Guidelines for the Leader and Commander
Is Jaakko podcast number two, fifty two. With Dave Burke and me Jaakko willink good evening. Dave. Good Evening Echo Charles is taking care of some other business. On the last podcast. Number two, fifty, one with Leif and we started getting into the book guidelines for the leader and Commander by General Bruce Clark but we only made it thirteen pages in two and a half hours, and it's one hundred, seventeen page book. To, recap a little bit, this is a book that I searched for for over a decade I originally heard about this book in my favorite book, which is called about face by colonel. David Hackworth. Finally, found a copy a month and a half ago. and. So here we are just a little background once again on General Bruce. Kark. World War One. World War Two Korea enlisted in one thousand, nine hundred and up going to west point colonel in World War Two. Then a general commanded the Fourth Armored Division in Patents Third Army. Battle the Bulge Distinguished Service Cross three silver stars forty five years. Of Service? And then spend a bunch of time not only leading troops but also training troops or overseeing training commands so. Awesome Career Hackworth talked about him glowingly in the book about face and That's where that's where the star took me a long time to find this book. Who did somebody texted me about it. And said, it was the white whale. that. It was definitely hard for me find this book, but we have it and that's it. That's what we're GonNa do where do you go back into this book? So here we go back into guidelines for the leader and commander by Bruce General Bruce C Clarke. This section starts off with administration some thoughts for the commander. And he says inflammation, I would like to point out the close. Interrelationship between training programs. And Sound. Overall management. So this is something you know when you're that young gung-ho leader. That just thinks, hey, where you're operate whatever that operation is whether it's shooting machine guns or whether that's out selling things or making things and you think, Hey, I'm I'm on the front lines I'm going to make things happen and you think all the administrative stuff you shouldn't have to worry about. That's not me. And I know many individuals that are like that I know one individual in particular like that whose name is Jaakko. 'cause I was definitely like that. Many commanders. I should say I. was like that when I was younger because I absolutely I realize this and you can hear. We'll talk about the paperwork drills that we had to do and how. Life. Came to me. We shouldn't have to do this stuff and I said Oh we're going to do it and we do a better than anybody else. So I figured this out but it is it is definitely a learning moment that people have and so why not learn it right now many commanders are defeated by poor administration. Imagine that just that statement many commanders are defeated by poor administration not defeated because they were tactically unsound not defeated because they made bad decisions not defeated because they couldn't come up with a good plan they fail because their administrative losers. Without. Sound Administration at Commander CanNot Succeed in his training and maintenance programs. Good. Administration is nothing more than applied common sense. I'm including here a number of items that may well be considered a checklist of indicators of sound. Administration. Number. One. Importance of time. The principal coordinating device in the army is time. Learn the proper time space factors. So you can be on time and make reasonable demands of your subordinates. So. So that's number one by the way, which is probably why you hear a lot of talk about time management. Just think about the idea that the first thing he's GonNa say is time this is someone who clearly understands that have all the resources in the world that we have. That's the one that matters the most because we just can't produce more of. I was GONNA say it's the it's the one that matters the most and it's the absolute one that we have the least control much control. You have time you zero you cannot stop it. You cannot bring it back. You gotta say the power curve. I hate that fewing. I hate that feeling and let me tell you what. I realized this a while back. So when you go to the airport if you show up at the airport late. In now look TSA doesn't care that you're late the baggage handler doesn't care that you're late the uber driver does not care what time your planes leaving they're they're doing what they're doing, and so what that does is it takes you have no control. Over that time once it started to commence, what do you have control over going to the airport a little bit earlier? That's all. That's all not that big of a deal. Go to the airport a little earlier, and you won't have to worry about TSA. You won't have to worry about baggage you won't have to worry about. How long it takes for the Uber driver or the left let's give proper. Credit or lift driver to show up and bring you to the airport. Not so so how'd you get control? You can't control time once it's unfolding you can't bring it back you have to you have to plan for appropriately. And there's a there's a sense of urgency and I have a pretty good sense of urgency and you you may have may or may not I know like at the monster especially the earlier musters when we weren't. When the backside wasn't quite the well oiled machine that it is now certainly as a well oiled machine now the early musters do. Not a Well oiled machine. So on the on the front side, people would know that when Leith and I were walking out on stage at eight o'clock in the morning, we had two hours sleep because we had to do whatever we had to do behind the scenes and that's just the way it was. I can feel I can feel. When the shortage of time in fact, I think I feel the shortage of time every single day single waking minute.