The Navy SEAL Art of War: Leadership Lessons from the World's Most Elite Fighting Force

I have long held the view that the military is probably the best source of leadership education. Let me clarify the difference between the popular view of armies, and the reality.The idea that soldiers should not think for themselves, and their task is “not to question why, but to do or die,” probably comes from the armies of the 17th or 18th centuries. A soldier in the Prussian army at the time, was to be more afraid of his officer than he was of the enemy. As such, he could be commanded to go into battle, assured of what would happen if he disobeyed, but with the possibility of escaping harm or death, if he obeyed.The best armies today are comprised of volunteers, who freely choose to enlist and to serve.Consider this before reading on.Under what conditions would you be prepared to go into harm’s way, only because your manager gave you that instruction? Under what conditions would your staff go into harm’s way, because you gave the instruction?The U.S. Navy SEALS are a highly secretive, special operations force of exceptionally well-trained men who are called to do urgent, difficult, and extremely dangerous work in the service of their country. Author Rob Roy was a SEAL for most of his professional life, and facilitates leadership courses based on the lessons taught to SEALS. The most senior executives from some of the largest companies in America, sign up for Roy’s 90-hour, immersive, neo-SEAL training course, and pay handsomely to learn how to lead from this extreme experience.The book is a set of short lessons that are as profound as they are inspiring, gleaned from the Navy SEALS. These are the lessons that define the character and fighting spirit of the exceptional men in this elite special-forces unit.Meticulous training is essential for SEALS’s close quarter battles, in unpredictable urban environments. Once a SEAL is well trained, all actions and reactions become instinctual. The repeated training “leads to memorization, and memorization leads to instinct.”The helicopter of one unit sent to eliminate Osama bin Laden, clipped a compound wall and had to make a hard landing. The action continued as planned. “They had trained for just that kind of scenario. No panic. No problem. Instinct kicked in,” Roy explains.This is hardly different from what is required to make an important presentation to a potential client. In such cases, there is no such thing as being over-prepared.Commands given to SEALS are explicit: “Sink this boat; take out that bad guy; free those hostages.” The commander then leaves the details of the execution to his capable subordinates. There is no micromanagement. When one is clear about the objective, “small teams are free to deploy their knowledge and creativity when plans go awry.” In the military and in business, individual improvisation, not the original plan, is the basis of success.General George Patton said, “Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”How does civilian management achieve this ideal? The basis, as every SEAL knows, is trust in the professionalism of others based on their correct selection to be a SEAL, their character, and their training.At a more personal level, how do you respond in a stressful, pressure-packed situation such as a production crisis at work, an injured child screaming for help, or the potential loss of a huge contract? Do you panic, look to others for help, freeze in fear? The key in these, as in other stressful situations, is to slow down, so you can perform skilfully and purposefully. “Make haste slowly.”“Patience is not inaction. It is not laziness. It is not being slow. Individuals who exhibit patience know the right time to act. A patient warrior is in control of his emotions, actions, and desires.”The attention to detail that’s required to deal with difficult situations, calls for what SEALS describe as “Front Sight Focus”, being laser-focused on the mission despite any distractions.In 2009, on Easter Sunday, three Navy SEAL snipers rescued an American cargo ship’s captain at sea, and killed three Somali pirates. As re-enacted in the movie “Captain Phillips”, this was a remarkable display of marksmanship and laser focus. Without the skill of “front sight focus” and the ability to “make haste slowly”, such a complex action would have been impossible.When it counts, do distractions such as, “Facebook, your phone, the musings of malcontents— distract your Front Sight Focus?” asks the author.SEALS believe that the first level of force is the “command presence” a SEAL exudes. It is both a physical and psychological trait and is reflected in how confidently one stands, how purposefully one walks, and how authoritatively one talks. Hardly different in the corporate environment.Trust underpins the effectiveness of SEAL teams, and a SEAL can only do his part of the action well if trust exists. If he has to clear the left side of the alley if he can concentrate on this task knowing he can trust his colleague to clear the right side.Companies with high levels of trust have higher stock prices, better profits, and retain key employees. Trust among colleagues is that important.Leaders are trusted when they unceremoniously do small but important acts that show they care for the team. Leaders make sure that teammates eat before they do, or use the last precious minutes of allotted satellite phone time to check in with a loved one— even if it means the leader would miss talking to his loved ones. Of these leaders Roy says: “I would take a bullet for them if I had to.”In the 1990s Roy was charged with protecting an arrogant ambassador in Bosnia, who shouted orders at others and clearly did not care for those around him. On one particularly dangerous occasion when the ambassador was being shuttled across hot spots, he said to Roy, “We both know your job is to take a bullet for me if need be, chief.” Roy looked him in the eye and responded, “No, sir. My job is to kill the bastard who kills you.” Leaders reap what they sow.The book is motivational and inspiring. It is packed with ideas you know, have forgotten, or never knew. Reading a book like this one is a necessary once-a-year activity.Readability Light --+-- SeriousInsights High -+--- LowPractical High -+--- Low*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of Strategy that Works.

Over the years I have read numerous books on the elite U.S. Navy SEALS, including the leadership principles they teach their people. I just finished reading one of the very best books (The Navy SEAL art of war: leadership lessons from the world’s most elite fighting force by Rob Roy with Chris Lawson) on SEAL leadership principles. Even though I had read other books on leadership principles written by ex-SEALS in the past, this fantastic 203 page hardcover book has become one of my all-time favorite book on leadership lessons. I learned many new things in this book which I had not read in the many other U.S. Navy SEAL books I had read in the past. The author relates his experience as a career U.S. Navy SEAL and how those lessons apply to the world of business.The author is a retired Chief Petty Officer who was with SEAL Team Six. I love the way this book is organized into lessons on each short chapter. The following is just a small sample of the leadership lessons in this fantastic book: Be ready for whatever the booger eaters throw your way. Festina Lente: Make haste slowly. Front site focus, men with green faces, no limits, the OODA loop, the only way is through, team ability, the only easy day was yesterday, in the absence of leadership…LEAD, have a servant’s heart, just one more, there is no finish line (I especially loved this lesson). Passion can move mountains, the bell, the six principles of successful special operations; the language of leadership, mentorship is mandatory and many other great lessons.Whether you are a person interested in the leadership principles of the U.S. Navy SEALs because you desire to join the Navy or a business person who wants to learn the principles which make an organization great, this book is for you. I highly recommend it to anyone interested in what makes good leaders. These principles are essential to anyone who desires to be a winner in life.Rating: 5 Stars. Joseph J. Truncale (Author: Tactical principles of the most effective combative systems)

Although geared specifically to the business sector and corporate customers, reading the short, sweet and to the point chapters make it easy to translate it to whatever environment you are operating in. The anecdotes and stories that tie in, paralleling Sun Tzu's philosophies on war, and bring it into this century make a great read. Also, as a former Marine and current fire officer I very much appreciate the blunt talk and, in particular, his chapter "No Better Friend - No Worse Enemy" paying respect to a great Marine leader, General Mattis. Bottom line, lots of solid leadership lessons that should be applied no matter what your line of work...if you're a leader and a student of the game, read this book.

I think the ideas around teamwork, attitude, drive, resilience are clearly very good. And there is a fair body of literature on their relevance. I appreciated the concept - subject people to an experience centered around survival to teach them concepts that are transposable in the corporate world. I also really liked the idea that no matter what the hierarchies are, execution excellence comes via a horizontal view of the interdependencies instead of a vertical view of reporting structures.However, the repeated references to one's credentials and the call to "trust me" was a turn-off for me. I had to make some effort to ignore the self aggrandizement and retain focus on the core content.

This is an average book, severely biased towards the US Navy Seals, as someone would expect. I have huge respect for the military, but this looked like brain washing. The leadership themes addressed are not novel but they are enriched by examples from the military and entrepreneurial experiences of the author.The first half references unnecessary details on specific Navy Seals and their career trajectory and tires the reader.The second half emerges significantly more interesting and appealing, as the author delves more into the details of corporate life and compares and contrasts it with the Seals’ world.Overall an OK read, which reinforces what is already known in theory. As correctly the author highlights, the value is created during the fight or real life.

Inspiring, particularly as I am dealing with loss on many levels. Everyone goes through pain. It's how you respond to it that makes the difference. This book gives clear mantras on how to train your mind so that you can bounce back from pain, not be swallowed up by it.

Great read, well written.

No art of war is taught , only taught is hard work and patience.no leadership lessons.

The book has some great tips that can be take. To improve your business mind. The referenced material is used in a vey relevant manner.