Brief the plan to all participants and supporting assets. Emphasize commander’s intent. Ask questions and engage in discussion and interaction with the team to insure they understand. Maybe not so much here to help you, but here to help the situation,” I answered, effectively lowering the VP’s defenses. A very senior and highly respected SEAL officer, who before joining the Navy had been a U.S. Marine Corps platoon commander in Vietnam at the historic Battle of Hue City, came to visit our task unit shortly after the incident. He told me that many of the Marine casualties in Hue were friendly fire, part of the brutal reality of urban combat. He understood what we had experienced and just how easily it could happen. It falls on leaders to continually keep perspective on the greater mission, and remind the team that what they are doing is for the greater good.

Anyone who waits for someone else to make a change automatically becomes a follower.” – Peyton Manning On the battlefield, if the guys on the front line face-to-face with the enemy aren’t doing their jobs, nothing else matters. Defeat is inevitable,” I replied. “With all your other efforts — all your other focuses — how much actual attention is being given to ensuring your frontline salespeople are doing the best job possible? How much of a difference would it make if you and the entire company gave them one hundred percent of your attention for the next few weeks or months?” 8. Decentralized Command Military Situation What does the board think of these reasons?” I asked, as we discussed the upcoming annual board meeting.

Never take anything for granted, prepare for likely contingencies, and maximizing the chance of mission success while minimizing the risk. What’s the mission? Planning begins with mission analysis. The mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

I’ve never left the field saying, ‘I could’ve done more to get ready,’ and that gives me peace of mind.” – Peyton ManningRoger,” he replied, stunned and disappointed at what had transpired. No doubt, as an outstanding leader himself, he felt somewhat responsible. But having operated in this chaotic urban battlefield for months alongside Iraqi soldiers, he knew how easily such a thing could happen. It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. [5] Simplify the plan Application to business: The electrical division of the construction company was losing money. The CEO was really close with the electrical manager. He didn’t want to shut it down. The CEO had to decide to shut the electrical division down to keep the rest of the company profitable. SEALs were asked to work alongside other branches and Iraqis. Other SEAL units would dress or act “special” to demonstrate superiority. The Authors had none of that in their unit.