The mission must explain the overall purpose and desired result, or “end state,” of the operation. The frontline troops tasked with executing the mission must understand the deeper purpose behind the mission. While a simple statement, the Commander’s Intent is actually the most important part of the brief. When understood by everyone involved in the execution of the plan, it guides each decision and action on the ground. Finally, the CO, the CMC, and the investigating officer arrived at our base. They were going to drop their gear, grab some food at the chow hall, and then we would bring everyone together to debrief the event. With all that you have planned, do you think your team is clear that this is your highest priority?” I asked. “Probably not,” the CEO admitted.

I didn’t have a problem with rejection, because when you go into an audition, you’re rejected already. There are hundreds of other actors. You’re behind the eight ball when you go in there.” – Robert De NiroBut the tactical avoidance of fratricide was only part of what I learned. When I returned home from deployment, I took over Training Detachment One, which managed all training for West Coast SEAL platoons and task units in preparation for combat deployments. I set up scenarios where blue-on-blue shootings were almost guaranteed to happen. When they did, we, the training cadre, explained how to avoid them. Hot damn!” he shouted with excitement. “There’s some muj in that building right there putting up a serious fight!” He pointed to the building across the street, his weapon trained in that direction. It was clear he thought these muj were hard-core. “They killed one of our Iraqi soldiers when we entered the building and wounded a few more. We’ve been hammering them, and I’m working to get some bombs dropped on ’em now.” He was in the midst of coordinating an airstrike with U.S. aircraft overhead to wipe out the enemy fighters holed up inside the building. I’m very humbled and I’m very honored. I certainly think about how grateful I am for all the teammates and coached that I’ve played with and played for throughout my career.” – Peyton Manning Almost no mission ever goes according to plan. There are simply too many variables to deal with. This is where simplicity is key. If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it. [6] Prioritize and execute.

All the good things I had done and the solid reputation I had worked hard to establish in my career as a SEAL were now meaningless. Despite the many successful combat operations I had led, I was now the commander of a unit that had committed the SEAL mortal sin. My dad told us up front, ‘Guys, if you want to play sports, go ahead, but it’s your decision.’” – Peyton Manning Besides,” he added with indifference, “they aren’t my problem. I’ve got my own team to worry about.”…“You are both owned by the same corporation, so you both have the same mission. And that is what this is about — the overall mission, the overall team. Not just your team, but the whole team; the entire corporation — all departments within your company, all subsidiary companies under the corporation, outside contractors, the whole enterprise. You must work together and support each other as one team.” 6. Simple Military Situation Cover and Move: it is the most fundamental tactic, perhaps the only tactic. Put simply, Cover and Move means teamwork. All elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose. Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If they forsake this principle and operate independently or work against each other, the results can be catastrophic to the overall team’s performance. It falls on leaders to continually keep perspective on the strategic mission and remind the team that they are part of the greater team and the strategic mission is paramount. Business ApplicationI’ve never been afraid of big moments. I get butterflies… I get nervous and anxious, but I think those are all good signs that I’m ready for the moment.” – Stephen Curry It’s important not to indicate. People don’t try to show their feelings, they try to hide them.” – Robert De Niro Frustrated, angry, and disappointed that this had happened, I began gathering information. As we debriefed, it was obvious there were some serious mistakes made by many individuals both during the planning phase and on the battlefield during execution. Plans were altered but notifications weren’t sent. The communication plan was ambiguous, and confusion about the specific timing of radio procedures contributed to critical failures. The Iraqi Army had adjusted their plan but had not told us. Timelines were pushed without clarification. Locations of friendly forces had not been reported. The list went on and on.

I’d rather be a non-All-Star playing in the Western Conference finals than an All-Star who’s sitting at home in May.” – Stephen Curry Human beings are generally not capable of managing more than six to ten people, particularly when things go sideways and inevitable contingencies arise. No one senior leader can be expected to manage dozens of individuals, much less hundreds. Teams must be broken down into manageable elements of four to five operators, with a clearly designated leader. Those leaders must understand the overall mission, and the ultimate goal of that mission — the Commander’s Intent. Junior leaders must be empowered to make decisions on key tasks necessary to accomplish that mission in the most effective and efficient manner possible. Teams within teams are organized for maximum effectiveness for a particular mission, with leaders who have clearly delineated responsibilities. Every tactical-level team leader must understand not just what to do but why they are doing it. If frontline leaders do not understand why, they must ask their boss to clarify the why. Business Application Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems.”

I love to find new people. It’s not for the sake of their being new; it’s because if you find someone who perfectly fits a part, that’s such a great thing.” – Robert De Niro

Each game is an opportunity to be on a great stage and be a witness for Christ. When I step on the floor, people should know who I represent, who I believe in.” – Stephen Curry Within Task Unit Bruiser—my own SEAL troop—similar mistakes had been made. The specific location of the sniper team in question had not been passed on to other units. Positive identification of the assumed enemy combatant, who turned out to be an Iraqi soldier, had been insufficient. A thorough SITREP (situation report) had not been passed to me after the initial engagement took place.You discovered a talent, developed an ambition and recognized your passion. When you feel that, you can’t fight it — you just go with it.” – Robert De Niro But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous — you can’t make people do those things. You have to lead them.’” I’m not the guy who’s afraid of failure. I like to take risks, take the big shot and all that.” – Stephen Curry