Teams in Crisis

The Navy Seals are perhaps the best fighting forces in the world whose training gives them differentiation on all the three elements of warfare: Communicate, Combat, and Cover ground: three critical processes of what they do extremely well. That’s what it is all about essentially – being the best in the 3C’s.

All of their training help them to do just this over Sea, Air and Land (Seal). But most of all is the ‘brotherhood’ values they espouse that set them apart: one for all, all for one, never leaving a comrade behind, etc being just a few of the examples of their values.

So what is it that we can learn from them and more importantly what lessons are they to be learnt from this in the area of organization crisis.

For one, it is critical to be extremely prepared  both physically and mentally and more so through regular practice ‘war games’ stimulating almost real life war conditions. All theory is applied through building in instinctive unconscious second habit training, where in a crisis, their training just take over. Nothing needs to be said: regular months of practice allows them to play ‘déjà vu’ situations with impeccable precision maneuverers, even while their training allows them to adapt and be creative to make up moves depending on what the situations demand. The attitude is paramount: never say die. They will inexorably keep coming back to their objectives of the mission: failure is not an option.  Wounded, hungry, unarmed, in hostile terrain, and facing imminent capture they will stay the course evading capture as long as they possibly can.

Secondly, working together as a team. Weeks and weeks of carrying wooden logs and doing complicated moves, and moving rapidly against the waves have confirmed to each that unless they all give their 100% together, they will not win. Such teams do not have passengers or easy loaders. They strive together, knowing that each one is doing their job, and they are to do theirs. Being human, each one will often fail, wish to give up, but their team commitment does not allow them to do so. The honour to be a brother in arms bonds and binds them: a sense of pride. They know that their partners have their backs, as so does each for the other.

Thirdly, excellence in whatever you do. No matter is small or trivial. Everything needs to be done with  flawless brilliance: the wake up on time each day, making one's bed up in flawless fashion, being well groomed on inspection day, bathing rituals, exercise and training, cleaning of weapons, mastery of weapons, advanced communications devices, first aid, shooting, methods of ingress and egress. Walking movements over various type of grounds, setting up ambush and response to being ambushed. No matter how well you do: one fails regularly in the weeks of training: an important lesson: excellence is a destination, and you are but on a journey. You are never a finished product, such getting even better, and requiring even more practice. 

Fourthly, mind over matter. Overcoming exhaustion, working under debilitating conditions and weakened mental processes: mastering fatigue, cold, hunger, stress and pain. To master each and to keep walking, till the mission is finished. This mental intelligence is what makes the soldier, what is physical is not what makes him different. what is his weapons is not the differentiator. In fact, his superior mental strength over his adversary is what he learns to enjoy and what painstakingly takes him to his goal. . 

He dominates the present conditions: physically, mentally and emotionally. In all events, his response to the emerging situation allows him to have the upper hand at all times. His training and professionalism gives him the edge. 

Many Seals have gone on to become entrepreneurs and have been very successful. One of them is Jen and Eli Crane (bottlebreacher.com) who opened up a business of their own. When interviewed their talked about several things their military training had taught them: resilience, guts, sacrifice, discipline, stay with the mission objectives that they found critical to surviving in the jungle of commerce. More importantly the importance of team working, 'watching your 6' (having your back) As Eli commented, during tough times (funding), "it could have been a lot worse. I remind myself at those time, atleast no one is shooting at us".

Having no formal MBA exposure he quickly learnt to follow the Green, not just the Dream (inspired by the Sharktank Show (Kevin), and how it was critcal to marry insights with integrity.

To me, we need to imbibe more of this discipline rather than allowing a WIMPS culture (Where is my pay cheque, Sir?)

in conclusion, its not one or the other. Not one style over another style. Not an MBA education to a 'college drop out'. Its not the game of 'either - or'. To me, the coin has three sides: Heads, Tails and an Edge. It the practice at the 'edge' that creates the differentiation.

Some points to ponder, how small practices in SEAL Training teach life skills!

1.     Inspect your bed – do the small things right.

2.     7 member boat crew - only together we succeed

3.     nothing matters, but your will to succeed.

4.     Inspection – you were never going to be perfect

5.     In the circus – built you and made you stronger

6.     Night swim with sharks

7.     Underwater attack – need for calm in the darkest moments.

8.     Mud flats – power of hope.

9.     Brass bell – ring the bell to quit. You always have a choice to quit.