Leadership Lessons of the Navy SEALS:

In today's superheated business climate, executives and managers are under increasing pressure to squeeze every last drop of productivity out of their people. Built around inspiring stories from both the military and business worlds,Leadership Lessons of the Navy SEALSoutlines a step-by-step approach to boosting morale and increasing productivity in any business organization.

Jeff Cannon (New York, NY) is the senior vice president of Draft Worldwide's Interactive Department. He founded and managed Marcis Interactive, a highly successful online advertising agency.

Lt. Cmdr. Jon Cannon (USS Stennis, Arabian Sea) has led SEALS missions around the globe. He has helped develop marketing and new product launch strategies for European and Middle Eastern companies.

Preface: The Quiet Professionals

ix

Acknowledgments

xiii

Introduction

1

(10)

Setting Goals

Choose a Path or Take Your Chances

11

(4)

Get Specific When You Define Your Problem

15

(2)

When You Can't Get from A to B, Go to C

17

(4)

Your Specific Problem Defines Your Mission

21

(3)

Plan Ahead---Prepare for a New Situation That Has Not Yet Been Identified

24

(3)

Build Your Goal around a Problem, Not the Other Way Around

27

(2)

Avoid Creating a Capability and Then Looking for a Mission to Justify It

29

(2)

Define Mission Success

31

(3)

Compare the Risks of Alternative Missions

34

(1)

Does the Risk of Doing Nothing Outweigh the Risk of Going Forward?

35

(2)

Plan Your Team around Your Mission

37

(2)

When Time Is an Issue, Plan Your Mission Backward from Your Objective

39

(7)

Find Out What the Big Dogs Want

46

(2)

Prioritize Long-Term over Short-Term Goals

48

(2)

Don't Wait for the No-Risk Solution

50

(2)

Take It in Small Steps

52

(5)

Organization---Create Structure or Fight Alone

Even a Circus Has a Ringmaster

57

(2)

The Key to Accountability Is Structure

59

(4)

There Is No Team Unless Everyone Knows the Team Colors

63

(3)

Ship Attacks or Ambushes? Choose a Structure That's Based on Your Mission

66

(9)

Lines of Communications Equal Chains of Command

75

(2)

Limit Access to Your Office

77

(3)

Build Boundaries to Prevent Infighting and Cannibalism

80

(2)

If a Meeting Is Going Nowhere, Kill It

82

(3)

Leadership---The Hardest Easy Thing

Forget the Village Concept---One Person Has to Be in Charge

85

(2)

State Your Mission

87

(2)

Choose Your Option While the Choice Is Still Yours

89

(2)

Stand Up and Take the Hit

91

(2)

Make a Goddamned Decision

93

(5)

Put Your Stamp on Things Right Away

98

(1)

Give Them the Big Picture

99

(2)

Point the Boat in the Right Direction

101

(2)

Get Comfortable with Chaos

103

(3)

The Vast Majority of the Time, You Know What You Should Do

106

(2)

If You Think No One Else Can Replace You, You're an Egotistical S.O.B. Who's Failed

108

(2)

There's No ``I'' in ``Shut Up and Do the Work''

110

(2)

Don't Become One of the Following Stereotypes

112

(4)

Know Which Leadership Style to Use

116

(1)

Ensure That You Possess the Three Primary Leadership Tools

117

(2)

Increase Your Number of Leadership Vehicles

119

(4)

Assign an Honest Broker to Bring You Back to Earth

123

(2)

Then Seek Out and Listen to the Rest of Your People

125

(1)

Be Unapologetic When You Fire Someone

126

(2)

Enforce Your Chains of Command

128

(3)

Don't Make Work Your Employees' Life

131

(2)

There Is a Fine Line between Tradition and Obsolescence

133

(1)

Let Them Be Angry When They Have a Right to Be

134

(2)

Tell Them When the Ship Is Sinking

136

(2)

Communicating Hysteria Won't Drive Production

138

(3)

Communicate That You Trust Them

141

(3)

Kicking Them Unnecessarily Reveals Your Incompetence

144

(5)

The Thundering Herd

Realize That Nobody's Forcing You to Be Here

149

(4)

If You're New, You Have to Shut Up and Learn

153

(2)

You're the One Who Can Make It Work, and That's Often Thanks Enough

155

(2)

Your Value during the Battle Has Nothing to Do with How Close You Are to the Front

157

(2)

Help Your Boss and You Help Yourself

159

(3)

It's Okay; You're Supposed to Fight with Your Boss

162

(2)

Cowboys and Cogs Don't Have Job Security---Team Members Do

164

(2)

You Can't Fool People about Being a Team Player

166

(2)

There Are Probably Good Reasons Why Your Marching Orders Seem Screwed Up

168

(2)

Build Your Team, Build Your Resume

170

(1)

It's a Small World, and It's Getting Smaller

171

(2)

There Aren't Many Ways to Radically Change a Proven System

173

(3)

Own Everything You Do

176

(2)

Sweat the Small Rituals

178

(3)

Bring Me the Problem Along with a Solution

181

(3)

Building a Thundering Herd

Do You Really Want to Build a Quality Team?

184

(2)

Continually Set High Standards

186

(2)

Retain Your Best People or You'll Pay through the Nose

188

(3)

If You're Hiring, Make Them Come to You

191

(3)

Your Own People Are Your Best Recruiters

194

(2)

Give Real Rewards for Real Achievements

196

(1)

Identify Your Lead Dogs, Feed Them Well, and Build a Pack around Them

197

(3)

Find Out What Makes Them Tick

200

(2)

If You Can't Give Them Fresh Meat, Give Them Reminders of What Fresh Meat Tastes Like

202

(3)

Provide Those Other Things So That They Can Focus on Their Jobs

205

(5)

If Sharks Stop Swimming Forward, They Stop Being Sharks

210

(1)

Let It Be Known That You'll Get Rid of People Who Just Shouldn't Be Part of the Team---Even the Nice People

211

(3)

Save Them If You Can, but Recognize When You Can't

214

(4)

Now Maintain Your Momentum

If You Need to Scream, You Need to Practice

218

(5)

Index

223

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Leadership Lessons of the Navy SEALS: Battle-Tested Strategies for Creating Successful Organizations and Inspiring Extraordinary Results Battle-Tested Strategies for Creating Successful Organizations and Inspiring Extraordinary Results

Summary

Author Biography

Table of Contents

Supplemental Materials