Special Operations Forces are the most elite and flexible units in the world. Green Berets, Navy SEALs, Rangers, Nightstalkers, Special Operations Wing: these are the warriors trained to perform beyond the ordinary and to make the impossible, possible. The author, a former Green Beret, takes you inside their shadowy world, laying out their history and lineage.

2. "Bob Mayer gives us a unique and valuable window into
the shadowy world of our country's elite fighting forces
and how you can apply many of the concepts and
tactics they use for success in your own life and
organization."
Jack Canfield: Co-creator Chicken Soup for the Soul
and The Success Principles

3. “In war
everything is
simple, but even
the simple is
difficult.”
Carl von
Clausewitz.

4. Why use Green Beret Strategies
for your team?
In the modern world, the need for Special Operations Tactics
has spread beyond the world of the military: the world is
moving faster, change occurs constantly, and the goals that
need to be achieved often change from mission to mission.
Special Forces A-Teams are not just ‘better’ teams, they dare
to be different.
Do you want to take the challenge?

5. The Circle of Success

6. Overview of the Program: WINS
1. WHAT specifically do you want to achieve?
2. WHY do you want to achieve these particular
goals?
3. WHERE will sustained change occur?

7. Overview of the Program: WHO
4. Understand CHARACTER.
5. What is CHANGE, and how do you accomplish
it?
6. How do you build the COURAGE to change?

8. Overview of the Program: DARES
7. COMMUNICATE your change to the world.
8. Take COMMAND of your change.
9. COMPLETE the Circle of Success and
change.

9. Two Key Experiences
Part of the transition from an Army focused
on conventional warfare in the Cold War to
Special Operations in the War on Terror
(Lebanon, Mogadishu, JFK Special Warfare
Center, Gulf Wars, Westcom Special Ops,
Afghanistan)
On the front edge of the transition from
traditional publishing to digital publishing
(from 4 of Big 6 NY publishers to own
publishing company and Amazon); from zero
to seven figures in eighteen months

10. Self-Confidence:
Low Confidence High
Confidence
Hiding/Ignoring mistakes Admitting mistakes & Learning from them
Doing what others think you should Doing what you know is right
Letting fear dictate you actions Using courage to overcome fear
Staying in status quo (misery) Taking risks & changing, despite difficulty
Letting others take charge Taking charge
Letting each day happen Having goals, plan, and on a path every day

11. Area 1: WINS

12. “Creativity without strategy, or strategy
without creativity, is unlikely to get either
parties the results they are anticipating.”
Lincoln Davies

13. Goal.
Goal: The team (members) state
clearly defined goals in one
sentence, and understand why
they are trying to achieve these
goals and align the hierarchy of
goals.

14. Goal Problems.
Team members don’t clearly understand what the
team is to achieve.
Team members don’t understand their own jobs
and how it relates to the team goal.
Team morale is low because initiative and
expertise aren’t valued.
Team is working in conflict with its environment.
The team is not designed correctly to achieve the
goal.

15. Goals.
Goals are future oriented.
The normal team spends its time
and energy reacting.
The elite (eminent) team spends
its time and energy acting.

16. Team Goal Setting,
Idea Defining
“If you don’t know where you are going, you
are liable to end up somewhere else.”
Casey Stengel

17. Step 1:
WHAT do you want to
achieve?

18. The One Sentence Goal &
Hiearchy-- The Solutions.
State your team primary goal in one sentence of 25 words
or less.
Write it down.
Know how many goals your team has.
Know how many goals you have.
Clearly know your mission goals.
Align the hierarchy of goals.

19. Do You Actually Need One
Sentence?
For any action: Yes.
One key verb, an action verb.
It should result in an external, visible, outcome.

20. Goals Should Be Positive and Active.
The verb of your goal sentence should be a positive one.
It should be an active, not a reactive one.
When we get to WHO, you will see most personal goals
tend to be negative and reactive.

21. Bad Goals.
“I don’t want to get my head knocked off.”
“We don’t want to lose the game.”
“I don’t want to be over-weight.”
“We don’t want to go bankrupt”
“We want to stay in business.”

22. Focusing Your Goals.
When you write your one sentence down, check to see
what the subject of the sentence is:
A person? The consumer? The company? The team?
You? Revenue?
The product?
Check to see what the verb is.
Positive or negative?
Action or re-action verb?

23. How To Get One Sentence:
What do we want to do?
Why do we want to do it?
Why should anyone else want to do it? (History &
Research)
What is the most important thing your team wants to
achieve?
How will your team know when it has achieved its goal?
What will have happened?
The one sentence is the What, not the How.

24. Team Goals Help:
Your team was founded for?
The most important part of your team is?
Your primary product is?
(Fastener systems, belt cleaners & plows, belt trackers,
load-point products, belt maintenance tools, belt splicing,
transfer chutes, pulley lagging, belt cleats, composite
rollers)
Your brand is?
How do you know when your team’s goal has been
accomplished?

25. The Hierarchy of Goals
“Success demands singleness of
purpose.” Vince Lombardi.

26. The Hierarchy of Goals
Organization Goal. (Strategic)
Team Goal.
Mission goal. (Tactical)
Individual goal.
Task goal.

27. Organizational Goal
“Everyone will now be mobilized and all boys old enough to
carry a spear will be sent to Addis Abada. Married men will
bring their wives to carry food and cook. Those without
wives will take any woman without a husband. Women with
small babies need not go. The blind, those who cannot
carry a spear are exempted. Anyone found at home after
receipt of this order will be hanged.” Haille Selassie in
1939.

28. Organizational Goal
Special Forces will be prepared to conduct the six SOF
missions of Unconventional Warfare, Direct Action,
Strategic Reconnaissance, Foreign Internal Defense,
Counter-Terrorism, and Coalition Warfare Support.
The over-arcing goal of why the organization exists.
Why it was founded.

29. Team Goal
ODA 055 will be prepared to conduct all SOF missions with
an emphasis on Strategic Reconnaissance with maritime
operations capability.
Narrows down the Organizational Goal.

30. Mission Goal
ODA 055 will infiltrate Operational Area Claw to conduct
Strategic Reconnaissance along the designated sector of
trails, reporting designated HV targets for fourteen days.
Applies the Team Goal to a specific mission.

31. Individual Goal
The Senior Communications Sergeant will maintain a
secure link with higher headquarters. (organization/job)

32. Individual Goal for Mission
The Senior Communications Sergeant will immediately
report any HV target to higher headquarters.

33. The Hierarchy of Goals Must
Be Aligned
This is everyone’s responsibility, but particularly the
leader’s.
If goals are not aligned, there is inherent conflict and
wasted time and energy.
Communication is key to alignment.

34. The Problem With Negative
Goals:
Reduces initiative.
Reduces morale.
They can never be achieved, thus they are un-ending.

35. Write down your personal goal.
Write down your current mission goal.
Write down your team goal.

36. DO THEY ALIGN?

37. Step 2: WHY do you want
to achieve your what?

38. “He who has a why to live can
bear with almost any how.”
Nietzsche

39. Intent-- The Problem.
Team morale is low because initiative and
expertise aren’t valued.

40. Intent-- The Solutions.
State intent to allow innovation.
Give intent to increase morale.
Give intent to allow team members to exercise their
expertise.

41. INTENT
You always have one, even if it is subconscious.
Why do you want to achieve this goal?
Intent can help you innovate and motivate.
A goal is usually intellectual while intent is emotional.
Intent must be able to overcome fear.
We are doing X (goal) for reason Y (intent).
Mission Statement (goal)- Commander’s Intent.

42. Examples of Bad Intents.
“Because the boss said so.
“So we don’t get fired.”
“So we look busy.”
Because we have nothing better to do.”
“So we don’t go out of business.”

43. Intent.
Gives a direction, but not specific instructions.
Allows subordinates flexibility in deciding how to do things.
Give parameters of the goal.
Intent respects expertise.

44. Step 3: WHERE will this
occur?

45. The Problem.
The team is working in conflict with its environment.
The team is not designed correctly to achieve the goal.

46. Area Study-- The Solutions.
Conduct an Area Study to understand the team’s
environment.
Use the CARVER template to achieve desired short and
long terms results.

47. Special Operations Tactic: Area
Study
You know your Goal: what your team needs to achieve.
You know your Intent: why your teams needs to achieve
that goal.
Now you need to understand the environment in which you
will be doing this and your affect on it and its affect on you.
In essence, Area Study= Research.
We would go into Isolation for this.

48. Special Operations Tactic: Isolation
Locked up 24/7 in a secure compound for focus and
security.
Key is to make the time to do this before conducting actual
planning.
Front-load the work.
Delegate responsibilities (have an SOP for this)
It’s acting.
Saves time and energy in the long run.
Sometimes you can’t fix something that’s always moving.

49. Special Operations Tactic: Area
Study
Study your market.
Who wants your product?
How will you get your product to them?
What will be your enabling factors?
What will be your disabling factors?

50. Special Operations Tactic: Area
Study
Study completely the environment in which your team will
be operating.
‘Walk the battlefield’: Little Big Horn.
Study other teams like yours.
Both the successes and particularly the failures.

51. Area Study
Do it first hand.
Second hand via:
Study others who have done it.
Area experts.
HALO input (Amazon)
History.

52. Build the Right Team for the
Situation and Goal
Break the goals down until you get to the individual level.
What people are needed to accomplish those tasks?
What people can accomplish those tasks and work on a
team?

53. Example of a lack of Area Study
Blood Lesson: Tarawa.
1943, Pacific Theater, the Gilberts, needed Air Base on
Betio.
Goal: Take Tarawa.
Intent: Control the Air Base.

54. Tarawa:
Japanese Commander: “A million men cannot take Tarawa
in a hundred years.”
American Commander: “We will destroy it. We will
obliterate it.”
ODA 055 Team Sergeant SOP: “Nothing is impossible to
the man who doesn’t have to do it.”

55. Tarawa:
0215, 20 November 1943: Attack begins.
No Area Study done.
Landing craft went in.
500 yards from shore hit a submerged reef.
Four waves of troops: twenty by three hundred feet
foothold.
1,500 of 5,000 dead and wounded.

56. Tarawa: Lessons Learned
AAR was conducted.
New Type of Landing Craft
Forerunners of Navy SEALs (UDT) founded to do:
AREA STUDY.

57. Area Study: Avoid the Obvious
Antietam and the Stone Bridge.
General Burnside on south end of battlefield.
Cross the creek and attack.
Focused on the Stone Bridge.

58. Area II: WHO

59. Who: Goals Overview
Goal: You must understand your
CHARACTER and how it affects
you in your job.
You must understand CHANGE
and how COURAGE can facilitate
true change.

60. Character Problems.
Lack of awareness of self.
Lack of awareness of others.
Both lead to conflict.
Lack of awareness of the dangers & benefits of
fear.
Not understanding change takes three steps.
Unwillingness to use Courage to succeed.

61. Character.
Character is the essence of a person.
Made up of both your strengths & weaknesses.
Have to find your blind spot.
You can’t ignore fear; you must plan for it.

62. Character.
Most of what you do is habit.
Kaizen= continual improvement.
Change brings discomfort and then fear.
The more you move into your Courage Zone, the
larger your Comfort Zone will become.

63. Step Four:
Understand your
CHARACTER

64. Character.
The combination of qualities or features that distinguishes
one person from another.
The Mission or the Men?
How do you recognize character?
Crisis shows true character.
Before recognizing and understanding the character of
others, you must under your own point of view.

65. People In Conflict
Conflict is rooted in different motivations, even if people
want the same thing.
Three levels to motivation: inner, personal, universal.
Fear is often a primary motivator.
Often you must overcome fear, even if it isn’t your primary
motivator.

66. Motivation
Every person thinks every situation is about them.
Everyone has a core motivation (pathological need).
Victor Frankl called this the ‘One Thing.’
The motivation can be anything.

67. CHARACTER: Exercise
Write down the last time you were doing something wrong
and how you reacted to it?

68. Templates.
Apply to yourself and others.
But first have to understand yourself and your point of view.
So you can understand the differences in people.
Archetypes.
Profiling.
Myers-Briggs.

69. Archetypes-- Gender
Differences
Female
Boss
Seductress
Spunky kid
Free spirit
Waif
Librarian
Crusader
Nurturer
Male
Chief
Bad boy
Best friend
Charmer
Lost soul
Professor
Swashbuckler
Warrior

70. Profiling
FBI Behavioral Science Unit: John Douglas: MINDHUNTER--
tracking serial killers.
But you can profile anyone.
99% of what we do is habit.
Habit= behavior patterns.
Examine the results and work back.

71. Profiling
Key to understanding self and others is behavior patterns.
Peeling away the layers.
Helps with understanding the concept of change.
Profile yourself— just list actions, then examine them.
Who would act like this?
Are they the right actions to achieve the desired goals?
The contrarian.

72. Myers-Briggs
Developed in 1943.
Not a test, but an indicator, so there are no ‘right’ or ‘wrong’
labels.
Four areas, two possible orientations to each, equals 16
character ‘types’.
However, the actual test in each area is a sliding scale.

73. AREA 1
BLOCK A BLOCK B
Act first, think later?
Feel deprived if cutoff
from interacting with
the outside world?
Tend to be motivated
by the outside world?
Get energized by
groups?
Think first, then act?
Require ‘private’ time
to get energized?
Tend to be internally
motivated?
Groups drain your
energy?

74. AREA 2
BLOCK A BLOCK B
Mentally live in the
now?
Use common sense for
practical solutions?
Your memory focuses
on details and fact?
Don’t like guessing?
Mentally live in the
future?
Use imagination for
innovative solutions?
Your memory focuses on
patterns and context?
Comfortable with
guessing?

75. AREA 3
BLOCK A BLOCK B
Search for facts when
making a decision?
Notice work to be
accomplished?
Tend to provide an
objective analysis?
Believe conflict is a
normal part of
relationships with
people?
Focus on feelings
when making a
decision?
Focus on people’s
needs?
Seek consensus and
popular opinions?
Dislike conflict and
avoid it if at all
possibe?

76. AREA 4
BLOCK A BLOCK B
Plan details before
taking action?
Focus on tasks and
complete them in
order?
Keep ahead of
deadlines to avoid
stress and work
optimally?
Set targets, dates and
routines to manage
your life?
Are comfortable
moving into action
without a plan?
Like to multitask and
can mix work with
play?
Work best closer to
deadlines?
Avoid commitments
that might interfere
with your freedom
and flexibility?

77. Results
1A= Extrovert (E)
2A= Sensing (S)
3A= Thinking (T)
4A= Judging (J)
1B= Introvert (I)
2B= iNtuition (N)
3B= Feeling (F)
4B= Perceiving (P)

78. Myers-Brigs Types
INTP= Architect
ENTP= Inventor
INTJ= Scientist
ENTJ= Field Marshall
INFP= Questor
ENFP= Journalist
INFJ= Author
ENJF= Pedagogue
ESJF= Seller
ISFJ= Convservator
ESFP= Entertainer
ISFP= Artist
ESTJ= Administrator
ISTJ= Trustee
ESTP= Promoter
ISTP= Artisan

79. Extroversion vs. Introversion
This is how we view the world.
Extroverts are social. Introverts are territorial.
Extroverts prefer breadth and a wide variety of personal
communications. Introverts prefer depth and one on one.
Extroverts tend to be externally motivated. Introverts tend
to be internally motivated.
75% Extroverts 25% Introverts.

80. Intuition vs. Sensation
Innovative vs. Practical.
This is how we think.
This is the greatest source of misunderstanding between
people.
25% Intuitive 75% Sensation

81. Thinking vs. Feeling
The thinking part of our brain analyzes and decides in a
detached manner.
The feeling part of our brain analyzes and decides in an
attached manner.
Impersonal vs. personal.
This is how we make decision and act.
Logic vs. emotion.
50% Thinking 50% Feeling but . . .
More men are Thinking and more women are Feeling.

82. Judging vs. Perceiving.
Closure vs. Open-ended.
This is how we approach our endeavors.
Results or process?
50% Judging 50% Perceiving.

83. Myers-Brigs Types
INTP= Architect
ENTP= Inventor
INTJ= Scientist
ENTJ= Field Marshall
INFP= Questor
ENFP= Journalist
INFJ= Author
ENJF= Pedagogue
ESJF= Seller
ISFJ= Convservator
ESFP= Entertainer
ISFP= Artist
ESTJ= Administrator
ISTJ= Trustee
ESTP= Promoter
ISTP= Artisan

84. Right Brain: Left Brain:
CLOCKWISE
Uses Feelings
Symbols & Images
Present & Future
Big Picture Oriented
Imagination Rules
Risk Taking
COUNTER
Uses Logic
Words & Language
Present & Past
Detail Oriented
Facts Rule
Plays it Safe

86. Step 5:
What is
CHANGE
and how do you do it?

87. If you aren’t where you want to be,
you must change.
Change isn’t just thinking differently,
but the 1st step of change is to think
differently.
Make is externally imposed.
Become is internally motivated.
The successful become.
Change.
87

88. Can people change?
You want to show change, not just
talk about it.
Change requires three things to
happen . . .
Change.
88

89. Moment of Enlightenment
Make a decision
Implement Sustained Action
What is Change?
89

90. What step of change do you believe
you have the most trouble with?
MOE?
Decision?
Sustained Action?
90

91. 91

92. 92

93. 93

94. Experience something never experienced
before.
Experience something you’ve experienced
before, but it affects you differently than ever
before.
This is the classic ‘light bulb going on’.
By itself, it is not change, just a momentary
awareness.
Denial often blocks MOEs.
Anger stops MOEs when it is actually an
Moment of Enlightenment
94

95. 95

96. Because of the Moment of Enlightenment, a
decision is made.
It is not necessarily a good decision.
You then are either:
Stuck with the decision (externally imposed
change) or
Stick with the decision (internally motivated
change)
By itself, a decision is not change, just a fleeting
commitment.
Bargaining can dilute a decision.
Depression can cause you to give up on decision.
Decision
96

97. 97

98. Take a piece of paper and make
three columns. In left column write
down a MOE you’ve had today.
98

99. Two types of decision making:
Intuitive: emotional, fast,
automatic, but slow-learning.
Reasoning: emotionally neutral,
slow, controlled and rule governed.
Decision.
99

100. A bat and ball together cost $1.10.
The bat cost a dollar more than the
ball.
How much does the ball cost?
100

101. Intuitive: .10
True answer: .05
Bat: $1.05 Ball .05
101

102. Flip a coin six times.
Which is the more likely result:
1: HHHTTT
2: HTTHTH
102

103. Neither.
If you picked the second, you’re
doing the misconception of chance.
103

104. Let’s make a deal. 3 doors.
Behind 1 is $1,000,000
Behind the other 2 is a goat
You pick a door
They reveal one of the other doors
is a goat
You are then asked: Do you want to
change you choice? Do you?
104

105. Because of the decision, behavior is changed.
The changed behavior is sustained long enough to
become habit.
In the military, this is called training.
The 5% rule for external and internal sustained
action.
Sustained action leads to change.
Sliding back on the five stages stops this.
Acceptance is not easy-- your reality has changed.
Sustained Action.
105

106. Take the piece of paper. In middle
column write down a decision you
need to make based on your MOE
106

108. Denial
Anger
Bargaining
Depression
Acceptance
Emotional Stages of Change
108

109. How Do We Know When
Someone Has Changed?
We see it.
They act differently.

110. The Five Percent Rule
Is perseverance more important than talent?
Statistically born out by: weight loss, AA, Black Belts,
getting published, Death & Dying, etc..
Many people are wanna-be’s.

111. Learning
Learn from any source.
If you don’t like something, but it’s successful, study it.
If it makes you angry, really focus on it.
If you’re not where YOU want to be, YOU have to change.

112. Step 6:
How do you build the
COURAGE
to change?

113. “Life shrinks or expands in
proportion to one’s courage.”
Anais Nin

114. CHARACTER: Exercise 23
In one word, record what you believe to be your greatest
character trait.

115. What is COURAGE
The state or quality of mind or spirit that enables one to
face danger with self-possession, confidence, and
resolution,
The ability to do something that frightens one.
Strength in the face of pain or grief.

116. Courage
Expand your comfort zone into
your courage zone.
Courage is acting in the face of
fear.
Your strongest emotional defenses
are around your greatest
weaknesses.
Often what we think is our
strongest character strength is our

117. What Is Fear?
It is a feeling of alarm or disquiet caused by the expectation
of danger, pain, or the like.
Heroism is taking action in the face of fear.
Fear is an emotion.
It often stems from uncertainty.
It is often the primary motivator for people as we require
base needs to be fulfilled first.

118. “Fear is the mind-killer. Fear
is the little death that brings
total oblivion. I must face my
fear. I must allow it to pass
over me and through me and
where it has gone I must turn
the inner eye. Only I will
remain.”
from Dune by Frank Herbert.

119. Fear-- The Problems.
People tend to ignore fear as a factor.
People tend to downplay the benefit of fear.
People tend to ignore conflict as a factor.
Most people try to solve conflict by either ignoring it or
trying to change the other person.

120. Fear-- The Solutions.
Fear must be factored into an organization and mission
planning.
The benefits of fear need to be understand and utilized, ie
The Gift of Fear.
Conflict must be addressed and the aspect fear plays in
conflict focused on.
Conflict resolution must be addressed in ways other than
trying to change other people.

121. Keys to Overcoming Fear?
Acknowledge it is exists.
Define what you really fear, often the blind spot.
Factor it in, both positively and negatively.
Open and honest communication reduces anxiety and fear.
Trust reduces anxiety and fear.
Find your blind spots.

122. Honesty with self.
The first step is to rip away the denial.
Look at what you think is your greatest strength and turn it
around.
Most fear is subconscious-- you will likely need help finding
the true root.
Fear can become a self-fulfilling prophecy.

123. CHARACTER: Exercise 25
Think about the last time you wanted to do something you
knew was right, but didn’t. Why?

124. Blind Spot
Needs produce blind spots.
Everyone has blind spots.
Make sure you know yours.
Strongest defenses are built around the blind spot.
Therefore . . .
Often the blind spot is the part of character thought to be
the strongest.
Denial defends blinds spot and justifies needs.
Blind spots are the making of tragedy.

125. Trait Need Flaw
Loyal
Adventurous
Altruistic
Tolerant
Decisive
Realistic
Competitive
Idealistic
To be trusted
To have change
To be loved
To have no
conflict
To be in charge
To be balanced
To achieve goals
To be the best
Gullible
Unreliable
Submissive
No conviction
Impetuous
Outer control
Overlook cost
Naive

126. Expand your comfort zone by
venturing into your courage
zone.
Every day try to do something that you dislike doing, but
need to do.
Action is the only way to grow courage.
If you’re introverted, talk to a stranger every day.
If you’re a practical person, do something intuitive every
day.
Do the opposite of your Myers-Briggs character.

127. Loss Aversion (Prevent losses rather than achieve gains)
Planning Fallacy (under-estimating completion times)
Wishful Thinking (pleasing rather than reality)
Need For Closure (live with ambiguity?)
Illusion of Transparency (over-estimating awareness of
self/others)
Negativity Bias (1 negative comment needs 5 positive)
The Real Life Up Ahead Fallacy (NOW!)
Blind Spots
127

128. Fear of failure
Fear of success
Fear of rejection
Fear of starting
Fear of finishing
Fear of revealing too much about
ourselves
Fear of criticism
Fears
128

129. Fear of making the wrong decision
Fear of having hit one’s peak
Fear of making a mistake
Fear of not being good enough
Fear of the business
Fear of having regrets
Fears
129

130. The first step is to rip away the denial.
Look at what you think is your greatest
strength and turn it around.
Most fear is subconscious-- you will likely
need help finding the true root.
We bend our lives around our fears.
Your fear won’t change things-- it has no
power--it won’t keep the plane flying
Fear can become a self-fulfilling prophecy.
Fears
130

131. Many people have difficulty
internalizing their accomplishments
We look to external things like luck
and contacts as the reason for our
successes
We feel like we are ‘fooling’
everyone
The more success someone has,
the greater this feeling
The Imposter Syndrome
131

132. Many people feel like a fraud
“I still think people will find out that I’m really not very
talented. I’m not very good. It’s all been a big sham.”
Michelle Pfeiffer
“Sometimes I wake up before going off to a shoot, and I
think, I can’t do this; I’m a fraud. They’re going to fire me.
I’m fat. I’m ugly . . .” Kate Winslet.
Everyone has doubts
The Imposter Syndrome
132

133. I can give the impression I am more competent than I
really am.
I often compare myself to those around me and
consider them more intelligent than I am.
I get discouraged if I’m not the ‘best’ in an
endeavor.
I hate being evaluated by others.
If someone gives me praise for something I’ve
accomplished, it makes me fear that I won’t live up
to his or her expectations in the future.
I’ve achieved my current position via luck and/or
The Imposter Syndrome
133

134. When I think back to the past, incidents where I made
mistakes or failed come more readily to mind than times
when I was successful
When I finish a job, I usually feel like I could have done
so much better.
When someone compliments me, I feel uncomfortable.
I’m afraid others will find out my lack of
knowledge/expertise.
The Imposter Syndrome
134

135. HALO effect
Focus on positive feedback
Weed out your parent’s voice in your
head if negative
Be aware of using self-deprecation as
a social strategy
Internalize your accomplishments
Read your own resume
The Imposter Syndrome
135

136. “Have no fear of
perfection-- you’ll
never reach it.”
Dali.
136

137. Living with fear is ultimately worse than confronting it
Attack the ambush
Put long-term goals ahead of short-term goals
Lean into fear-- kaizen
Be curious about your fear-- it’s a cave- but treasure could be
inside
Take action.
Overcoming Fear

138. Where Are We Now?
You know WHAT you want to achieve.
You know WHY you want to achieve it.
You under WHERE you will be achieving it.
You understand your CHARACTER and that of others.
You can do the three steps of CHANGE
You utilize COURAGE to act in the face of fear.

139. Area III: DARES

140. Goal.
Goal: Have personal leadership
that can plan, motivate and take of
yourself and those around you so
that you can achieve your goals.

141. Leadership Problems.
Prioritizing mission execution over people can be
destructive to the team.
Leadership styles don’t adapt to different
situations and different people.
People don’t exercise personal leadership.
Poor communication, both verbal and written,
degrades team efficiency.
Inability to pull all the parts of team-building
together for mission execution.

142. Leadership
“We are all warriors in
the battle of life, but
some lead and others
follow.”
Kahlil Gibran

143. Step 6: COMMUNICATE.

144. Communication: The Problems.
Most people don’t know the true purpose of
communication.
Many people send subconscious negatives in
their communication.
Much of communication on a team isn’t codified
or if it is, isn’t used positively.

145. Communication: The Solutions.
Understand the advantages and disadvantages
of written communication.
Understand the advantages and disadvantages
of oral communication.
Learn how to use Standing Operating
Procedures.
Learn how to use After Action Reviews and
Reports.

146. What is Communication?
The primary goal of communication is to evoke a
response.
Thus the receiver of the communique is more
important than the sender.
Thus, the sender needs to take the point of view
of the person the message is intended for.

147. What is Communication?
We are transmitting both logic and emotion.
We are transmitting on the conscious and
subconscious levels.
We are externalizing something internal.
Receiving a message correctly is also key.
Figuring out what someone is really trying to
transmit is a critical skill.

148. The Value of the Right Word:
“No, my dear, it is I who am surprised; you are
merely astonished.”
Noah Webster, US Lexicopgrapher, responding
to his wife’s comment that she had been
surprised to find him embracing their maid.

149. The Role of Fear:
Fear can make people dishonest, both
consciously, and more often subconsciously.
If something in a message disturbs you, focus on
it.
Action is the primary and most reliable means of
communication, but the two we use next often are
. . .

150. Written Communication:
Writing makes things real.
We speak differently than we write
Think like the reader.
Less is better.

151. Communication:
“The great enemy of clear language is insincerity.
When there is a gap between one’s real and
one’s declared aims, one turns as if were
instinctively to long words and exhausted idioms,
like a cuttlefish squirting out ink.” George Orwell

152. Written Communication:
Signifies responsibility.
It’s in the public domain.
Gets it out of your head into the real world.

153. Written Communication:
Don’t qualify, say what you mean and say it
simply.
Organize institutional records.
Information that can’t be accessed is useless.

154. Written Communication, Logs:
Keep track of all written communication going in
and out.
Both paper and electronic.
Use format that works for you.
Use format that others can understand and
access if you’re not present.

155. Written Communication:
“I have just made a great discovery. I have
separated ammonium protartrate with two salts of
opposite action on the plane of polarization of
light. The dextro-salt is in all respects identical
with the dextroprotartrate. I am so happy and so
overcome by such nervous excitement that I am
unable again to place my eye to the polarization
instrument.” Louis Pasteur.

156. Beware the Subconscious
Negative:
If you have the time, never respond immediately
in writing. (danger of email).
Watch word choice.
You have no non-verbals.
Beware slang and abbreviations-- people are
often afraid to ask for clarification.

157. Beware the Subconscious
Negative:
“To be honest . . .”
“... or else.”
“You might not like this, but . . .”

158. Lord Raglan wishes the cavalry
to advance rapidly to the front
and to prevent the enemy from
carrying away the guns. Horse
artillery may accompany.
French Cavalry is on your left.
Immediate!

159. Oral Communication:
Is faster and more immediate than written.
It is more situational than written communication.
Non-verbal is as large a part than even the words
spoken.

160. Oral Communication:
Use oral communication to gather information
and reduce misunderstanding.
Use it for quick dissemination of information.
Use it for goal-defining and mission planning.
For ‘war-gaming’.

161. “I don’t want any yes-men
around me. I want everybody
to tell me the truth even if it
costs them their jobs.” Samuel
Goldwyn.

162. Oral Communication
Consider point of view-- who you’re sending the
message to.
“Relieve the wood train. Under no circumstances
pursue the enemy beyond Lodge Train Ridge.”
Colonel Carrington to Captain Fetterman.

163. Oral Communication: Listening.
We filter everything through our point of view.
Emotional response, especially negative, is an
indicator.
Search for the real message and for dishonesty.

164. Oral Communication: Not To.
Less is better.
“Three may keep a secret, if two of them are
dead.” Benjamin Franklin.
Amplification: People over-react to comments.

165. Standing Operating Procedures

166. Standing Operating Procedures:
Define organizational and individual tasks.
WRITTEN.
They codify things and lock them down.
They bring new personnel up to speed quickly.
Delineate responsibilities.
Stop your team from re-inventing the wheel.
Take what you ‘know’ and write it down.

167. Standing Operating Procedures:
Front-loading and time intensive.
Overall, though, it saves time and energy.
Sets standards and philosophy.
Saves institutional knowledge and helps if you
have high turnover.
Needs to be updated, at least every six months or
after a major mission.

168. How To Write SOPs
Start with goals.
Leader writes philosophy and policies.
Each specialty does their own area, then briefs
rest of team on it.
Team actions are done together, usually in
Isolation.

169. SOP Format:
Leader policy letter.
Standards of conduct.
Organizational and team goals.
Team assignments & duties.
Individual SOPs.
Equipment SOPs.
Team SOPs for various missions.
Team SOPs for communications.

170. Standing Operating Procedures:
Nothing is impossible to the man who doesn’t
have to do it.
Smith & Wesson beats four aces.
The latest information hasn’t been put out yet.
There are two types of soldiers: the steely eyed
killer and the beady-eyed minion.
They give these people guns?

171. Standing Operating Procedures:
The most basic tenet of teamwork is honesty.
With rank and privilege comes responsibility.
Everyone is a leader.
We do everything together.
Don’t get in a pissing contest with a man on a
balcony: You just end up getting wet and smelly.
Discipline stays at team level.
Be on time.
Keep your sense of humor-- you’ll need it.

172. SOPs: Example
Isandlwahnda
Failing to follow SOPs: No defense position
prepared.
Following SOPs: Would not give out ammunition.

173. Roger’s Rules of Rangering
Don’t forget nothing.
Tell the truth about what you see and do.
When we camp, half the party stays awake while
the other half sleeps.
Don’t ever march home the same way. Take a
different route so you won’t be ambushed.

174. SOPs: Example
10th Special Forces Group Off Post Training
Requests
All 15 A-Teams had developed their own system
over the years
42 Different forms had accumulated
3 Forms were actually needed

175. SOPs
Makes the team more important.
Keeps institutional knowledge from disappearing.
Saves time eventually.

176. How To Write SOPs
Start with goals.
Leader writes philosophy and policies.
Each specialty does their own area, then briefs
rest of team on it.
Team actions are done together, usually in
Isolation.
SOPS have to be real and be used or they are
useless.

177. After Action Reviews
Was the goal achieved?
Key is honesty.
Judge success or failure?

178. Steps for an After Action Review
Gather the right people.
Go over the preparation for the activity.
Summarize the events, chronologically with no
commentary.
Then ask why people took the actions they did.
Balance negatives with positives.
It is not a blame game and no punishment should
follow.
Summarize and make plans for changes.
Update SOPs.

179. Step 7:
Take COMMAND

180. Leadership
“We are all warriors in
the battle of life, but
some lead and others
follow.”
Kahlil Gibran

181. Special Operations Leadership.
Every team member is a leader.
Leadership requires specific
personal attributes.

182. Leadership: The Problems.
Prioritizing mission execution over people can be
destructive to the team.
Leadership styles don’t adapt to different
situations and different people.
People don’t exercise personal leadership.

183. Leadership: The Solutions.
Prioritizing people so that they can exceed in
mission accomplishment.
Leadership styles adapt to different situations and
different people to provide a flexible team
environment.
Every team member exercises personal
leadership.

184. The Importance of Leadership.

185. Leadership: The Definition.
Leader: A person who leads others along a way;
a guide.
Leadership: The capacity to be a leader; ability
to lead.

186. The Mission or the Men?
The ‘Approved’ Solution= The Mission.
The ‘Brave’ Solution= The Men and then the
Mission.
Focusing on Mission degrades your most
valuable asset.
Focusing on Mission limits your team’s
capabilities and possibilities.

187. Paradoxical Leadership.
“The discipline which makes the soldiers of a free
country reliable in battle is not to be gained by
harsh or tyrannical treatment. On the contrary,
such treatment is far more likely to destroy than
to make an army.” General Schofield’s Definition
of Discipline.

188. Special Operations Leadership
Honesty.
Respect.
Responsibility.
Integrity.
Trust.
Team-Building.

189. Honesty
“What I want is men who will support me when I
am in the wrong.” Lord Melbourne.

190. Honesty
SOF conduct covert ops so honesty is even more
critical.
Deepest fears are often rooted in secrets.
Honesty is the touchstone of good communication.
We teach people how to treat us.
Willingness to admit when wrong, opens up
communication.
Asking for help is part of honesty.
Leaders need to be aware of the potential for
dishonesty.
Honesty helps overcome fear.
Honesty is the foundation of . . .

191. Respect
Starts from leaders to subordinates and then is
earned back.
Never criticize in public.
Critique action, not the person.
Respect team members’ areas of expertise.
Delegate.

192. Responsibility
The leader is always responsible.
Responsibility can’t be externalized.
Responsibility is delineated when goals are
specified.
The SOP and Briefback help delineate
responsibilities.
Combining Honesty, Respect & Responsibility
gives us the . . .

193. The Supervision Scale:
Low Supervision:
Self-motivated.
Team-motivated.
High creativity.
Pro-active.
High efficiency.
High Supervision:
Peer-motivated.
Authority/fear-motivated.
Status Quo focused.
Reactive, Resistant to
change.
Low efficiency.

194. Integrity.
From the Latin: Integritas (wholeness,
completeness, and entirety).
While our strongest subconscious defenses hide
our greatest weaknesses, our integrity is a better
conscious defense.

195. Trust.
Firm belief in the reliability, truth, ability, or
strength of someone or something.
Acceptance of the truth or a statement without
evidence or investigation.

196. Trust.
Two way street.
Starts with open communication.
Cemented with action.
Can I count on you in the crunch?
Trust is an up-front investment that pays huge
dividends.

197. Team-Building
Bring out the true nature of individuals and the
team via crisis and stress.
Tests all four previous factors: honesty, respect,
responsibility, and integrity.
Gut checks.
The opposite of the weakest link: the greatest
strengths coalesce and form a union greater than
the sum of its parts.

198. Point of View.
What is reality?
The elite are able to take other points of view.
Focus on action.
Most people live 100% in First Person POV.
Conflict is often rooted in differing POVs.

199. People over Mission:
There are times when you have to put the team
members ahead of even mission
accomplishment.
However, keep a focus on the main goal.
What is the ultimate task you will have to ask of
your team members?

200. Leadership Variables
Personality/Character: use templates.
Motivation: the why behind the what.
Goals: clearly delineated and aligned.
Environment: CARVER.

201. Leadership Styles
Dwight Eisenhower-- Political Strategist.
Douglas MacArthur-- Military Strategist.
George Patton-- Egomaniac Strategist
George Custer-- Egomaniac Tactician.
Joshua Chamberlain-- Strategic Tactician.

202. Eisenhower: Political Strategist
Saw the big picture and the political implications
(CARVER)
Was more a manager than a leader.
Used men like Patton to do the combat leading.
Never made a decision under fire but made
decisions that affected history.
Managed the greatest military alliance in history.
Ended up as a two term President.

203. MacArthur: Military Strategist.
Felt destined.
Making hard decision-- Philippines.
Willingness to Learn-- After Philippines.
Island Hopping.
Failed on CARVER-- the Yalu and China.
Didn’t understand politics.

204. Patton: Egomaniac Strategist.
Total commitment and belief in himself.
“It is loyalty from top to bottom which binds
juniors to their seniors with the strength of steel.”
Mission over men.
Blood & Guts-- our blood, his guts.
Failed on CARVER, in a way.

205. Custer: Egomaniac Tactician.
Last in his class at West Point.
General at 23.
His unit had the highest percentage of casualties.
Split his command at the Washita.
And again at Little Big Horn.

206. Chamberlain: Strategic
Tactician.
Able to see the big picture and make a tactical
decision to save the strategic.
Acts decisively.
At war’s end also saw the big picture and again
made a tactical gesture that had strategic
implications.

207. Priority Levels:
Maslow’s hierarchy of needs.
Maslow’s hierarchy of information.
What constitutes positive mental health.
Humans are not the same as animals.
Maslow had a positive view of people’s innate
nature.
One need is prepotent: primary motivator and if
it’s an addiction, you’ve got a big problem.

208. Maslow’s Hierarchy of Needs:
Physiological/biological: things if deprived of, you
die. Water, food, oxygen, physical warmth.
Security: Safety from danger/disorganization.
Shelter.
Social: Escape feelings of loneliness and
alienation. Self-respect and respect from others.
Break point between negative and positive.
Ego/Esteem: Becoming involved in a cause
beyond ourselves.
Self-actualization: Life has direction and meaning.
A calling.

209. Maslow’s Hierarchy of Information:
Coping: How to survive.
Helping: How to be safe.
Enlightening: How to be happier.
Empowering: Seeking information to help the self.
Edifying: Seeking moral or spiritual uplifting.
Artistic expression.

210. Habit & Bureaucracy:
Most of what we do is habit.
Leaders have to enforce good habits.
Bureaucracy is institutionalized habit.
The paradox of less power at higher levels.

211. Special Operations Leadership
Honesty.
Respect.
Responsibility.
Integrity.
Trust.
Team-Building.

212. You worst-case the scenario. HBO: Hard
Times
You plan for the worst case-- Go To S$%#
plan to avoid the worst case.
It relies only on you and your readily available
assets.
Helps prevent the catastrophe.
If the worst case happens, you have a plan.
Most importantly, knowing that if thing Go To
S$%#, you have a plan, reduces fear and
Catastrophe Planning

213. Step 9:
COMPLETE

216. Mission Execution: The
Problems.
The elements are in place, but not synchronized.
Time is not used efficiently.
There isn’t a system in place that designates and
delegates.

217. Mission Execution: The
Solutions.
A Mission Tasking format is followed.
Isolation is used to prepare for the mission
A Briefback is conducted to coordinate the
mission.
Rule breaking is allowed to succeed.

218. Mission Tasking
Starts with a Mission Tasking Packet: goal and intent.
Passed down immediately.
Do an immediate assessment for possible support
needed.
Mission briefing to those who have to do the actual
operation.
Isolation
Mission planning.
Briefback.
Rehearsal.
Execution.

219. Isolation:
Allows team to focus on mission 100%.
Normally only done negatively in society.
No distractions.

220. Briefback:
Go over the plan in order to get feedback and
approval.
Delineates responsibilities and coordinates
support.
Makes it real.
Is everyone on the same plan?
Get feedback and suggestions.

221. Rule Breaking:
The paradoxical rules of rule breaking:
1. Know the rule.
2. Have a good reason for breaking the rule.
3. Accept the consequences of breaking the rule.

222. Rule Breaking
A Mission T

223. Rule Breaking

224. • List your top 3 moments of enlightenment today.
• What made you angry?
• What made you afraid?
• What motivated you?
• What was something you can use right away.

225. • Using your MOE’s from previous
exercise, what decisions will you
make?

226. • Using your decision from previous
exercise, what sustained action will you
have to do?

227. More Free Information
I constantly update free, downloadable
slideshows like this on my web site for
preparation and survival and other topics.
Use Your Camera on this QR Code

228. Amazon

229. This book walks you through your personal situation,
your home, and your Area of Operations.

230. AMAZON

234. New York Times bestselling author, is a graduate of West Point and
former Green Beret. He’s had over 80 books published, including the #1
bestselling series Green Berets, Time Patrol, Area 51, and Atlantis. He’s
sold over 5 million books. He was born in the Bronx and has traveled the
world. He’s lived on an island off the east coast, an island off the west
coast, in the Rocky Mountains, the Smoky Mountains and other places,
including time in East Asia studying martial arts.
They haven’t caught him yet.
www.bobmayer.com