Five Management Inspirations From Seal Commandos To Entrepreneurs

Since Osama bin Laden was shot dead, interest in the Navy SEALs has been growing all over the world.

I admit, I am also very fascinated by them.

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The discussion is very warm and involves a lot of content.

Brandon focused on five key experiences:

1. hard is a kind of

2.80% training, 20% execution.

Without actual combat missions, seal commandos will spend most of their time training for various tasks.

But many start-up companies are just the opposite. Their managers usually spend all their time executing, but they do not leave a little time for training.

Brandon highlighted the importance of training and practice, covering all areas - new recruits, management practices and so on.

He also expressed his views on the importance of training for unexpected situations.

He believed that two years ago, when rescuing hostages, three seals commandos killed three Somali pirates at the same time, which is the result of this training, because they are ready to deal with any situation.

After listening to that example, the CEO here are all wide eyed. They must be seriously considering their training system and scenario planning.

3. every role is important.

Brandon pointed out the price of being willing to be mediocre, even big companies can not avoid it.

Every seals need 100% places to believe that the comrades behind them can save their lives and help them out of danger.

He raised a question to the CEO here: can they trust their management team equally, and whether their management team can equally trust their aides? One of CEO's objections is that his company has 1000 employees, and it is impossible for everyone to be the best.

Brandon used the example of Normandy landing day (D-Day) as a rebuttal.

Normandy landing was planned jointly by Eisenhower and a few subordinates.

He said to his subordinates, "choose 12 subordinates who can trust your life to complete this task."

Everyone does this.

The resulting chain effect achieved the successful deployment of the about 2000000 army in Europe and won the victory.

What does this experience illustrate? That is to say, do not use the company's staff as an excuse for mediocrity.

4. everyone is substitutable.

Seal commandos are trained in almost the same way. No seals in the army or mission are irreplaceable.

The nature of combat determines that everyone can sacrifice at any time.

When implementing this idea, start-up companies will encounter more difficulties, because experts and superstars are indispensable in the company.

But Brandon's suggestion is that all contingency plans must be considered in a comprehensive manner.

5. without practice, you can never measure a person.

As mentioned above, the training course of seal commandos will eliminate 70% of the students.

Brandon said he thought he would never quit and eventually quit, while others were proved to be more resilient and more resilient than he imagined.

Unless you really test your people (see "hardship is a wealth"), you will never be sure who will go forward and who will shrink back.

According to pattern recognition, one thing is certain, that is, those who are tough and talkative are usually the first to shrink back when facing adversity.

Patience and determination are invaluable for startups.

If your employees have this quality, cherish it.

At the end of the gathering, everyone is very grateful to the warriors who serve the country, and the mechanism to produce such a consistent and outstanding product.

Brandon is also the co founder of the Navy SEALs Foundation.

The foundation is a non-profit organization.

Not every action is as smooth as it was in Pakistan a few weeks ago. If the seals are missing because of their mission, the foundation will help to take care of their families.

I am very encouraged by this. When the dinner is over, I will contribute to the foundation.

Here's more.

The last point is interesting: Brandon noticed that the seals of the seals were very strong in front of their husbands.

They will let their commandos husbands dump garbage, wash dishes and change diapers - no matter how impressive they are on the battlefield.

I think many executives of entrepreneurial companies have similar "henpecked" phenomenon.