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The U.S. military’s elite training programs offer a model for the strategic deployment of human capital and for building effective teams.
Believe it or not, there are lessons learned in special operations directly applicable to the outside world. No, not the “pinky death touch” to use on your neighbor, but rather the timeless principles of performance that define what “right” looks like.
In the new book The Art of Risk, journalist Kayt Sukel talks to several people who have mastered their particular strategy to success. One of the most enlightening interviews is with Army Special Forces’ Mark Walters. At the time the book was written, Walters had served nearly two decades. We’re talking years of highly-intense combat and stressful, unpredictable situations, not unlike a Navy SEAL.
I was scared a lot during my 23 years as a fighter pilot and forward air controller in the Marine Corps.
Joining the U.S. Army Special Forces involves more than elite combat training. The Green Berets specialize in unconventional warfare — i.e. working with guerrillas to overthrow governments — as well as counterterrorism, foreign internal defense, and special reconnaissance.
The assessment and selection of special operators is arguably the most mythical training available in the United States military. Rumors fly around the barracks about how hard it is or what percentage will actually graduate.
I Spent 3 Years Training Fighter Pilots at the Real Top Gun — and It Taught Me a Lesson All Elite Organizations Understand
Top Gun, the United States Navy’s Fighter Weapons School, is synonymous with excellence.
Of the many lessons I learned after spending 13 years as a Navy SEAL, one critical takeaway is that the ideal solution does not exist. The perfect mission simply does not occur because change is constant and occurs at the most inopportune time, which means the moons of opportunity will just never fully align.
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