Here’s one leadership lessons from a Navy SEAL commander:
Survival is not about who’s the strongest or fastest, but who can best adapt to change. Navy SEAL’s are masters of adaptation, being able to operate in jungle, desert or arctic conditions. In comparison, CEOs must adapt to the ever-changing market conditions they face daily and should train their staff to do the same.
On May 2, four helicopters carrying two-dozen U.S. Navy SEALs snuck into Pakistan bound for Abottabad, flying low to avoid detection by radar (that was switched off anyway). Leading the way were a pair of Sikorsky UH-60 Black Hawks modified for extra stealth, including radar-absorbent coatings on their skin and tail rotors with extra blades, dampening the noise. These and other features were borrowed, analysts would later speculate, from the RAH 66 Comanche—a stealth helicopter prototype canceled by the Pentagon in 2004.
You know what happened next: The commandos landed inside Osama bin Laden’s compound before the occupants knew they were there. (Neighbors later reported they didn’t hear the choppers until they were on top of them.) But one of the Black Hawks lost lift upong take off, and clipped its tail on the wall of the compound. The SEALs blew it up before escaping, preventing the top-secret technology from falling into Pakistan’s hands. Or so they thought.
How a split-second stall in a top-secret chopper could lead to a new-and-improved Chinese stealth fighter and greatly alter the international arms race—in four easy steps.
In response to our story on the new video game project, MMOWGLI from the U.S. Navy.
Neal, great article on MMOWGLI. Fascinating. As a partially disabled Army tactical intelligence officer (parachuting accident) who was a paratrooper and Special Forces qualified and served with both infantry and Special Forces units on active duty, I applaud FAST COMPANY for digging in deeply to report on such interesting topics. Thank you so much for writing such a thought provoking piece. If FAST COMPANY has not done so, you might want to check out what the U.S. Army is doing with “Mirror Imaging”, you might find it equally interesting.
I can assure you that were no Rambos in my SF Group. We were cerebral, highly educated, highly motivated and well trained professionals who loved our nation and all of our fellow countrymen and, for that matter, all innocent people everywhere. I saw a lot of Third World heartache during my intelligence / SF tour in Latin America and got my greatest reward in life by laying my rifle and pistol aside and coordinating medical care and feeding for starving, sick children and their desperate families. Their own governments would have let the starve or shot them down in a heartbeat. Probably Option B. Whew.
I would ask your company to consider checking out www.woundedwarrior.org and deducing the worthiness of that charity. It’s a remarkable one. As an Army veteran with a dysfunctional right arm and right leg, I believe in WWP’s cause wholeheartedly.
Best wishes to you and to all of your colleagues at FC, a fantastic read online, I may just have to go for the print edition, too!
P.S. Chaos creates more customers who need help. Help them, and they’re yours for life. Turmoil is terrific, because terrified customers need to be reassured that help is just an email, phone call or text message away. Unterrify them, and they’re yours for life. Hard times bring out the best in decent and good people who find multiple ways to extend helping hands to those in need of advice and counsel. FAST COMPANY is always jam packed with thought provoking material. It would be fantastic if your FC brain trust could think about multiple ways to advise your readers how to keep calm and focused and to thrive during times of economic, political and social chaos and turmoil instead of being afraid or paralyzed by such events. It’s really, really easy to look at the massive, unprecedented changes rocking the entire Middle East and wonder in anxiety, “What’s next?” or “What’s going to happen to my ‘fast company’ next year?”