Leadership Strategy and Tactics - Field Manual


How much do I want to read more? 7/10

I love this author from his other books.
This one looks good too, but for some reasons, the others were more appealing to me.
I like the first lesson to step back, analyse the situation, instead of being absorbed with what's happening in front of your eyes. It might be called mindfulness.


INTRODUCTION - THE ROOTS OF LEARNING LEADERSHIP

The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
But Leaders are different. Everyone has their own individual characteristics, personalities, and perspectives. I often tell leaders that what makes leadership so hard is dealing with people, and people are crazy.

The books, Extreme Ownership and The Dichotomy of Leadership, explain the principles in clear language and showcase the principles in stories from combat and the business world.
I wanted to leave a mark, but my athletic and cognitive skills didn’t always allow it. So even from a young age, I needed to get others with more talent and more skill to do what I needed them to do. I needed to lead.

during Hell Week, nothing was timed. You just had to keep going. You just had to not quit. For me, that was the easy part.

That is one of the underlying themes of SEAL Team culture: you can never rest on what you have achieved in the past. You always have to improve.
You learn how to be cold, wet, tired, and miserable and not to complain about any of it.

PART 1 - LEADERSHIP STRATEGIES

SECTION 1 - FOUNDATIONS

FIRST PLATOON: DETACH

It was in my first platoon that I learned the power of being able to detach myself from the chaos and mayhem going on, take a step back, and see what was actually happening.

By stepping back, I had detached myself mentally and physically from the immediate problem, and now it was easy for me to see the solution, clearer than even the more experienced SEALs in my platoon.
I realized that by high porting my weapon, stepping back off the firing line, and looking around—by detaching physically, even if only by a few inches, and, more important, detaching mentally from the problem at hand—I was able to see infinitely more than anyone else in my platoon. And since I was able to see everything, I was able to make a good decision.

I began to do it as often as I could. It wasn’t easy. Sometimes, I would still get caught up focusing on the things immediately in front of me.
I realized that detaching not only worked in tactical scenarios, but in life. When having a conversation with someone, I realized that if I detached, I could better read their emotions and their reactions.
I also realized that if I was able to detach, I could better assess and manage my own emotions and reactions.

Detachment is one of the most powerful tools a leader can have. The question is, pragmatically, how do you do it?
Step one is to be aware. Pay attention to yourself and what is happening around you. Make it a goal to avoid being fully absorbed in the minute details of any situation
If you are staying aware, checking yourself, you will be likelier to avoid getting tunnel vision.
Listen to indicators like your breath, your voice. Are you breathing hard? Are you raising your voice? Be aware of your body. Are you clenching your teeth? Squeezing your fists?

All these reactions are signs of getting emotional about the situation. When that happens, or when a situation is becoming chaotic, step back. Physically take a step back.
Once you are physically detached from the situation, this cues you to do the same thing mentally. Take a deep breath and exhale. Look methodically from the left to the right and back again. This is another cue from your body to your mind to relax, look around, absorb what you are seeing, let go of your emotions.

SECOND PLATOON: ARROGANCE AND HUMILITY