talk down to people like all these things

“knowing how you are going to react is in my mind it's actually more important than knowing how”

they're going to react but they're all I'm not going to have a percentage battle with you but they're all important yeah it doesn't make sense so like you'd be like being forgetful for example I mean I'm thinking of all these all the stuff in terms of non-military applications we'll say but yeah if I'm like oh yeah if I come up with some plan then I don't know I'm going to teach my son how to do XYZ and I'm like okay I know it's going to be up to me you know because he's not

it's pretty rare he's just going to be fired up long term for something but like I doesn't know you know what he's even going to do tomorrow so he doesn't know so it's up to me but then if I'm like hey I know I kind of forget about this stuff you know like you know how the day will just go by than another day and it's like Brian and we didn't go wherever you know to go train for the thing in like days and if you know you're like that yeah I feel like you can take some measures

yo definitely you can take measures that's what that's what this is saying yeah that's what we have to take measures in many cases in many of these cases thinking about the situation and his own personality characteristics might have enabled him to predict accurately what his own behavior would have would likely have been I forget things a lot I need to put

“an alarm on my iPhone so I remember that today is the day we're going to go through”

mount escapes whatever the case may be if done far enough ahead such thinking might enable him

to avoid the situation or change it before it developed to the critical point of saying or doing

the wrong thing the third point the third of the points above predicting reactions of subordinates to other members of the unit and the situations will receive a good deal of treatment this is among other things the ability to anticipate the actions of his men in difficult situations or orders that they might receive the advantage of being able to predict such actions is that the leader can often take action to better control his men at such times to help keep them out of trouble

and even to change the reactions to orders and situations they would like wise dislike very much so there you go knowing your people knowing yourself that's what this is and then knowing like the team right because the individuals might one individual might react one way another individual might react another way but how's the whole group how's the group as a whole going to react it should be clear that a central theme in this discussion is the ability to predict

predict and able to leader to remove the element of surprise from leadership problem situations surprises no less important in these situations than in tactical situations when confronting an enemy force tactically the offense carries the initiative because if executed properly it carries the element of surprise the unexpected is effective not only because it masses the attacking force while the defender must distribute his forces by gas but it also carries an unnerving quality that limits

the ability of the defender to reply effectively with the force he has in contrast if the attackers intentions are known ahead of time thus to pray depraving him of the element of surprise the defensive

“force often will gain the upper hand by a decisive margin that's why the element of surprise is so important”

that's why it's really crazy when like Hicks and Gracie tells five different black belts I'm going to arm lock your left arm because it is really hard when you tell somebody what you're going to do to him and then you try and do it those are some skills right there similarly the ability to anticipate and predict accurately the behavior of others will enable the leader to remove the element of surprise from their reactions to him and to leadership situations of which

they are part by being prepared for the reactions the leader not only control its own behavior better but also can better control the behavior as men of his men as he interacts with them this is why role plays a good thing going through some role play and also I think this is a lot of this stuff people are probably doing somewhat intuitively you know where somewhat going to intuitively like oh when I tell my kids that you know we've got to do yard work today I know they're not going to be

happy it's a Saturday whatever like week we kind of are intuitively doing this stuff but when you are intuitively doing something and then you identify it and now you can be more intentional about doing it

as the previous chapter indicates an essential element that precedes the ability to predict the

actions of others is understanding their beliefs attitudes motives and so on said another way this is the ability of the leader to put himself in the place of his subordinate and then accurately

given this he can make some pretty good guesses as to how as to what his subordinate thinks about the

situation and how we'll react this is perspective this is one of those things it's in the extreme ownership leadership loop one of the steps is perspective understanding as many people's

“perspective as you can on this decision that you have to make how's this going to affect the front”

line troops how's going to affect the mid-level managers how's going to affect the people on this other team how's it going to affect my boss what is it going to think of this so you need to understand other people's perspective yeah and that sometimes I feel like I'm speaking from my own experience back in the day where I'd be like hey I think of someone else's perspective but it's

still from my perspective just from their position you know so you know like for example I mean

there's a small example but it's it's real where it's like okay I'm going to get my brother a gift for Christmas and I get him something actually I did this to my current life which was my girlfriend back in the day so I got her a surround sound system she wasn't like all that fired up her body in her mind she's like I don't care about surrounds on but guess it does guess who it's like best gift ever yeah yeah for it was for her house that's the same but yeah yeah so it's

like that's me looking at things from her position not her perspective you know yep it's still your perspective perspective at least you didn't get her a vacuum so it's a different but you know but valid valid for sure many inexperienced leaders make the mistake of trying to be popular one of the most used ways of attempting to be popular is to quote go easy on enforcing proper standards of excellence for the performance of the unit the inevitable

outcome is the leader's own senior the leader's own senior eventually will note the lowered unit performance with the result that the unit will lose privileges or worse and the leader will be reprimanded or worse thus a leader's easy going treatment of his men will backfire and hurt both when his men get hurt they will blame him for the hurt and distrust his leadership the result will be that not only will he not be popular but also he will have lost the respect of his men

so you gotta be careful of that one group influences on leadership behavior the kind the various kinds of groups that have leaders can be attached can be categorized into two types and this is what I talked about it was a bifurcation two types of leaders on the basis of how the leader comes to have leadership status within the group and one type the leader emerges from within the group

“in another type he is appointed by someone outside the group it is important to distinguish”

between these two types of groups because the leader actions and that are effective in one type may not be and often are not the kind of leader action that is effective in the other now here's where well I'm going to make a statement here in a second so the source of the leader's authority in the emergent leader group the leader at one time was one of the group at some subsequent time during the life of the group he then emerged as an accepted source of influence within the group

that is over a period of time sometimes it's short time he became more and more influential with

the group until he was finally was either one of the most important group members or the most

influential group member by influential is meant that he if he suggests or asked or tells another group member to do something it will be done if he proposes a course of action to the group it will be approved by the group if a group member is at loss on how to proceed he will use the asked the leader though he may ask sometimes someone else thus the leader is one of group is the one group member who is the most able to influence others and then the key underlying variable in this

“description of emergent leadership that's what they call this emergent leadership is the fact that”

the leader remains the leader only as long as he has influence over the majority of the group he can be superseded at any time that another group member accumulates a greater base of influence and support within the group thus the leader in an emergent situation must continually seek to retain his base of support and acceptance within the group this interestingly gives group members a substantial degree of influence over the leader the situation in which the leader is appointed in contrast

it's quite different in most appointed leadership position the group is a is part of a hierarchical

group is always chosen to be the leader by someone or some group of persons who are higher in the

“organization than the group concerned in most cases this person or these persons then are the source”

of authority to which the leader is responsible the leader may or may not have been a group member of the group before he was chosen a leader in either case the group members will probably have had little to say about his being chosen as the group leader and they will have little power to replace him if they do not like him thus in such groups the leader owes his position of influence to someone or some group higher in the organization if one speaks of the leader's source of authority

it is clear that this source for the appointed leader is someone who is his boss and indeed the

organization itself this is a sharp contrast to the source of authority in emergent groups which is the group itself thus if the problem of retaining the position of leadership is posed as who the leader must please it is clear that the emergent leader must please the group itself this he does by behaving in accordance with the expectations of a majority of the members of the group who then support his leadership in sharp contrast the appointed leader must please the organization for this is his source

of continued authority this he does by discharging their responsibilities given by given him by the

organization as the formal leader of the group the appointed leader is the personal personal representative

in the group of higher levels within the organization his purposes to ensure that the group fulfills its part of the overall objective of the organization by giving technical information and guidance where necessary to influence the ability of a subordinates and by using the rewards and punishments placed at his disposable by the organization to influence motivation okay so that's a massive chunk and here's where I am going to go with this and this is something at the council

echelon front council I spent a big chunk of time this past year talking about what I didn't I didn't I didn't use this term emergent leader I used the term primal primordial leader or primal leader and what what I meant by that was you like when you're on a football team and there's the team captain right and he's appointed by the coach yeah and if he's appointed by the coach but he's kind of like weak or soft or a jerk he won't have the emergent leader following and what my I even though

this document bifurcates these things I believe as much as you possibly can as a leader you want to unify these things and you want to unify these things because if you just get appointed to be put in charge of people and you don't have the respect of the team it's not going to be effective leadership and so now listen are there times at the phrase of you know where sometimes like a k of rare occasion you know the appointed leader has to say listen I know that this is going to hurt

“but we got to do it because that's what the goals of the organization are yep that does happen”

and are there times where hey we're going to take care of the team and like I'm going to have to sell the boss like hey we didn't make that happen because it was going to hurt the team too much yes so I don't see this as a full bifurcation at all I think it's like just a balance that you're constantly trying to maintain and if you don't try to maintain he just like hey well corporate wants us to do this so that's what we're doing and that's your attitude because you are appointed and you're trying

to rep you're the personal representative of the leadership above you and the organization itself that's going to be problematic so really think about that how how did you end up here and one of the things that I pointed out with these primal leaders is it's based on the values of the group right so for instance and they can be wildly different so for instance if we're if you and I or warm members of a biker gang and I've been to prison because someone in the biker game got

trouble and I didn't rat them out so I went to prison does your does the group value and respect for me go up or down right now if you and I were bankers and I had gone to prison because someone did something fraudulent and I covered up for him and you and you were working

“with me would you respect for me go up or down do you see what I'm saying so you have to understand”

what these dynamics are and there are some you almost completely universal things that

universal thing that everyone goes oh yeah you know that person not gonna screw you over he's

gonna take care of the team competency in your job right competency in your job will get you some

“secret and there's a whole list of things that you could think about that give you rank and”

leadership capital inside of a group and it's based on what the values of the group are and different you know uh jjitsu like there's like someone could be a black belt there could be another person that's a brown belt and the brown belt could actually be the more solid emergent leader because he's a better coach he's better instructor he could be better at jjitsu in fact and he could be teaching people more investing more in them and meanwhile the black belt is just

he might have the rank but he doesn't show up and all that other stuff so my my advice in this scenario would be as often as you can you want to merge these two things you want to merge them and you want to utilize as rarely as possible do you want to utilize your authority you want to utilize your influence as a emergent leader the vast majority of the time all the time if you can

“yeah so that's what I got there it is interesting know that that what you just said about like”

you got to know the dynamics and the values of the groups for sure so like the you know this idea and the military it's like different but not that much different so like this idea of quote unquote being a hard worker you know but sometimes if you're not in touch with the group you can kind of demonstrate to be too hard of a worker you're for sure seems like but on the

surface or on paper you might be like oh I don't know basically the harder worker the better

really when it comes out but if you don't know you can work yourself right out of the group freaking this is a society you know you can out shine everyone and they're like dude what are you doing yeah we just I had an asshole in front meeting today and we're recording this you and I right now it's Friday the Friday of a three-day weekend and we had a little asshole in front cadre meeting we're going through some stuff and they're like a jokker you got anything I'm like hey we've been on here for

half an hour it's Friday I'm not going to be the guy that says hey teacher do we have any homework this weekend right and everyone and everyone laughed and I said hey if you don't everything to do don't do it here you know what I'm saying so I could have been like hey you know I actually do some

detail the information I want to put out to all you guys it's Friday bro and by the way some people

on the east coast it's after noon like they're ready to roll so what am I doing yeah got to remember where that emerging group leadership plays in where that primal leadership you know and I talked about this too like the primal leadership that there's things like when you're able to being strong is good I mean obviously being able to fight is good there is a pecking order it's a real thing and listen going back to like the the Jordan Peterson you know thing where hey

if I'm the biggest chimpanzee and I just like beat all the other simple chimpanzees in this mission that's not leadership in fact some of those smaller chimps were getting up on me and beat me and one of them will take leadership role so I'm not saying that but it's a component it's a component that's real and so that's like john and sort of in the seal team that's kind of job competency right because you're essentially supposed to be able to like fight other dudes like that's

part of what your job is so you can't really fight other dudes yeah you know it's a little

“now listen you it doesn't mean you need to be the biggest strongest guy but you can't just be like”

a pushover right you know you don't want to be you don't want that yeah it gets very new or granular or we'll say for lack of editor where yeah you want to be the bet let's say like good at fighting we'll say and down to fight too because that's like another additional thing oh yeah for you know with capability but you don't want to be over demonstrating that all the time seems saying so it's like you got to have this power but then so it's like the difference between

like power and control you know kind of a thing yeah and and so it starts to become like a different thing though because it's like demands like a performative demonstrative you know like like the idea of I want to be able to let's say you're a friend right you guys go everywhere go places together you want you want him to know how to fight yeah but you don't want him to be fighting everybody all the time you seem saying so it's like this weird dichotomy in that way yeah

yeah if you're if you go too far with anything then like you can't take this guy anywhere that's a problem yeah it's almost like it gets twenty two so like it's not even a catch just a balance of the dichotomy of leadership like if you if I go with you and I know that if something happens to me I get jumped you're gonna have my back and you're gonna help me win a fight because you

running your mouth and getting problems all that that's gonna suck yeah but it's like the but also if you're like a person that like oh I get jumped and you're gonna run away that's not good either we want to be balanced yeah yeah that's bad yeah I guess I'm looking at it kind of on the surface where it's like yeah you want you want your friends to be down to fight but not all the time and in fact the more they are down to fight

probably in a practical sense where it's like the more they actually do get into fights which proves you're down to fight by the way the bat the worst it is yeah at a certain point yeah so balance those two things there's the emergent leader with this a pointed leader that's that's the way it is and you know another thing it happens is people get jealous a pointed leaders get jealous of emergent leaders and they they start to try and smash them down

“and that's why not just make that person your ally bring him on board bring him on board”

the role of the leader back to the book the role of the leader in these two different kinds of groups is determined by group goals group member goals and his own source of authority and influence within the group the emergent leader owes his authority and influence to a majority of the members in the group he's responsible to them and must please them in order to retain his influence and I will tell you that you should keep that in mind even as an appointed leader

the key variable in pleasing group members typically is his ability to manage the resources of the group in order to further the individual goals of the group members the appointed leader on the other hand owes his authority to the organization however the source of his ability to influence the group members is somewhat more complex than is the case for the emergent leaders influences not follow simply because the organization appoints him to a position of leadership

though this has a lot to do with his having influence and I've always tell people

like leadership capital you barely get any points for your rank barely like you get some but you don't get a lot and that's kind of what they're saying here is they say they say the opposite a little bit though this does have a lot to do with his having influence doesn't have as much as they're saying has some the actual source of his influence stems from his success and mediating

“between the organization and members the group this is I agree with this is this is very important”

on the one hand he must manage the resources of the group to accomplish in the most efficient manner the possible in the most efficient manner possible the mission or goal assigned to the group and on the other hand he must obtain for individuals within the group rewards from the organization that are commensurate with their contribution to achievement of group goals so that is true you as a leader are going to be constantly trying to balance what you're taking away from the team

in order to accomplish the mission and then what do you give them back and you know it's can be something very simple like oh if we do this right now we're going to get some rest that's reward it could be as simple as that but then it could be as big as oh we're going to bonuses if we close this deal like all those things the two general functions of the military leader

the leaders actions thus must accomplish two general functions one and this must be the first

priority is to ensure that his unit achieves objectives set for it by his senior officers if these objectives are not attained his unit may be or become a weak link that jeopardizes army attainment of overall goals of next importance he must ensure that the needs of his men are met if they are not met the army will cease to be attractive as a career and the resulting loss of potential career personnel will decrease operating efficiency and combat readiness

the leader of course has many other functions but these must be considered the two primary responsibilities of the military leader and I really put these things like almost on par if not on par because if you just accomplish mission but you burn out your people it you're not it it's

“you're gonna you might accomplish the tactical mission but not the strategic one so that's why”

I matter if I'll say I think these two things are on par however what I will say is there are moments in time when one supersedes the other and there are other

times when the other supersedes the first so there are times when I'm gonna focus on and

prioritize taking care of the guys and there are times when I will prioritize and and focus resources on getting the mission accomplished those are those are two things that are going to sometimes be a priority but if you just all the time prioritize the mission you're gonna burn your crew out I mean not to mention just taking casualties getting people killed but whatever in the workforce might be just getting people to leave the company because you're

freaking stressing them out so bad yeah but you have to balance those two those two are equal and you have to know when to when to press the gas on one of the brakes and the other when

there is a clear cut distinction between the emergent leader who owes his position of influence to the group he leads and the appointed leader who is placed in a position of responsibility and authority by the organization of which the group is part and again it's just

“so important to remember that if you're in a leadership position mentally you need to frame it”

that you work for the troops that you are that you work for the troops and that you're they they own you you work for them you hear people say that it's like serve in leadership right the appointed leader owes his authority to those superior to himself and authority and is responsible to them for the efficient management of his resources place it is his proposal to accomplish the assigned missions his primary responsibility thus is to obtain effective group

performance in his accomplishment of the such missions a second responsibilities to obtain

for the members of his group the rewards they have earned for effective performance both functions must be done well as leadership is be successful yeah and again I think that you as a human as a leader need to be both these things and the men and the mission are both equally important

“and you need to figure out when you lean into one and when you lean into the other”

importance of accurate and clear guidance when the platoon leader is the main link between the company commander and the platoon the accuracy and clarity with which he provides guidance for the platoon is critically important especially in the army which has the authority to punish poor performance if this is necessary in order to achieve stated goals satisfactory work performance is a very important goal for the men if their work meets required standards they get rewards offered

for this good work if on the other hand their performance is poor some of some of many of these rewards will be denied in addition the men may run the risk of being disciplined for not being the standards pretty straightforward making a group up and fast forward and they're making group operation automatic the platoon leader will generally have another important goal in view as he guides

platoon activities the leader of any work group pltunes included should always attempt to make the

operation of his group more and more automatic that is he should attempt to train the group so that it can function as well without him as with him make sense that's decentralized command as the appointed head of his unit the platoon leader is the trustee of the efforts of his men he's responsible for guiding their efforts so that they will meet the performance expectations of his own seniors this requires that he a fully understands these expectations b translates them into

clear and accurate guidance his men can understand and c evaluate both ongoing and completed work in terms of established performance standards so that errors or omissions can be corrected before

“final evaluations are made that's what that's what leaders doing and I really like the idea of”

the translation you got to understand it and then you got to translate it so they understand it that's what a leader is doing and now we get into motivation and personal need of all the areas of leader actions to be covered in this text that of motivating performance is perhaps more important than any other men can be motivated to do good work in any number of different ways some good and some bad depending on which method he uses the leader can build a unit that prides itself in the quality of

its work and will work equally well with or without his immediate supervision or he can build a unit that does not value good work except in so far as it promises some immediate gain so clearly what do we want we want a team that has has intrinsic motivation not just discipline hey if you don't do this echo y'all gonna punish you no echo is gonna do it because he knows that that's the right thing to do he knows the value of he knows the rewards that he's gonna get this is kind of the

opposite of me saying for all these years don't worry about motivation it's about discipline that's self-discipline and self motivation this is the flip that over hey I actually don't want you doing something because of discipline I want you doing something because you are intrinsically motivated to make it happen using force as a motivator how can a man be motivated to do good work if he does not value the available benefits this is a problem military leaders have faced for

centuries probably from the date the first civilian was conscripted for military duty the general

solution to this problem has been a system of disciplinary actions that the army can legally take

assignments the civilian soldier legally can be deprived of his remaining freedoms and in some cases

“even as life we will kill you threats of such losses are powerful more powerful motivators and”

generally are sufficient to get compliance with orders that is necessary to carry out assign missions while it is unfortunate that this is the case is nevertheless it is true that such a system of disciplinary acts must exist in order to ensure that orders are obeyed and the assignments are completed so there you go however the existence of such a system of authority is by no means an indication that it's used constitutes the proper way to motivate one's men thank you

on contrary on the contrary it is a makeshift way to elicit good performance and should be saved as a last resort for those who cannot otherwise be induced to do good work the reason is rather simple when threats of punishment for poor performance are the leaders primary means for securing good performance the men learn rather quickly that the objective is not really good work but rather

“to avoid getting caught doing good work further they learn rather quickly those things for which”

they are likely to get caught the end result is a unit that requires extremely close supervision for effective performance and that's terrible indeed this is very likely the origin of the old military maximum close and continuous supervision is an absolute necessity that's terrible simply stated in a unit motivated primarily by fear and punishment for poor work performance decrements are likely to occur in the leaders absence if there are ways of covering them up and because the leader cannot be

everywhere once there's a strong likelihood that is unit eventually will become well versed in looking good as opposed to being good um they go into a section here where they break down three general categories of recruits um and what do they end up with career-minded volunteers this is small group two reasons very low percentage of 18 and 19-year-old males in our society

“have made stable career decisions this is the second is that in a listed career”

unfortunately is not considered attractive one among many levels in this society again this is written in 1944 oh no 1965 i don't agree with that i'm all i'm all about it drafties were unwilling volunteers the members of this category have fairly well formulated career plans relating to this civilian economy are decided for other reasons that the army is not for them

as a career this group constitutes a staggerally large percentage of all recruits and then finally

misfits these persons may be either drafties or volunteers in either case they can be recognized by the fact that they probably have not made satisfactory adjustments in their home school lives or civilian economy prior to reception in the army there are wanderers fleeing from one unsuccessful adjustment attempt to the next the odds are very low that they will adjust in the army any better than the civilian economy and then it goes on to say career-minded volunteers

are positively motivated from the start and value the good things the army has to offer they are already motivated the leaders problem mainly is to ensure their enthusiasm for the services not destroyed by unskilled subordinate leaders it's funny how that happens in a civilian company as well like you get someone young person that's all fired up to do something and then they end up working for a jackass or a terrible leader and they don't want to do that anymore turned off

especially in this day and age there's so many opportunities people can you know you can send out your resume on whatever there's so many ways to review a view of other job opportunities and people just bounce you know in the old days like if you've got a job at some place you're locked in you're gonna stay there for 38 years you know watch or whatever when they left most drafties also present no motivational problems for the effective leader though for a different

reason then given for the potential career soldier even though drafties might want very much to get out of the army these persons generally have sufficient emotional maturity to realize that they are now in the army they're required to do their bit to serve their country and there's nothing they can do to change the situation once accepted this realization enables the emotional emotionally mature individual to make the best of his current situation regardless of what

that is so there you go that's like you know you're basic to and of course we don't have

drafties anymore and then finally the misfit misfits are difficult to handle because they fundamentally

motivationally are fundamentally motivational failures and the process of growing into adolescence the child generally finds that his parents and other adults exert pressures on him to behave in certain ways this process is called socialization through it the child learns to behave in ways

proof if in his early home environment a child finds few constructive ways of reacting adaptively

and of winning parental approval he's likely to try to find other sources of approval this most often is a group of children approximately his own age finding such approval and acceptance

“fills a need that seems highly important to the individual however there are difficulties here also”

first approval from outside the family strong strongly tends to reduce the need for parental approval thus the child finds it less necessary to do things that win parental approval and the socialization processes curtailed second approval from other children tends to be based on actions that are antagonistic to adult values and the desires of the parents this further curtails the socialization process in some individuals this results in a set of personal values and diagnostic and

antagonistic to the general values of society and the adult world for present purposes the critical

element of deviancy is that these individuals have not learned that they can earn the things they want by conforming to the accepted function of the social system so they're breaking it down to the damn childhood which the crazy thing is is like there's so many kids that grew up in really terrible situations with no parents you know single parents parents that were you know single parent but working all the time basically like kids grow up without much of parents and

they grow up freaking awesome so it's kind of an interesting take yeah I still maintain that that's like the vast minority of troubled kids I think the other I think there's exceptions for sure but I think most people grow up like jammed up become jammed up I feel like that's a normal pipeline yeah and that being said some people that grew up in nice homes get jammed up yeah so there's like there's there's probably like some funnum or of a handful of fundamental factors that if

“if they exist even semi-consistently you can be fine in one way or another that's what it feels like”

whatever that handful of things are it's not money it's not you know it's not these superficial things it's something in there that's consistent I feel like well it goes on to here to say ordinary motivational methods may not work with these individuals particularly over short periods of time their general attitudes will illustrate the difficulties involved who wants a lousy promotion huh I really don't want to pass anyways what do you care whether I think whether you what do

I care whether you think I did a good job who are you anyways what do I care if you yell at me that's nothing new proper handling of these isn't that crazy I can just remove the the like punishment if you just say you don't care about it yeah you know it becomes ineffective um I remember when my son was low we got in trouble and I like went super hardcore in the paint on him and like put him on a very strict regimen and he was really young this was this was a lot but then like I started

giving him some of his privileges back and then he did something else that was a little bit he was like six years old maybe maybe something that was kind of out of line and I was like hey you know this

“kind of thing happens I'm gonna have to get strict with you again you need to look at me he said”

maybe that would be best for me and I was like oh dude come on make me tough yeah I was like damn dude yeah yeah I was talking to Anthony that untrained fit you know he went to prison and stuff and then so you know like you you get this just real general concept like you know you get people who they're like what he called repeat offenders and some people like they they know they're gonna go to jail like if they do XYZ they know like probabilities pretty high but they

care a lot less let's say they're like me like I don't want to go to jail like that's kind of the last place but if you don't be done 12 years and you don't really have much on the outside you're like right that second part right there and this is what we were talking about where if you don't have that much on the outside on the inside because you get stuff on the inside like you get you become an emergent leader what do you mean meaning like you get the system you start to

understand it you understand how it works you are about because you did a certain thing like exactly right and this like imposition of like now you're in jail versus outside that you know how like

I'm imagining because I never been to jail or prison I'm imagining hey I'm free one moment

and then the next moment I'm not free like that's an imposition of my whole thing right that goes away after wow it's like oh yeah I've been here like three times already before this is like routine somebody's guys even know I know this guy or he's seem saying so it's almost like they have something in jail and he was saying some people they actually have a lot they have more in jail than

most of your friends are like in jail or what if people like kind of like he said because some

people are more influential in jail so like people listen to him or sorry imagine that where you go I'll tell you know listen to you kind of like bro I kind of would rather be in jail remember the shank redemption yeah yeah institutional is like I just want to go back in there yeah yeah let me back yeah and I understood what they meant in the movie and but I was like probably just a movie same same but when you kind of think about it and talking to Anthony about it

I was like brother makes so much sense it's just so different because I'm not used to that kind of stuff yeah this can be hard when you're biggest threat is like you're gonna go to jail like okay whatever in effect you know five turn yeah exactly um thus the leaders dilemma is that when he confronted on the one hand with a few individuals who will not work for positive incentives and on the other hand with the realization that he must in some manner make them work unfortunately if good

work is to be had but from these persons it often must be contained obtained at least initially

“through the use of negative incentives that's kind of a bummer and again I think if you build”

relationships with people and you start giving them some letting because one thing that he mentioned is like you can earn like you can earn respect in other ways and showing people how they can become an emerge and leader putting them in charge of things understand that they have value because they don't know that that happens to a lot of people myself included like when you join the military and it's like hey if you just do these basic things over here if you make if you set your

locker up correctly you'll be rewarded you're like oh because in the civilian world it's like I don't know like when you want to go to college you gotta get these grades it's like a test like there's all these things it doesn't make no sense you know so you're like whatever dude and then you get the military it's like no just put your locker like this and you'll be rewarded you're like

okay I can do that so how can you teach someone for the first time like oh here's what hard

work will give you here's how it's not hey echo if if you don't do what I told you do you're not going to be able to leave basis weekend it's said being like hey dude if you do what I told you to do once you get done with that we're going to have the opportunity to do this do what oh well you'll get this oh why oh because that's the way it works oh I didn't understand that so as much as you possibly can use that honey instead of what is it shit I think the honey ship on the carrot and stick

yeah use more carrot if you can use a negative a set of incentives even with miss if it's negative incentives must be used the carrot says the same thing it is important

“to remember that the objective is never to create excessively strong fear this would work to the”

detriment of the soldiers ability do good work by making it worry too much about the possible consequences of failure the more you worries the less time you as available to think about what he's doing the more likely is to do to fail if negative incentives are to be used as they must sometimes the objective should be used the smallest force that will ensure the diet the desired outcome minimal force required up and say that for a long time one of the best illustrations of

proper limits is the constructive use of punishment that appears in pirate parent child relationships as the child develops from babyhood he must be socialized that is he must be taught the dues and the do nots if he can be taught these through the use of positive incentives

alone this is by far the best way however positive incentives alone will not almost never be enough

before the child learns to talk well he cannot be reasoned with he must be discouraged from the do nots either with a roar of disapproval sufficient to discourage him or the swat on the back side and I've never spent my kids um but and so I don't recommend that and improve that it doesn't really help after the child learns to talk he needs another period of time to learn that there are desirable things he can do to earn parental approval and that not all such approval implies

during this period of learning he still must be discouraged from the do nots by force of necessary and by that make like if your kid is gonna go near the light sockets right or kids gonna do something dangerous hazardous going in the street that kind of stuff you might have to uh you might have to tighten them up yeah that swat to the backside or the stick as it were that can come in a lot of many many forms so I would argue that some of the forms of the

“stick that you told me about that you are worse than I think that my kids have told me they're”

worse than spanking yeah you've been me imagining it is worse than spanking just getting shunned it's like too much right yeah yeah yeah yeah I like I look back I'm like yeah the shunning was a lot you know that's a lot for adults like you know if you have like friends there's like I don't know whatever you know and you're mad at someone it's like psychological like a form of torture in a way so like if you're let's say if you're mad at me and even you I mean you you're a little bit different

oh shoot is he mad at me and he's just not addressing it he's just sort of a little bit more quiet

it torments me I just want him to you if you're mad at me just yell at me seem saying it's like that kind of stuff um or like okay this is what my dad would do he spanked us but it was very predictable he's very disciplined with his spanking seems like you get three spanks you know there's a procedure he's like hey you go pee waiting in your room not it realizes to later but that process you know

“the procedures go pee and then go wait in the room so waiting and that's what made it 10 times”

right I mean really it's facet I mean I remember getting spanked I mean it's yeah hurt but it was more scary seem saying like this big freaking adult coming up freaking pee me and I got to wait for

that thing so like I said the spankings okay it is what it is seem saying like you get over the

spankings you're not injured nothing like that but waiting for that psychological those things are worse and I'm sure there's a lot of those definitely yeah I don't even know if I'd recommend a lot of these cycle because psychologically I feel like that can scar you were in fact that's the part that scars you know right because it's facet but I don't smell I mean I spanked my son once for what was it for it was for a hurting his sister out of anger oh yeah and it was like he was like

three or four or something and then I felt so bad I was like what is this yeah you know like I'm a grown man like and I'm not weak either I'm like what am I doing you know it's like there has to be a better way yeah what I thought there is definitely a better way but probably beat that little kid up all the time but it's all with fun you know like in jujube hour one time he tried to like tough it up in jujube too in a good way by the way so I was like okay good and I made a

mernet probably beat him down like bad oh he was laughing he was like having fun with positive so because psychologically it was like constructive it was like seems saying yeah I could have done way less if I ignored him all day like it would probably scar him for like years if I just ignored him

“saying shut up yeah I think the best thing to do is like if you can if you can detach and have”

good conversation to with your kids that's the protocol man just like hey here's what's going on

let them understand the why explain things to them that is that is certainly the best way to handle things and if things escalate like sometimes kids just go sideways you know and you might have to escalate your punishments and stuff like that and that's when I start talking about privileges like everything that your kid has is a privilege right so what can you remove how can you get them earn it back but you know all these things you have to be very careful just like I said earlier

if what you're doing is damaging a relationship it's not good your relationships should be improving when you interact with your kids so to challenge the closeness of this analogy to the use of rewards and punishments in the platoon is so great that it came that will not be amplified further

“exactly like these your kids the important elements are making clear what is expected”

making clear the system of rewards and punishments emphasizing the use of positive incentives whenever possible and applying the system impartially fairly inconsistently just as parents socialized children the leader who does these things not only will maintain enthusiastic motivation among his well-adjusted men but also will be able to reclaim a surprising number of misfits once they are socialized they will soldier as well as the next man you can get them back

motivational factors as might be deduced from the material present a soldiers motivation to do good work is dependent on four factors the soldiers feeling he can succeed if he tries his feeling that his leader will recognize his good work either tangibly or intangibly the value replaces on that recognition his estimate of the probability that he will be punished if he does not try now the one thing that is not on here and it does it does get to it but I can't

believe it's not in these factors is not wanting to let your team down because that's to me is that's number one you know the number one thing for me is like oh echo expects me to do this I do not want to let you down you know like that's the number one I don't want to let my group down so they but they do get to it um while an individual is said to work primarily for tangible benefits in the sense that he must have those these to live one of his chief goals in

actual practice is to feel that he is important and worth something to someone else one important source of this feeling is to believe that work is important to others this is kind of what I was just talking about the leader can create this by praising men for work well done so they get to it but it's definitely not as strong as I would think it would be and even you know you hear this all the

guide you're left near to your right that's what this is talking about yeah and then it goes further here group support beyond the material things and additional important category of positive incentives is available to the leader almost all well adjusted adolescents and adults in this culture have learned the value of group support and value the esteem of their peers very highly as an indication

“that they are supported so that's what I was talking about and then they are given example here”

a company commander was concerned with the lagging manner in which his company responded to the

turnout whistle for reveli first call was ten minutes prior to the second call and the men often

barely made the assembly one morning he told his men that he was surprised the last man to make formation each morning was so modest at all other times like hey man I'm surprised that you know you're usually so modest he went on to explain this remark by saying that the last man obviously considered himself so important that he could keep the rest of the company standing waiting for him in the cold first light of the morning he further pointed out that the last man was not

carrying his fair share of the total company load this was not said threateningly either rather he discussed the matter half seriously and half ingest but this company commander was respected first technical competence in running the company and first fair treatment of the men what he said

started them to talking about the last man being the last man and taking a free ride on his

buddies shoulders sooner developed a noticeable reluctance to be the last man to make formation in the morning to the extent that two or more men would often attempt to leave the barracks at the same time but more important the men became so proficient at accomplishing their morning chores and so well motivated to do them rapidly and well that the company eventually made formation each morning in less than three minutes and he goes on just to say this technique is dangerous to some extent

because it encourages competitiveness within the unit and may invite the scorn of the unit for the last man skill is required to keep the competitiveness from becoming dangerous it might eventually become disruptive if it reached a point of throat cutting and to protect the last man from scorn if he is giving his best this particular commander have these skills so good example let's see distinction between motivation and ability work performance is in general the product of these

two overall factors ability and motivation while those are not completely independent it is convenient at times to consider them so thus if ability is high but motivation is low performance will be low performance will also be low if ability is low even though motivation is high one of the leader's greatest problems reacting appropriately to poor performance primarily because it is often questionable to which of these two factors low ability or low motivation

the poor quality of the performance should be attributed so you're either doing this you don't

“have the ability to do and that's why you're failing or you're not motivated to do it right”

and that's why they goes on to say ability failures should not be punished of these two types of errors the first is far more serious there are at least three reasons for this

first of a man gives his best fails than is punished one can be quite sure he'll never try that hard

again if he's going to be punished for failing he might as well be punished for not trying as well second if he fails because of a lack of ability his failure is not entirely his responsibility rather it is mainly the responsibility of the leader who assigned him a task beyond his limits of of his abilities thus if a man gives his best and is still punished for failing his motivation to try next time will be sharply reduced and further and he further will be resentful

that he's punished for something that's not as fall those are really key points yeah yeah remember like on a karate kid you've watched karate kid oh yeah but it's been a long time that's how that that was what separated that the bad instructor where he punished Johnny for losing oh he was doing his best too punished them beat them up in front everybody yeah but yeah

“that's how right like I mean they say that I think I don't think that's I mean I hear that all”

time where it's like hey uh you do your best that's really what what counts or whatever but I think yeah and I'm sure it's like harder what he called easier said than none kind of a thing because you're like yeah I want to get a succeed or whatever so it might come down to like an emotional thing but Brad does seem when you think about especially when it's like laid out like that's like Brad does seem real damaging real really not good because it's true and I told

I told you this too I was talking to Jason Gardner about this where I think I ran into that in my own head when I was young where when I saw people trying their best and still like losing and this is more like in sports or PE or recess or whatever you know they're trying so hard and they're still like losing but it looked real bad so it's like man if you can try your best

and look double bad seem saying and then I kind of worked out in my idiot brain where I'm like hey if I pretend that I'm not working hard and I win I look double good seem saying and I think kind

“of when you pull the thread I think that's why I kind of have this persona of like laziness because”

it's like a lot of his performative laziness yeah I've seen you do it I've seen you do it bro what I didn't even realize I was doing it until like kind of well into adulthood and I remember thinking like yeah because that's why because like you know when you're like struggling you such a hard worker but you still lose it's like what the hell's a matter with you like what's wrong with you that no matter how hard you try you keep losing yeah it was like that kind of

mentality people get caught in that trap too where they like try and then they lose and they look even worse so they're just like I'm not going to try it but then you know you had at least be pretending to not try but actually trying yeah some people just give up yeah well if they talk about the before it's like easier just to flip the chessboard over right oh you know what this is stupid game yep and rejects the whole yeah well what I did I obviously had I don't I'm not

kind of like self-analyzed my whole thing but I do know this that I did get the taste of like winning I guess maybe being a little bit more inclined athletically or whatever what I ended up doing

“a big part of it is I would prepare and work hard in private secret yeah one no no yeah you”

look the push-ups like we know good see right oh yeah yeah it was funny because Jay my brother

would always tease me if he'd see me like doing push-ups oh he's trying to do some push-ups right

so I'm like okay so I would go in the bathroom you know when you know somewhere else I'd lock the door and I'd do push-ups and that so no one could tease me and then when we started when we grew up and started lifting weights oddly and I was smaller than him I was born smaller than him I was just smaller than the whole time oddly I could bench a lot more than him when we started lifting weights seems same stop it all do your push-ups back to the book the third reason is

provided by a look at the consequences of assuming incorrectly that a given failure is the result of inadequate ability the correct or remedial step for an ability failure is generally extra training usually given on the man's own time in cases in which the man can try harder if he wants to giving extra training will have a motivational effect he will try harder next time in order to avoid the loss of his free time extra training will thus not backfire even when the leader has

incorrectly judged the reason for failure the loss if it seems as though a given case is sufficiently ambiguous that a clear cut decision cannot be reached they're very good reasons for giving a man the benefit of the doubt reacting as though the performance failure was the result of a lack of ability to do better and following up with extra training either during duty

“hours or the man's own time it is highly important that a man never be punished for an ability”

failure he's always be commended for his effort and help to do better it's kind of like one of

those situations where it doesn't really matter because the protocol is the same yeah like hey dude obviously needs some extra training we can help you out we're here hey this is a tough thing tough thing to get down so we got you and they need to go shit I want to do that against it they put out the next time or they get better because they get the extra help perhaps the single most important single caution is that suggestions from subordinates and this gets into leadership I fast forward

at a bunch here perhaps the most important single caution is that suggestions from subordinates should always be given a courteous attention and again this is like a totally different topic here completely aside from the fact that this will probably result in better unit performance suggestions generally are indications that the NCO non-commissioned officer that's a subordinate cares enough about his units performance to speak up it shows personal interest in what's going on if the

platoon leader does not give suggestions courteous treatment whether or not they are good suggestions he will destroy the man's interest and cutoff future suggestions to the eventual detriment of the platoon so when one year's subordinates offers you something an idea what did they say

give it courteous attention always listen to your people and what I say is often in the can

I'm going to implement whatever they're trying to make happen when they're going to figure out a way to make get it in there obviously if it's frequently totally tacked and we go and sound or unsafe or immoral and ethical we're not doing it but the vast majority time we can take some recommendation from them we can put it to work let me let me get your thoughts on this this is just a total hypothetical obviously so let's say or something along these lines where let's say

you're the leader you know and your subordinate will say one of your subordinates gives the suggestion

but we're gonna implement it right and we do it and it works to a degree you know pretty much right it passes will say doesn't excel but it passes right and now they feel empowered which is a good thing but then now they start to be like extra empowered like how is there a line there where you kind of got to be like hey maybe I won't accept this solution from this type of person

do all you gotta do it's first of all when they do it and it works let's be stoked but when you

do it and you works but it's only worked like a 79% solution cool we do a good debrief ask emergency questions they make a couple adjustments we got a 90% solution hmm no in the next time we get a 95% solution if the persons are to become an arrogant cool give them a little bit more of a challenging problem that's slightly outside their capabilities own and they get a they get to try it and it's a low risk evolution yeah they bomb and we go hey man maybe we're gonna work

“quite as good as thought you were yeah we don't even have to say that because they know yeah I think”

yeah I think that's that's where what you just said I think that's kind of what I was looking for like the answer where it's like when they become arrogant because that can happen I see I can see that happen where it's like oh hell yeah I'm in power now they don't realize it you know

at first it's just like oh yeah I guess I kind of got this you know like freaking jockel game

the green light on this idea for what other he has no idea all these ideas I have right then you start stepping up in meetings and all this stuff and after a while you're like brought calm down like your thing was a 79% solution every single time me my everyone else has their ed frickin 90s and hundreds over here and we're just throwing you a bone and you're over here freaking gobbling up all the bones seem saying yeah just apply a little bit more pressure

“liful you know we'll humble them yeah really humble it'll sort of sort itself it is important also”

to emphasize that suggestions from subordinates pose no real or implied threat to the platoon leaders control over the platoon even the newest private can recognize the existing differences in rank and legal authority and will act accordingly when the chips are down it should be obvious that unthinking and initiative less obedience is the thing to be feared not disobedience so the worst possible thing that can happen is unthinking and initiative less

obedience we don't want that we do not want that at all going forward here handling the sharp shooter you know the sharp shooter is yes we actually escalated that to be calling a sniper another kind of problem for the experience platoon leaders the sharp shooter who gets a perverse pleasure from demonstrating to all this platoon leader to all that his platoon leaders

“inept this man can be recognized by the fact that his suggestions will always always be given”

publicly so others can hear and in a manner calculated to embarrass the platoon leader he rarely will make suggestions in private this poses a problem particularly if the public suggestions are constructive and good the decision that a man as sharp shooting must be made of the great deal of care it is embarrassing if the embarrassing comments rarely continue constructive content the decision is much easier that is there's less doubt the man's purpose

however if the comments as suggested above are constructive and good there may be considerable

doubt over a fairly long period of time the alternative possibility always exists at the

man's sincere but either tactless or grossly unconcerned with others feelings in experience platoon leaders make incorrectly judge such a man to be malicious because they tend to be defensive about their lack of experience in tactical knowledge and running a platoon the result is an of an incorrect judgment in this case will be to eliminate a good source of good constructive suggestions when a more appropriate course would be to teach the man to behave tactfully

this does like sometimes just guy just has a bunch of good ideas he's chime in and it pisses off that leader who now is going to go hey wire so that that term sharp shooter is just for someone who behaves like this you're not saying that the sharpshooters do that stuff yeah no the sharpshooters someone that behaves like this like they're giving up roof and someone's like what's a good one so if one vehicle goes down what are we doing with the yeah people were taking off target yeah

it's like you know like that's a legitimate question but also like the tone and the whole nine yards it's kind of stings especially if you're if you're you've got a big ego it's a leader you're like well I'm out of you know you get frustrated instead of being like hey you know it's a good good point it's funny because I don't know that I've witnessed someone who is this oh the seal but the seal teams has freaking sharpshooters like crazy all day yeah makes sense I've seen it

seen people do this all the time and it's that's interesting how they just laid that out so

“clearly because it's absolutely true where if it's like if they're only sharp shooting or shooting out”

the problem you know with no solution or it's like it's obvious not you're just complaining hey these guys show up in jiu-jitsu classes by the way and now no no no the people that I the people that I this is one of the few things that bothers me is when people that just don't they don't know anything great because a lot of times if someone's a sharpshooter in a jiu-jitsu class yeah they can do they definitely do this but you the yours is unique and I actually understand why this is

irritating because you're right they're ignorant sharpshooters yeah they don't like no they don't have the no they don't even know what they don't know so they're like well what if yeah what if they do

this so what are they yeah that's called a defense and there's 94 counters to that and there's

another thing and that's called a do told not the position and like yep yep yep yeah yeah yeah yeah yeah

“fast forward however if the platoon leader is convinced that he's run into a sharpshooter”

he must ask act quickly to correct the situation or run into a chance of losing respect of from the other NCOs while they may personally hold the sharpshooter and contempt among themselves they will probably view the whole thing as a contest between him and the platoon leader and will be equally contemptuous of the platoon leader if the sharpshooter wins now again my look at that is like why am I getting I'm not going to compete with the sharpshooter

I'm going to say I'm not going to say well actually no you if we have if the defeat will call he loads I you know like China no I'm not going to I'm be like hey that's a really good point let's make sure we think through the contingencies after this brief yeah so you didn't win you made a good point and I was hopeful I was I was glad the principle of that if the platoon leader the principle is that if the platoon leader is not clever enough to find out what is going on

and do something about it he's not deserved their respect perhaps the best first and I was kind of

interested what they were going to give for recommendations or perhaps the best first step to stop a sharpshooter is to tell him privately the reasons for his behavior are known that this behavior is having a disruptive effect on platoon morale and that future suggestions must be made more discreetly however the leadership avoid a display of uncontrolled emotions at all times because that would probably actually please the sharpshooter yeah and you just like hey man you got some really good

suggestions but like we're trying to give a brief and it's you know if there's other people in there it's like we may not look prepared so can you sit down with a brief before we get up there and like go through with me and make sure that we cover everything but pretty easy this talk may solve the problem because a large part of the sharpshooter's pleasure is usually derived from the thought that the platoon leader does not know what is going on that is he's being made of fool

whether he has been or that he's made the platoon leader lose some some of his self control when the game gets into the open a part of the pleasure will be gone and only the most perverse sharpshooter will continue of course if he does further measures will be necessary one might be to give perfunctory replies to the man's future suggestions to manner implying little actual consideration for example that might be interesting while reacting favorably to good suggestions from everyone else

however the platoon leader should be careful not to pull rank on the man as for example by assigning this man to the dirty jobs and the platoon this would be resented by the rest of the NCOs fortunately

“this is about the only thing that would be resented all they want is a fair fight if the platoon leader”

can win the fight by skill rather than rank which they feel he may not yet have earned he will generally win their respect at the same time so pretty decent ways to handle the sharpshooter and also interesting that they refer back to like respect and not just using your rank and being an emergent leader fast forward here taking care of one's men it sounds trite to say that the leader should make sure that his men get hot meals in the field whenever possible

or that they are maximally rested when operating tactically however trite or not many leaders apparently are not sufficiently concerned with such matters possibly because they are not really aware of the negative results that can follow accidental discharge of these leader responsibilities diligent efforts to efforts to take care of one's men seem to be an integral part of the effort needed to produce a cohesive unit that will operate as a team under stressful conditions that's

no shock take care of people and they'll take care of you another aspect of taking care of one's men is of is that of protecting them from excessive use on details details is like a working

part of the leader to stick their neck out for them and will close out this book with a section here

it says hardship support however there are many circumstances which the men must do dirty hard unrewarding work this is particularly the case in close combat when so confronted the men will be faced with difficult decisions should they continue trying or should they not should they assault or just keep going along for the ride should they expose themselves in order to fire at the assaulting enemy or seek temporary security of their foxholes or less dramatically should they do a

really good command maintenance management inspection or just one that they think will pass some soldiers will react adaptively under such conditions regardless of what the leader does others will not incidents have been recorded in which men lay prone in the face of hand grenades rolling straight toward to them immobilized by fear indecision and give up

idus until they are blown screaming into oblivion between these two is a large third category of

“men to whom the leader is very important in difficult circumstances they will summon the will to”

continue trying if they receive emotional support from their leader this is hardship support a many respects it is highly similar to the emotional support a parent can give a child in a time of trial this support is also important in non crisis situations which are merely unpleasant further the leader's presence alone may suffice to prove the needed support even as a parent's presence in a dark room provides the emotional support needed by a child who is afraid

of the dark to react adaptively this is even true when the work is such that the leader either cannot or should not personally engage in its actual performance the presence of the leader

both commissioned and non commissioned is a powerful source of support

and then it says even though he does not actually do any of the work himself which i put in parentheses because i don't agree with that like do the work like you're out there pick up the brass help clean the weapons help maintain the vehicles like if you're out there get out there

“get your hands dirty with the troops i'm not saying you have to do it all if there's all”

their things going on and you got to go you know deal with headquarters like that stuff happens too but when there's something hard to do getting there and do it with the boys that's what that's what we're doing that's that will avoid many of these basic problems in small unit leadership take care of your people right take care of your people people take care of you that's what we're doing and a lot of little nuances to this whole thing and it just doesn't stop that's why this this is

a skill set that is a perishable skill set and if you're not paying attention you'll you'll fall into that trap you know you ever notice you train with like a certain person all the time or like maybe two or three people all the time and you get used to some little thing that you can kind of get away with with them and then you try to on somebody else and they crush you yeah you got to you got to keep that game fresh and you can't get complacent and it's the same thing with leadership

you can't get complacent you got to be thinking about it's got to be front of mind and you got to be ready for these hardships and you know what that means to get ready for our chips you

“get to do hard things that's why we run that's why we sprint that's why we live that's why we train”

jujitsu and because of those things echo Charles we're gonna need fuel check out jockelfield.com we got protein we got the pro line protein we got energy drinks we got hydration we got everything get the joint supplementation we got greens pre-workouts we got everything that you need everything that you need to fuel your body and it's all the best possible ingredients so if you need fuel for your hardships which you do check out jockelfield.com also check out whatever store that you

go to there's a ton of them and we're in all of them or we're getting there and if they don't have it in your store you can ask for it demand it jockelfield.com check it out also American made clothing origin USA dot com this is 100% American made clothing from materials that are sourced 100% in America so if you need jujitsu ghee work out clothes jeans boots hoodies whatever you need gonna origin USA dot com and get 100% communist free clothing. Also you want to represent

shirts for you discipline equals freedom good we got represented in the Super Bowl by the way

“and then you know that oh yeah I'll select it yeah and but yeah like I said if you want to”

represent we we got you uh go to jockelstore dot com also on jockelstore some new stuff on there this is like uh just general merch as far as representation but but you do get this as well the shirt lockers subscription scenario new design new versions different versions of discipline equals freedom you know representation so good on subscription scenario every month you get into one oh yeah it's all on jockelstore if you want to be updated speed your email in the bottom thing we'll

all send you an email updating on new stuff and you know we send an email every day no I'm not even every week probably want some other right now it's like about once a month you know there's something cool and worthy of an email to open up that's about it you know if there's more stuff coming then yeah you get more emails but no not that's a right now about once a month so it's worth it you seem saying because you like to pay a little bit lazy like you're saying performatively

sure check out all these books uh put your legs on by Rob Jones need to leave but they've work things my brother used to say but Ryan men and then a bunch of books that I wrote including where your kid books we got we got you covered also echelon front dot com we have a leadership consultancy we teach these principles and bring them into your organization check out echelon front dot com also we teach these principles online check out extreme ownership dot com and we teach these principles

“to use you can be a better leader and if you want to help service members active and retired”

you want to help their family to help Goldstar families check out Mark Lee's mom mama Lee's got an

amazing charity organization if you want to donate or you want to get involved go to america's

mighty warriors dot org also check out heroes and horses dot org and then finally Jimmy May's organization beyond the brotherhood dot org and for us if you want to connect with us you can go to jocco dot com and then on social media i'm at jocco will like echelon echelotrails just be careful because there's a giant demonic algorithm that will try and get you anyone let go also thanks to our service men and women right now around the world especially the small unit leaders leading

from the front where the battles are one thank you for what you do every day to protect us in our way of life also thanks to our police law enforcement firefighters paramedics EMT's dispatch

as correction officers were patrol all secret service and all the other first responders out there

thank you for what you do every day to protect us on the home front and everyone else out there no matter what your station in life no matter what rank you have on your sleeve or on your collar

“or in the wire diagram of your corporation remember that rank in authority only goes so far”

and that real rank and real authority is earned every day and everything that you do so make sure that you earn it by getting up every day and getting after it that's all i've got for tonight and until next time this is echo and jocco out