FIVE ROCK SOLID REASONS SPECIAL OPERATIONS VETERANS ARE AN ASSET TO YOUR BUSINESS

Actually I can think of hundreds of reasons veterans - not just Special Operations veterans - are a good way to go . . . S.L.

Given the nature of Special Operations units and the selection process required to gain entry, a Special Operations veteran is already a qualified individual, a seasoned professional. The qualities found in Special Operations veterans are the product of their training and experience - including the character traits that get them through that selection process - and are directly applicable to productivity and excellence in a corporate or industrial environment.

1. LOYALTY

In the military this is a two-way street: "Loyalty Up & Loyalty Down". It was explained to me by my first Team Sergeant, "Don't you worry about the Sergeant Major - you let me worry about him. You worry about ME." The message was the essence of Loyalty - as team members, our immediate loyalty was to our Team Sergeant, and he had just described his obligation to us. There is nothing more destructive to a team than a disloyal member.

2. CHAIN OF COMMAND

Veterans learn to identify their chain of command, know how important it is to keep the chain informed and understand the correct etiquette for communication up and down the chain. Commanders in the US military have an "Open Door Policy", but you'd better keep your immediate link in the chain informed before you go anywhere near that door. I once used the Open Door policy and the results were positive, but my Team Sergeant was sitting right beside me in the room as I spoke with the Commander.

3. WORK ETHIC

A theme in elite military units is "If you see something wrong or that needs fixing, do something about it. If you're not part of the solution, you're part of the problem." Veterans expect to be challenged and not afraid of hard work. When you hire a veteran you're getting an individual who's accustomed to a regular work day that started at 6:00 am (zero-six-hundred) and is accustomed to working up to 24 hours if that is what's required to get the job done.

4. COMMUNICATION

Effective communications is the sender, the message, the medium of transmission, and the receiver. There is a jargon, a idiosyncratic dialect unique to each organization and veterans are aware enough to learn and use it. We are taught if you have nothing to say then say nothing, if you have something to say keep it brief, include the 5-W's and How Many, and if pointing out a problem to always suggest a solution.

5. SITUATIONAL AWARENESS

This cannot be stressed enough. In the corporate environment, the office and the boardroom are the battlespace environment, and the rules, regulations, policies and ethos of modern society - written and unwritten - represent the constraints and limitations guiding our conduct. There is a distinct corporate culture, and separate organizations have their own sub-cultures to be aware of. Special Operations soldiers know when to pause and accustom ourselves to the "sights, sounds and smells of the battlefield", and that often the "sit back, wait and see" approach is the way to avoid crippling cultural faux pas. During interview situations, we have been taught to read body language, to look about the room and determine who is actually the chief, and when asked a question to stop and think before replying.

This is by no means a complete list and the values listed here are not in any particular order, in fact they intersect with each other. I considered "Code of Ethics" as a character trait, but of course the subset of that value is far greater than the fingers of one hand. A mentor of mine described the corporate environment as "playing five games of 3-dimensional chess all at once, in your head." Given that, I say without hesitation that Special Operations veterans are suitable candidates for excellence, to any organization or operation.

This is what I bring to the table . . .

"STRENGTH & HONOR"

TRUISMs

If it's stupid but it works, it isn't stupid.



"People never lie so much as after a hunt, during a war or before an
election." - Otto Von Bismarck



When the pin is pulled, Mr. Grenade is not your friend.

PHILOSOPHY OF STORMBRINGER

"Life is hard - it's harder if you're stupid!"


Famous Last Words:

Sure I can navigate! See my Ranger Tab?

By the looks of this training schedule, we're going to be pretty busy so you might as well leave your party money and civvies at home!

You don't need to pack your sleeping bag! A poncho liner and field jacket will do it!

THE SIX PHASES OF A PROJECT

1. Enthusiasm

2. Disillusionment

3. Panic

4. Search for the Guilty

5. Punishment of the Innocent

6. Praise and Honors for the Non-Participants

MEDITATIONS ON THE ART OF DEFENSE . . .

"The unknowing try to defend everything at once, but the knowledgeable look at the main point only; they parry the worst blows and stand a little hurt if thereby they avoid a greater one. If you try to hold everything, you hold nothing." - Frederick the Great





The following is part of an ongoing series or articles & seminar presentations I do on Military Leadership Principles adapted for business owners and managers. The thoughts below were contributed by an old friend who has also been my mentor since the late 80's - S.L.

In business, as in war, the purpose of defensive operations is to buy time, hold terrain, facilitate other operations, preoccupy your adversary, and erode his resources. Your situation & circumstances will always differ; the principles always remain the same. Defending forces await the attacker's blow and defeat the attack by successfully deflecting it. Waiting for the attack is not a passive activity - leaders/managers should seek to strengthen their forces through training and provide no advantage to an adversary before hostile actions begin.


SUCCESSFUL DEFENSE:

o Is aggressive.

o Uses accurate / integrated direct fire - think "Counter-measures."

o Maximizes firepower, ability to maneuver, and leverage protection - think: "Keep your options open."

o Denies your adversary the ability to use leverage or to gain initiative.

o Contains the following characteristics:
- Preparation
- Effective monitoring and surveillance
- Flexible, adaptive, and exploit opportunities
- Fusion of command & control, technologies, and precision fire



To be ready, one MUST:

PREPARE:

o Study the surrounding terrain in great detail with complete understanding - Be knowledgable & totally aware of your operational environment.

o Continually rehearse (either mentally or physically) actions to be taken if an attack occurs whenever and wherever you are at any moment day or night. Have contingency plans, policies and written SOPs (Standard Operating Procedures) in place, and make sure your management staff are aware of them.

o Preparations are continuous and in-depth (PACE - Primary, Alternate, Contingency and Emergency).

o Ensure outer perimeter reconnaissance and both inner and outer surveillance are effective and continuous. Be aware of when you are being observed, and when your perimeter is being probed.

o Apply deception wherever feasible - Throw out red herrings; give your opposition false targets to go after.


TO WIN WITHOUT FIGHTING - this is the greatest victory - Sun Tzu


o Make yourself a 'Hard Target' - create the ability / appearance of being "too hard to do."

o Know your job and be prepared to perform it in every way - "Fate Favors the Prepared."

o Detect reconnaissance and surveillance - Know when you are being watched, when your organization is being probed.

o Give your adversary nothing of value that is within your sphere of influence.



- contributed by STORMRUNNER – the "Deacon of Doom", old friend and mentor of STORMBRINGER.

STORMBRINGER's BOOKSHELF

This is what I'm reading right now - or rather, this is what I'm RE-reading - I first read this EXCELLENT treatise on Leadership back in the early 90's. I still soldier by the tenets I gleaned from it then. - S.L.









ATTILA (406-53), King of the Huns (433-453 A.D.)
Attila (called Etzel by the Germans or Ethele in Hungarians, was a member of the ruling family of the Huns, a nomadic Asian people who spread from the Caspian steppes throughout the Roman Empire in search of global conquest. By AD 432, the Huns had gained so much power that they were receiving a large annual tribute from Rome.

By AD 451, Attila's army consisted of 700,000 warriors, and was intent on nothing less than ransacking Rome itself. They had earlier moved against the Chinese Empire but were turned away. The Huns had a reputation for cruelty and barbarism that was not undeserved. They ate their meat raw (often human flesh), had little use for virgins, and possessed a strong appetite for murder and mayhem. No one could look Attila in the eyes, not even any of his 400 wives.

(My kind of guy! - S.L.)

THE LESSONS OF ATTILA:

#1: YOU MUST WANT TO BE IN CHARGE - You've got to be ruthlessly ambitious. Never be bored, disinterested, or cowardly in any way about always strengthening your position. Good leaders are lustful leaders. Power is like sex, but don't appear overeager, just extremely determined to succeed under any circumstances, fair or unfair. (This will inspire confidence in those you lead).

#2: ALWAYS APPEAR AS THE ONE IN CHARGE - Dress appropriately for your high station in life. Own the biggest horse and sword. Be first in everything, but never appear pompous. (Be marked with armament that distinguishes you from the masses).

#3: MAKE OTHERS ADAPT TO YOUR "CUSTOMS" - Make people do things your way, not their way. Make them adjust or adapt to you. Express this as the way things are going to be from now on, or pretend it's the way things have always been. Refuse to acknowledge any other way of doing things other than the way you do things. (This will extract tribute and praise from those you lead).

#4: NEVER CONDONE A LACK OF MORALE OR DISCIPLINE - Terminate people at the first sign of disrespect for the common good, but by no means stifle individualism or punish the innocent who don't know the common good. Definitely, do not allow uncontrolled celebration. Pillaging and looting are only fun if done in the name of nationalism. (Discipline builds morale).

#5: NEVER TOLERATE ANYONE WITH THEIR OWN AMBITIONS - People who are "cunning" are dangerous, especially new people who have just joined the organization. Be vigilant about how people lose their ambition and become team players; that is the pattern you want everyone to follow. Never reward anyone for what is a common effort. (The spirit of unity must prevail).

#6: PERPETUATE A LEGEND OR REPUTATION FOR YOURSELF - Find out whatever it is that your worst enemy calls you, and try hard to live up to it, with a passion. This will have its advantages to you whenever you need to use your fury and power, and it will accumulate minor privileges to you along the way. (You are your reputation).

#7: PICK YOUR ENEMIES WISELY - Do not consider all opponents, or everyone you argue with, as enemies. These are accidental enemies. Choose your enemies with purpose. They may be people you have friendly relations with, and in fact, you should let them think of you as a friend, all the while never telling them anything, and lulling them into a state of complacence and acting prematurely. (Do not make enemies unless you mean it).

#8: EXPECT CONTINUAL IMPROVEMENT - You must encourage learning and innovation among those you lead. This can be done in several ways, by creating competitions among the people. Never allow them to wander aimlessly. Regularly upgrade your standards of performance. (This fulfills most of a leader's duties).

#9: USE TIMING IN MAKING DECISIONS - Never rush a decision, although sometimes you have to because the moment is ripe or an omen exists. It's better to use timing, to find the obscure places and critical elements needed to ensure you always make the right decision. This way, you ensure that even a less-than-perfect decision is followed. (Time your decisions).

#10: EXPLOIT THE DESIRE TO ENJOY THE SPOILS OF WAR - Harness your peoples' desires for short-term gains. Grant small rewards for light tasks. Reserve heaps of booty for other times, and be generous with items that hold a value to yourself. (Never underestimate the ability to buy obedience).

#11: ONLY ENGAGE IN WARS YOU CAN WIN - Use diplomacy, negotiation, or other techniques of conflict in battles you cannot win. When in a political war, always keep an eye to your rear. When in an external war, go all out. (Waging war is a natural condition).



Attila, Scourge of God