Latest / The Impossible Life / 6. Clarity, accomplishment, when to break rules & deciphering could do's from should do's

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6. Clarity, accomplishment, when to break rules & deciphering could do's from should do's · The Impossible Life

0:02
Speaker 1: And when you understand why rules are in place, you
0:05
Speaker 1: know which ones to bend and which ones to break.
0:08
Speaker 1: So if you know that you should focus on your
0:11
Speaker 1: mission and your mission alone, and you understand why because
0:14
Speaker 1: you don't want things to interrupt you from conducting your
0:17
Speaker 1: mission correctly. If you understand that, you can also be
0:20
Speaker 1: interruptible in your mission. The reason we couldn't help those
0:23
Speaker 1: people is because we didn't have time. The truth, I
0:27
Speaker 1: had to make a decision between do we help these
0:29
Speaker 1: people or do we accomplish the mission. It was an
0:32
Speaker 1: either or Unfortunately, that's the way life is. Sometimes you
0:35
Speaker 1: cannot do both things at once.
0:39
Speaker 2: That's impossible. Let me tell you what I believe. What's
0:42
Speaker 2: your weakness is not your technique. Don't think you know
0:51
Speaker 2: the Impossible Life podcast. I mean you're sitting on a
0:54
Speaker 2: winning lot of protect an idea that is fully formed,
0:57
Speaker 2: fully understood, that sticks.
1:01
Speaker 1: This is the Impossible Life Podcast because Nick and I
1:05
Speaker 1: are attempting to live impossible lives. What we know is
1:09
Speaker 1: that nothing is impossible. So instead of using impossible as
1:13
Speaker 1: an excuse to not try, we'll use the pursuit of
1:16
Speaker 1: impossible as an accelerant for greatness. If something's never been
1:21
Speaker 1: done before. That just means it's unexplored. If they tell
1:25
Speaker 1: you it's too hard, it's just waiting to be simplified.
1:29
Speaker 1: Impossible as a default label used by uncourageous people unwilling
1:34
Speaker 1: to take a risk. The real truth is this The
1:37
Speaker 1: solution to any impossible task starts with this question, if
1:42
Speaker 1: I had to, what would it take? What would it take?
1:48
Speaker 2: Ladies and gentlemen, Welcome to episode six. I'm looking across
1:52
Speaker 2: as a man who once challenged the statue of Abraham
1:55
Speaker 2: Lincoln to a stare down contest and one. That's right, folks,
1:58
Speaker 2: Abraham Lincoln link First, my co host, the Navy seal
2:02
Speaker 2: Garrett Uncle Buck.
2:03
Speaker 1: Is it a Blincoln or a blinking.
2:07
Speaker 2: Ooh, that's amazing about that?
2:10
Speaker 1: Which I have so many questions, which, uh statue of Lincoln?
2:14
Speaker 2: Well, you were there. I'm gonna assume it was the
2:16
Speaker 2: Washington one. I just read this on your Definitely, yeah,
2:18
Speaker 2: this is definitely not one for Yeah. I don't think
2:20
Speaker 2: you have a Wikipedia for the record, But man, I
2:22
Speaker 2: was so proud of that intro.
2:23
Speaker 1: Don't say that because somebody will make one and I
2:25
Speaker 1: put a bunch of stuff on there.
2:26
Speaker 2: Well, I would enjoy that personally. So you know, if
2:29
Speaker 2: anybody wants to put a wiki up, just send it
2:30
Speaker 2: to us. That's all we'd ask. All right, So since
2:33
Speaker 2: we last talked, obviously we've taught we uh. Last episode
2:37
Speaker 2: was about masstering failure and overcoming failure, and I actually
2:41
Speaker 2: faced what would have been a catastrophic failure and did
2:43
Speaker 2: something that you have no respect for because you've done
2:46
Speaker 2: it so many times. But for me it was a
2:47
Speaker 2: somewhat big deal as I went skydiving and I went
2:50
Speaker 2: tandem skydiving, and I remember when I told you about it,
2:53
Speaker 2: and I was like looking for tips and you were
2:54
Speaker 2: just like, oh, tandem. It was like I was telling
2:57
Speaker 2: you I was going to cross the street for the
2:58
Speaker 2: first time.
2:59
Speaker 1: I mean, technically you be unconscious for that.
3:01
Speaker 2: So I mean, yeah, you're right, I'm not. I can't
3:03
Speaker 2: really knock that.
3:04
Speaker 1: But share your experience with this.
3:06
Speaker 2: I mean, I don't really want to know. I enjoyed it.
3:10
Speaker 2: I enjoyed it, but you know, no, it's great.
3:12
Speaker 1: I tell everyone that they should at least go skydiving
3:14
Speaker 1: twice because the first time you don't really remember very much,
3:18
Speaker 1: Like you remember getting out of the plane and you
3:20
Speaker 1: remember pulling the parachute and then you remember being on
3:23
Speaker 1: the ground.
3:23
Speaker 2: Right, and I mean, I've got a video of it
3:25
Speaker 2: and stuff because my wife wanted it. Okay, don't look
3:28
Speaker 2: at it. I know see this. You can't see him,
3:30
Speaker 2: but he's looking at it like, oh, you got a video.
3:32
Speaker 2: That's good for you, buddy. Yeah. Anyways, the point is
3:35
Speaker 2: is I went skydiving. It was fun, and I I
3:39
Speaker 2: remember very distinctly when the parachute opened, like this sense
3:43
Speaker 2: of relief, like I you know, people were like, oh,
3:44
Speaker 2: that's dangerous. I'm like, it's not that dangerous. I mean, sure,
3:47
Speaker 2: it's more dangerous than crossing the street, but it's not like.
3:49
Speaker 1: I'd ride a motorcycles more dangerous than skydiving.
3:51
Speaker 2: Well exactly, And that was exactly my kind of point
3:53
Speaker 2: going into it. But anyways, I remember very clearly when this,
3:56
Speaker 2: when the parachute opened, I was like I had this
3:58
Speaker 2: huge sense of relief, and it was pretty obvious what
4:01
Speaker 2: I wanted. It's like, I just wanted to make sure like, Okay,
4:03
Speaker 2: parachute's open, We're good. Everybody always has their horror stories
4:06
Speaker 2: about things that have happened, so I was like, Okay,
4:08
Speaker 2: that's great, and when I got down, I was like, man,
4:10
Speaker 2: I was so focused on that moment. I didn't want
4:12
Speaker 2: to like ignore everything that led up to that. So
4:15
Speaker 2: I tried to live in the moment and you know,
4:17
Speaker 2: just be clear on it. But I was very clear
4:18
Speaker 2: on what I wanted at that moment, and it just
4:21
Speaker 2: got me thinking more about clarity in general in life.
4:24
Speaker 2: And that's what we're going to talk about today, is clarity,
4:26
Speaker 2: because I think clarity is one of those things that
4:27
Speaker 2: when you say, you're like, oh, yeah, that's great, like
4:29
Speaker 2: clarity's you know great. I mean Tony Robbins always says
4:32
Speaker 2: clarity is power, and it's a great saying. It sounds
4:35
Speaker 2: really simple. But I think if you ask most people like, hey,
4:39
Speaker 2: what do you want? What do you want in life?
4:40
Speaker 2: And you just said that to him, you would be
4:43
Speaker 2: radio silence. I mean, guy, we both respect pastor. Keith
4:46
Speaker 2: actually says that. He says, most people in life end
4:50
Speaker 2: up getting I'm sorry, most people know more about what
4:52
Speaker 2: they don't want than what they do, so they end
4:54
Speaker 2: up getting more of what they don't want as a result.
4:57
Speaker 2: That's Keith Graft and I think that is so true.
4:59
Speaker 1: A before we get too far, I have a funny
5:03
Speaker 1: skydiving story that I want to tell. I normally don't
5:06
Speaker 1: tell stories with like a just tell a story because
5:09
Speaker 1: it's a story. But my funny sky you talk about,
5:13
Speaker 1: you know, your first jump. There was a guy in
5:15
Speaker 1: my platoon who his first jump was an absolute tragedy.
5:20
Speaker 1: He lived, he's fine, but had a very difficult experience
5:25
Speaker 1: his first time. But actually not that story. When my
5:29
Speaker 1: first day skydiving, we were preparing, we were at the
5:32
Speaker 1: drop zone waiting to jump, and one of the guys
5:34
Speaker 1: in our class, he had a malfunction on his first jump,
5:37
Speaker 1: which is a big deal, and he was fine, but
5:41
Speaker 1: he had to cut away his parachute. It got stuck
5:44
Speaker 1: in the container bag. So this is this is the
5:47
Speaker 1: funny part. It got stuck in the He was right
5:49
Speaker 1: over the drop zone at like, you know, nine thousand
5:51
Speaker 1: feet no, and at five thousand feet when he's cutting away,
5:56
Speaker 1: his parachute never got out of the container bag, so
5:58
Speaker 1: it just stayed like in a flat. So the point
6:01
Speaker 1: is when he cut away, this parachute didn't drift away.
6:04
Speaker 1: This bag of a parachute just fell and we're all
6:08
Speaker 1: sitting in the hangar just like waiting to get in
6:10
Speaker 1: the plane on our first ride up, and we just
6:14
Speaker 1: hear a smack out in the middle of the field.
6:17
Speaker 1: And if you could have seen, obviously it wasn't a
6:20
Speaker 1: body hitting the ground, it was the parachute still in
6:22
Speaker 1: the container bag. But if you could have seen everybody's faces,
6:25
Speaker 1: it was just so perfect because, I mean, everyone's immediate reaction.
6:29
Speaker 1: The instructors know what that sounds like. It sounds different
6:31
Speaker 1: when a person hits the ground than when a parachute
6:33
Speaker 1: container bag hits the ground. But to a bunch of
6:36
Speaker 1: amateurs at that point, like we all looked at each
6:38
Speaker 1: other like somebody just died, and the instructors did like,
6:45
Speaker 1: they didn't say anything like they knew obviously, yeah, but
6:48
Speaker 1: they were Yeah, they enjoyed the moment. So that was
6:51
Speaker 1: funny story from my first day before I got into
6:54
Speaker 1: a plane.
6:54
Speaker 2: Well see, and this is this is a classic Garrett
6:57
Speaker 2: right there. So the fun thing about being friends with
6:59
Speaker 2: you is that I can tell a story about something
7:01
Speaker 2: I did and you'll, you know, you'll sympathize and listen,
7:03
Speaker 2: and then you'll be like, hey, I've got a story too,
7:05
Speaker 2: and like, you're not a topper. I'm not making an
7:07
Speaker 2: accusation or anything, but dude, your stories are always better.
7:10
Speaker 2: I sent him a video of me getting hit by
7:12
Speaker 2: a ninety one mile per hour pitch from a baseball
7:15
Speaker 2: for one of my clients, and he's like, yeah, yeah,
7:17
Speaker 2: I remember I got hit back in high school by
7:19
Speaker 2: this guy who went on to get drafted by the
7:20
Speaker 2: Marlins at ninety one in the neck. And I was
7:22
Speaker 2: just kind of like, okay, you win.
7:24
Speaker 1: Well, that was like totally a one upper story. So
7:27
Speaker 1: you just said I wasn't a one upper and made
7:29
Speaker 1: me sound like one upper. But that's okay.
7:31
Speaker 2: I mean, I'm just pointing out that it's you know,
7:33
Speaker 2: one day I'm going to tell a story and you're
7:35
Speaker 2: just going back. Wow, that was really cool.
7:36
Speaker 1: I think we're getting I think we're just getting some
7:38
Speaker 1: banter on the podcast because I've heard that people appreciate that.
7:42
Speaker 1: But let's, uh, why don't you recenter us after my
7:45
Speaker 1: pointless story? Don't tell very many pointless stories? That one
7:48
Speaker 1: was a pointless story, get us back up.
7:50
Speaker 2: I actually enjoyed that. That was amazing, but no, I
7:52
Speaker 2: was it was going back to clarity. So I really
7:54
Speaker 2: think that clarity is one of those things in life
7:56
Speaker 2: that when somebody explains it to you, it makes sense,
8:00
Speaker 2: and if people actually take it and apply it to
8:02
Speaker 2: their life, it genuinely can be a life changing experience.
8:06
Speaker 2: But once again, I think if you go to people
8:07
Speaker 2: and you say, hey, what do you want out of
8:09
Speaker 2: life right now? They would just look at you. And
8:12
Speaker 2: I think for most people what they want is they
8:14
Speaker 2: just want things to be okay. And for them, I
8:16
Speaker 2: think I'm putting words and people, but I think okay
8:19
Speaker 2: would be the absence of pain or difficulty. And then
8:21
Speaker 2: I contrast that with my own kids, and my kids
8:23
Speaker 2: if I say, hey, what do you want at any time,
8:25
Speaker 2: they could tell me four hundred things. So I don't
8:28
Speaker 2: really know what part of life it gets to. When
8:31
Speaker 2: you don't, you kind of can't figure out what you
8:33
Speaker 2: want anymore. But I think somewhere along the lines people
8:36
Speaker 2: lose that. And then I contrast that with a guy
8:38
Speaker 2: like yourself, who's of course a Navy seal and the
8:40
Speaker 2: military in general, and you guys are so hot on
8:43
Speaker 2: mission planning and purpose and on clarity. I mean, it's
8:46
Speaker 2: not like they just send you into a hot zone
8:47
Speaker 2: and go like, hey, try and find some bad guys
8:49
Speaker 2: and do the best you can you know it's yeah, different.
8:51
Speaker 1: There actually is. There's been times when guys do things
8:54
Speaker 1: like that. It's called patrol to contact when there actually
8:57
Speaker 1: wasn't a mission and guys would go out looking for
9:00
Speaker 1: the enemy. And there's some there's some awful stories and
9:04
Speaker 1: some difficult lessons learned from doing things like that. Right,
9:09
Speaker 1: So that's yeah, that's you're you're exactly right. Typically when
9:12
Speaker 1: we're stepping outside the wire, it is for a specific purpose.
9:16
Speaker 1: There is a mission, and just commenting on the on
9:19
Speaker 1: the clarity topic there will come back more to mission,
9:22
Speaker 1: but for clarity. Something that like really always occurred to me,
9:25
Speaker 1: even from a young age, was, uh, you know, this
9:28
Speaker 1: is funny, and I'm going to use it in a
9:30
Speaker 1: serious light, which is I think probably one of Nick's
9:33
Speaker 1: favorite things about me when I talk about something that
9:35
Speaker 1: should be humorous but I'm actually making a serious point.
9:38
Speaker 1: I think about, you know the movie Step Brothers. Uh,
9:43
Speaker 1: where you totally You're thinking, where's he going with this?
9:45
Speaker 1: This is just the first reference that popped into my head,
9:47
Speaker 1: and it'll make sense and Stepbrothers. Remember his dad said
9:50
Speaker 1: he wanted to be a dinosaur, Ye, right? People I
9:53
Speaker 1: say that to say people will have a vision for
9:56
Speaker 1: their life. Well I always wanted to be this. I
9:58
Speaker 1: always wanted to be this, and either they decide they
10:01
Speaker 1: can't do it, or it gets taken away from them
10:03
Speaker 1: and they never select another thing. People think the only
10:06
Speaker 1: alternative to my high I wanted to be an astronaut,
10:09
Speaker 1: can't be an astronaut. I guess I'll just be you know,
10:11
Speaker 1: a insert whatever you think is a low level job, right.
10:15
Speaker 1: I don't want to insult anybody's career. So you know,
10:18
Speaker 1: if it wasn't an astronaut for you, it should be like, well,
10:21
Speaker 1: what is the next? But if it's completely taken away
10:24
Speaker 1: from you and there's no way to do it, like
10:26
Speaker 1: what are you still dreaming about? But I think people
10:28
Speaker 1: a lot of times people experience this in life where
10:31
Speaker 1: they can't like their dream is ripped away from them
10:34
Speaker 1: and they just say, well, I guess I can't dream anymore.
10:36
Speaker 1: But that's a different topic. I just wanted to touch
10:39
Speaker 1: on that as we were talking about clarity and some
10:41
Speaker 1: of what you were saying there, not letting people rob
10:44
Speaker 1: you of your vision and continuing to dream even when
10:47
Speaker 1: you don't see what you want to see. Let's come
10:49
Speaker 1: back to Mission though that was just kind of a
10:51
Speaker 1: quick little rabbit hole. And maybe we'll talk about vision
10:55
Speaker 1: more on another podcast.
10:57
Speaker 2: Let's come back to mission. Yeah. No, well I want
10:59
Speaker 2: to I think you're one hundred percent right, because I
11:02
Speaker 2: just while you were talking, put myself back in my
11:04
Speaker 2: younger days, and you know, I wanted to be a
11:07
Speaker 2: baseball player when I was a little kid growing up.
11:09
Speaker 1: Yeah, pro athlete, that's it. For a lot of people
11:10
Speaker 1: wanted to be a pro athlete. Well, I guess can't
11:12
Speaker 1: be a pro athlete. Don't know what you do now?
11:14
Speaker 2: Yeah, and you just kind of see what comes along
11:16
Speaker 2: and then suddenly you know you're ten years down the line,
11:18
Speaker 2: that's your life unless you really make a conscious decision
11:20
Speaker 2: of like I don't want this, I want something else.
11:23
Speaker 1: Well, the real problem in that is that we all
11:26
Speaker 1: have to have a purpose, and people think, you know,
11:29
Speaker 1: maybe if you thought you were supposed to be a
11:30
Speaker 1: pro ball player and then you don't get to do that,
11:32
Speaker 1: then you think, well, I guess I just have no purpose.
11:35
Speaker 1: That's not true. Businesses run into this all the time.
11:38
Speaker 1: They set out with some sort of noble purpose in
11:41
Speaker 1: the beginning, and then five years down the road, seven
11:44
Speaker 1: years down the road. Their only purpose is making money
11:46
Speaker 1: and they don't know who they are anymore. It happens
11:48
Speaker 1: in people's lives as well.
11:49
Speaker 2: Yeah, no, I couldn't agree more. I mean, I work
11:51
Speaker 2: with a lot of different businesses, and I will say
11:54
Speaker 2: that there's a lot of people that have great ideas
11:56
Speaker 2: for making money or great ideas for products, but very
11:58
Speaker 2: few companies that actually start with mission. And I put
12:02
Speaker 2: that into people's lives as well, and people start going, well,
12:04
Speaker 2: I want this car, and I got pressure to pay
12:06
Speaker 2: the bills, so I'm just going to go find something.
12:08
Speaker 2: And so suddenly you end up in a place where
12:09
Speaker 2: when someone goes, what do you want, you're like to
12:12
Speaker 2: be able to pay my bills, you know, And you're
12:14
Speaker 2: so far from removed from that time when you first
12:16
Speaker 2: set out and took your first loan or whatever it
12:18
Speaker 2: was that starred you on the path that you're on.
12:20
Speaker 2: So I think what you said.
12:21
Speaker 1: Was you end up in it's kind of like getting lost. Yeah,
12:24
Speaker 1: nobody ever intends to get lost, but at some point
12:28
Speaker 1: you realize like why am I here? And how am
12:30
Speaker 1: I here?
12:31
Speaker 2: Yeah?
12:31
Speaker 1: How do I get out of here? That's the feeling
12:34
Speaker 1: of loss, But no one ever gets out of their
12:36
Speaker 1: car at the National Park and says, I'm going to
12:39
Speaker 1: go get lost today. Nobody does that with their life,
12:41
Speaker 1: but it happens. It happens from a lack of awareness,
12:44
Speaker 1: and it happens from a lack of intentionality.
12:46
Speaker 2: Right, yeah, I mean, so taking us exactly what So
12:49
Speaker 2: that's exactly what we want to cover in this podcast.
12:51
Speaker 2: So I'm thinking back to I mean, obviously you would
12:54
Speaker 2: have mission plans, and I mean I'm curious to hear
12:57
Speaker 2: about how the military handles mission planning. But I think
13:00
Speaker 2: we'll get to that a little bit more later. You
13:02
Speaker 2: told me a story once about you going down to
13:05
Speaker 2: Houston because when there was a flood. I don't remember
13:07
Speaker 2: how many years ago was that.
13:08
Speaker 1: Shoot, I think this was it was twenty sixteen or
13:11
Speaker 1: twenty seventeen, the Houston hurricanes. I want to say it
13:14
Speaker 1: was twenty sixteen.
13:15
Speaker 2: Okay, yeah, I mean, so you obviously there's a hurricane
13:19
Speaker 2: that happens. A group that you're associated with puts together
13:22
Speaker 2: in eighteen.
13:23
Speaker 1: It was sorry, it was twenty seventeen.
13:24
Speaker 2: Okay, twenty seventeen, no problem. So a group puts together
13:26
Speaker 2: an eighteen wheeler full of supplies and says, hey, we
13:28
Speaker 2: want to help out a bunch of people. We want
13:30
Speaker 2: to go down there and deliver this food. So you're
13:32
Speaker 2: sitting there and you're going, Okay, where's this truck going.
13:36
Speaker 1: Yeah, so they put this truck together. I remember the
13:39
Speaker 1: hurricane coming in in twenty seventeen. Yeah, it was twenty seventeen,
13:43
Speaker 1: the hurricanes coming through, and I remember that it started
13:46
Speaker 1: to escalate, like it became worse than what people were
13:50
Speaker 1: seeing for the hurricanes. So anyways, this group of people
13:53
Speaker 1: from this business put a bunch of put a bunch
13:57
Speaker 1: of resources together to go down there and support people.
14:00
Speaker 1: And myself and another guy who was from Houston before
14:04
Speaker 1: they just sent it, because they were about to just
14:05
Speaker 1: send this eighteen, I said, a hold on a second, guys,
14:08
Speaker 1: they're going to get down there. I've seen you know,
14:10
Speaker 1: catastrophe areas before.
14:12
Speaker 2: They're going to get.
14:12
Speaker 1: Down there and have no idea where they're going or
14:15
Speaker 1: what to do. You can't just send a truck driver
14:17
Speaker 1: say go deliver this to people in need. Right, So
14:20
Speaker 1: not everyone thinks that way. A lot of people think like,
14:22
Speaker 1: let's just get the stuff there. Yeah, well there's a
14:24
Speaker 1: lot more to it than that. And the more time
14:27
Speaker 1: you've spent around details or logistics or planning, you know
14:30
Speaker 1: that there's there's some finer details. So there's usually when
14:33
Speaker 1: you do things like that, at least from a military component,
14:36
Speaker 1: you have a reconnaissance unit or you have an advanced
14:39
Speaker 1: unit that goes ahead and selects a route and tells
14:41
Speaker 1: people where they're going. So that's kind of my mindset
14:44
Speaker 1: coming into this equation. So the guy that goes with
14:47
Speaker 1: me is a good friend of mine. His name's Ac Canterra.
14:50
Speaker 1: I'm sure AC's going to hear this podcast at some point.
14:53
Speaker 1: We go down there together to deliver the good or
14:56
Speaker 1: to find the location.
14:57
Speaker 2: To deliver these goods.
15:00
Speaker 1: Okay, So we we get down there, we're on our
15:04
Speaker 1: way and just as we're getting into the and it's
15:06
Speaker 1: good that Ac came with me because he knows the area.
15:09
Speaker 1: I don't know Houston. So between me and Ac, we're
15:12
Speaker 1: going to figure out this problem. And as we're coming in,
15:15
Speaker 1: you just see you know, cars stranded, people in need.
15:18
Speaker 1: The water is you know, for the day after the hurricane.
15:21
Speaker 1: And we went down the day after as soon as
15:23
Speaker 1: we could get in, like the water is still there
15:26
Speaker 1: in the flooded areas. It's the water hasn't receded yet,
15:29
Speaker 1: so there's a lot of undrivable roads, a lot of
15:31
Speaker 1: people stranded, people walking down the side of the road.
15:34
Speaker 1: Like it's not a pretty site. Yeah, and it's it's
15:37
Speaker 1: not like we're you know, passing you know, children stranded
15:40
Speaker 1: on the side of the road. But there's a lot
15:42
Speaker 1: of opportunities for people that need help that we're passing
15:45
Speaker 1: right by. And as we were driving down, AC, you know,
15:49
Speaker 1: this one scenario came upon us and AC was thinking,
15:52
Speaker 1: like we should stop and help these people. And I said, AC,
15:55
Speaker 1: you have to remember the mission that we were sent
15:57
Speaker 1: on here. Now we could help those people people, but
16:00
Speaker 1: this would be an example of good getting away in
16:02
Speaker 1: the way of the mission. It would be good for
16:05
Speaker 1: us to help these people. But if we go help
16:07
Speaker 1: these people, then we're not going to accomplish what we
16:09
Speaker 1: set out to do. And there are a lot of people,
16:12
Speaker 1: a lot more than this group of eight, that are
16:14
Speaker 1: going to need the resources that were sent down here
16:17
Speaker 1: to deliver. So we can't get distracted by this shiny object.
16:22
Speaker 1: Though what I called it in the moment to AC
16:24
Speaker 1: was a mission killer, Like this would be a great
16:27
Speaker 1: thing to do to help these people. Why would you
16:29
Speaker 1: not be a good Samaritan so to speak, and help
16:32
Speaker 1: these people that you could help and you have the
16:34
Speaker 1: desire to help. All of that was true, but if
16:36
Speaker 1: we got focused on that, it would have killed our mission.
16:39
Speaker 1: We wouldn't be able to deliver this eighteen wheeler of
16:42
Speaker 1: goods to where it needed to go. They were just
16:44
Speaker 1: a few hours behind us. We didn't have a lot
16:46
Speaker 1: of time to mess around. We had to get ahead
16:48
Speaker 1: of them, find their out, and we're looking for a
16:51
Speaker 1: place to actually deliver these goods. We don't even know
16:53
Speaker 1: where we can take it. So we had all this
16:56
Speaker 1: that's what we had to do. So anyways, kind of
16:58
Speaker 1: that lesson for AC and I, there was the mission
17:02
Speaker 1: killers not letting things get in the way of really
17:05
Speaker 1: what you set out to do. And that comes from
17:07
Speaker 1: remembering what your mission is. When you have a clear
17:09
Speaker 1: mission brief, when you have a clear mission plan, when
17:12
Speaker 1: we know why we're setting out to do something, then
17:14
Speaker 1: you're not going to let things distract you. But when
17:16
Speaker 1: you just set out to do a thing or to
17:18
Speaker 1: do some good, it's really easy to go this way
17:22
Speaker 1: and go that way and get way. I mean, we
17:24
Speaker 1: could if Ac and I had stopped there, we'd probably
17:27
Speaker 1: help those people, then help them change their tire, then
17:30
Speaker 1: got them back to their house and help their neighbor.
17:32
Speaker 1: You know, it just goes on and on down this
17:34
Speaker 1: rabbit hole of things that could be good that don't
17:37
Speaker 1: support the mission.
17:38
Speaker 2: And that actually sounds kind of cold, doesn't it.
17:40
Speaker 1: It is. It's unfortunately it is cold, But you have
17:44
Speaker 1: to remember what you were commissioned to do. We were
17:47
Speaker 1: commissioned to go and do this, and we made a
17:50
Speaker 1: commitment to find a home and to select a route
17:54
Speaker 1: for this eighteen wheler to come down. So while it
17:56
Speaker 1: might be good to do these things, these opportunities that
18:00
Speaker 1: presented us, we'd be betraying the mission to do it.
18:03
Speaker 2: Yeah, I'm just wondering how Ac took this, because you
18:05
Speaker 2: obviously your heart died a long time ago, and buzz training,
18:08
Speaker 2: I don't know.
18:08
Speaker 1: I don't know if that's true. Ac and I are
18:11
Speaker 1: are similar personality. He's a guy who is intelligent and
18:15
Speaker 1: calculated but also cares a great deal about people. And
18:19
Speaker 1: as soon as we talked about it, he shifted immediately.
18:22
Speaker 1: He realized, like, you're right, Like, no, we have to
18:23
Speaker 1: stay committed to what we came out here to do
18:26
Speaker 1: and not just do a good thing. It's a should do.
18:29
Speaker 2: I imagine that happens all the time with the military.
18:31
Speaker 1: Sorry not it should do. It's a could do okay,
18:33
Speaker 1: could do.
18:34
Speaker 2: Item okay, So could do and should do I'm guessing
18:37
Speaker 2: that that's a yeah.
18:38
Speaker 1: You got to you gotta know the difference between the
18:40
Speaker 1: could does and the should dos. Like we were sent
18:43
Speaker 1: on a mission to find a home for these goods
18:46
Speaker 1: and to select a route. That's what we should be doing.
18:49
Speaker 1: Now we could help all of these people. But you
18:52
Speaker 1: got to discern the could dues from the should dos.
18:54
Speaker 1: It's it's not as good of a way of saying
18:57
Speaker 1: as what we've already talked about and having mission focus
18:59
Speaker 1: and being firm and dedicated to what you were put
19:03
Speaker 1: out there to do.
19:04
Speaker 2: Yeah, so, I mean question, then, how do you decipher
19:06
Speaker 2: the could duws from the should dos?
19:08
Speaker 1: Yeah? So they should Well, it depends did you start
19:10
Speaker 1: with a mission brief? Right? If you didn't start with
19:12
Speaker 1: a mission, if you just went out on the battlefield,
19:15
Speaker 1: then you can It's impossible to determine the could dus
19:18
Speaker 1: from the should douce until you've clarified what your mission
19:21
Speaker 1: really is.
19:22
Speaker 2: Yeah, okay, let's pull this back then, because as always
19:24
Speaker 2: we want to give people something practical and something that
19:27
Speaker 2: they can really put into their life, and it always
19:30
Speaker 2: starts at the thought process, right, So the thinking here
19:34
Speaker 2: is first and foremost. I think if you're going to
19:35
Speaker 2: look at how to apply this to your life, I
19:38
Speaker 2: think you have to get some You have to sit
19:40
Speaker 2: down and actually figure out, you know, what your mission is, right,
19:43
Speaker 2: And that is a huge statement when I say mission
19:46
Speaker 2: in this respect. I'm sure we'll talk about life's purpose
19:48
Speaker 2: on another pod. This is more specific asion.
19:52
Speaker 1: A mission can be something and I don't mean to
19:54
Speaker 1: oversimplify it, but a mission can be something as simple
19:58
Speaker 1: as you know, finding a route for an eighteen wheeler
20:01
Speaker 1: and a destination for the eighteen wheeler, or a mission
20:05
Speaker 1: can be something that takes weeks or months. Like you
20:08
Speaker 1: can have broader missions or you can have small micro missions.
20:11
Speaker 1: But in any mission, you've got to have a mission directive.
20:14
Speaker 1: You've got to have what are we doing here? Like
20:17
Speaker 1: what we are seeking to find a home for these
20:19
Speaker 1: goods and to select a route check that's what we're
20:22
Speaker 1: here to do, and we're going to do that, and
20:23
Speaker 1: that alone and tool we're finished with it, then maybe
20:26
Speaker 1: we can pick up some of the other could do. Now,
20:29
Speaker 1: I say that to say, most lessons that I'll talk
20:32
Speaker 1: about have a caveat to them or an opportunity. Where
20:35
Speaker 1: when is it not true?
20:37
Speaker 2: Right?
20:37
Speaker 1: Because rules are great. Rules help guide you towards where
20:40
Speaker 1: you want to go. But rules can be broken, or
20:44
Speaker 1: as Morphia says, some rules are meant to be meant bent.
20:47
Speaker 1: Others are meant to be broken. And when you understand
20:50
Speaker 1: why rules are in place, you know which ones to
20:52
Speaker 1: bend and which ones to break. So if you know
20:56
Speaker 1: that you should focus on your mission and your mission alone,
20:59
Speaker 1: and you understand why, because you don't want things to
21:01
Speaker 1: interrupt you from conducting your mission correctly. If you understand that,
21:05
Speaker 1: you can also be interruptible in your mission. The reason
21:09
Speaker 1: we couldn't help those people is because we didn't have time.
21:12
Speaker 1: The truth, I had to make a decision between do
21:14
Speaker 1: we help these people or do we accomplish the mission.
21:17
Speaker 1: It was an either or Unfortunately that's the way life is.
21:21
Speaker 1: Sometimes you cannot do both things at once. Or as
21:24
Speaker 1: Ray Dalio says, you can have anything you want, you
21:26
Speaker 1: just can't have everything that you want right. So it's
21:28
Speaker 1: a little bit of that and what we had to
21:30
Speaker 1: lean on. When you're in that position of a rock
21:32
Speaker 1: and a hard place, you got to lean back to
21:35
Speaker 1: what did we set out to do? Why are we here?
21:37
Speaker 2: Yeah? Okay, so I wanted to talk more about the
21:41
Speaker 2: mission planning, but before we do, you just said something
21:43
Speaker 2: that I have to ask you about. So you said
21:45
Speaker 2: some rules can be bent and some can be broken,
21:47
Speaker 2: and impossible life. Bingo. We've had a Tony Robbins quote,
21:50
Speaker 2: We've had a pastor of Keith Kraft quote, and now
21:51
Speaker 2: we've had a Matrix quote. So you know, bingo, we
21:54
Speaker 2: checked all the box We checked all the boxes, and
21:55
Speaker 2: you quoted that Ray Dalio quote, which'm pretty sure you
21:57
Speaker 2: say every episode, but it's like pretty good. It is
21:59
Speaker 2: a great, great book as well, Principles. We'll put the
22:01
Speaker 2: put a link to it the show.
22:02
Speaker 1: Now. One of the smartest people of our time, so
22:04
Speaker 1: he's very quotable.
22:05
Speaker 2: He is the most successful hedge fund manager of all time,
22:09
Speaker 2: in case you don't know who Ray Dalio is. Okay,
22:11
Speaker 2: so you said some rules were made to be bent,
22:14
Speaker 2: some were made to be broken, and man that could
22:17
Speaker 2: be misapplied like I could suddenly start ripping people off
22:19
Speaker 2: because my mission is to make money. So can you
22:22
Speaker 2: give a practical example of that principle, ideally in the
22:25
Speaker 2: Houston story.
22:26
Speaker 1: But if not, well, first off, you don't ever want
22:30
Speaker 1: I'm never going to encourage people to do things like
22:34
Speaker 1: steal from people. And that's not what you were saying either.
22:37
Speaker 1: But you're saying, when can we break rules for I'm
22:40
Speaker 1: going to start with I'm going to start with something
22:43
Speaker 1: that the CEO, the commanding officer of Seal Team three,
22:46
Speaker 1: before our first deployment, before ever all the platoons win
22:49
Speaker 1: a bunch of different directions, and he gave a speech.
22:52
Speaker 1: He said two things that were really awesome. One thing
22:54
Speaker 1: he said was drive with the gas, not the break.
22:57
Speaker 1: And then the other thing was he talked about empower people.
23:00
Speaker 1: And this is when you have skilled people, you've got
23:03
Speaker 1: to understand this. Don't put a bunch of limitations on them.
23:05
Speaker 1: And this is why I like talking about rules and
23:07
Speaker 1: breaking them, because really elite people understand what rules are
23:12
Speaker 1: for and know when they can break them. I'm going
23:15
Speaker 1: to give myself away here. Sometimes when I'm driving really
23:19
Speaker 1: early in the morning, at like three am and there's
23:21
Speaker 1: a red light, and I'm sitting there for two minutes,
23:24
Speaker 1: I look both ways, and then I go through the
23:27
Speaker 1: light because I understand why that rule is there, and
23:30
Speaker 1: I chose to break the rule. Now, in this case,
23:32
Speaker 1: I'm actually breaking the law, and that's not really a
23:35
Speaker 1: good thing to do. But that's an example of, Look,
23:37
Speaker 1: I understand why this rule exists, and I don't just
23:40
Speaker 1: want to ignore it, but you have to know when
23:42
Speaker 1: you can break it. I'm not saying you should do
23:43
Speaker 1: that all the time, but if you're doing something really important,
23:46
Speaker 1: you can weigh the importance of your mission versus the
23:49
Speaker 1: importance of that rule, right, And that's when there's an
23:51
Speaker 1: opportunity to bend or break a rule.
23:54
Speaker 2: So like in the Houston example, I'm guessing you guys
23:56
Speaker 2: probably ran a few blinking traffic lights or whatever to
23:59
Speaker 2: get down there.
24:00
Speaker 1: I don't remember if we did or not, but probably
24:03
Speaker 1: that is an example of, Look, you've got a weigh
24:05
Speaker 1: the mission against once you're doing. But to come back
24:08
Speaker 1: to what my commanding officer said the second thing. He said,
24:12
Speaker 1: we're going out to deploy. He was talking about empowerment,
24:15
Speaker 1: and he said, if it's moral, legal, or ethical, do
24:19
Speaker 1: it right. He was giving all of us the ability
24:23
Speaker 1: to think and decide for ourselves. You make choices, I've
24:27
Speaker 1: trained you, I've prepared you. If it's moral, legal, or ethical,
24:31
Speaker 1: do it.
24:32
Speaker 2: That's awesome matter right, So.
24:33
Speaker 1: Instead of but it takes That's when the most junior
24:38
Speaker 1: guy hearing that speech had been through two years of
24:41
Speaker 1: elite training, right everyone else there was two years of
24:43
Speaker 1: elite training, plus years of combat experience and years more
24:47
Speaker 1: of training. When you have a group like that, you
24:49
Speaker 1: don't need to put a bunch of rules on them.
24:51
Speaker 1: The opposite is when you haven't been trained, when you
24:54
Speaker 1: haven't been prepared, you have to put rules in place.
24:57
Speaker 1: Just like with children, we put rules in place to
25:00
Speaker 1: protect them from things they don't know how to discern correctly,
25:03
Speaker 1: or they're not they're incapable of protecting themselves from. The
25:06
Speaker 1: more capable you are, the more you the less need you.
25:10
Speaker 2: Have for rules. Man, there's so much we could go into.
25:14
Speaker 1: And all that. So I've always been someone from a
25:16
Speaker 1: young age that challenge rules and push back on rules.
25:20
Speaker 1: It's not that I'm against rules as a as a thing,
25:24
Speaker 1: but I think so many rules diminish people's ability to
25:29
Speaker 1: make choices, and I didn't like that. I was never
25:32
Speaker 1: the rule follower guy. My goal is not to break
25:34
Speaker 1: every rule, but my goal is certainly not to follow
25:38
Speaker 1: every rule because there's a lot of rules and and uh,
25:41
Speaker 1: while we're on this topic of rules, I'll just bring
25:45
Speaker 1: one up that gets misunderstood a lot, which is the
25:48
Speaker 1: seal saying if you're not cheating, you're not trying.
25:52
Speaker 2: I think that was also the Patriots philosophy when they
25:55
Speaker 2: were way to say.
25:57
Speaker 1: Let's talk about if we're going to break rules, that's
26:00
Speaker 1: to cheating. There's a lot of things in life where
26:02
Speaker 1: people would say, oh, you can't do that, Well I
26:05
Speaker 1: just did right because there wasn't a rule against it,
26:08
Speaker 1: or people have this mindset or this concept. And the
26:11
Speaker 1: reason I want to dig into this right now, this
26:13
Speaker 1: wasn't the direction that we wanted to go, but it
26:15
Speaker 1: fits so in line with what the Impossible Life podcast is.
26:19
Speaker 1: There's rules and limitations and barriers that people put out there,
26:23
Speaker 1: that the world puts out there that frame us in
26:25
Speaker 1: and keep us from being what we're supposed to be doing,
26:28
Speaker 1: from accomplishing our missions that really just we need to
26:31
Speaker 1: ignore or we need to know when it's Okay, to
26:34
Speaker 1: step over those lines again. I'm not encouraging anyone to
26:37
Speaker 1: do things that are immoral or illegal or unethical. I
26:41
Speaker 1: want you, but if it's more illegal and ethical, you
26:43
Speaker 1: need to do it. If it's a mission that you have,
26:45
Speaker 1: don't let things stand in your way. So let's talk
26:48
Speaker 1: about that for a second. If you're not cheating, you're
26:51
Speaker 1: not trying. It's not cheating in the sense of it's
26:56
Speaker 1: not cheating in the sense of selfishness. It's not cheating
26:59
Speaker 1: in the sense of immorality. It's cheating in the sense
27:03
Speaker 1: of what corners can I cut? Right? You know, it's
27:07
Speaker 1: not cutting corners that you shouldn't cut, it's cutting the
27:10
Speaker 1: corners that you can right.
27:12
Speaker 2: Yeah, I didn't even realize that was a seal saying.
27:15
Speaker 1: That's a big one, guys, say it gets you're still
27:18
Speaker 1: watching Buds Class two thirty four documentary. By the time
27:20
Speaker 1: you've finished that documentary, you'll hear it at least a
27:23
Speaker 1: couple times, okay, and you see so you'll see really
27:26
Speaker 1: where they it's a part of seal culture that they
27:29
Speaker 1: really teach to guys. Some people have this way of thinking.
27:32
Speaker 1: Everyone else learns it in Buds because it's a part
27:34
Speaker 1: of guerilla warfare. Gerrilla warfare in itself, which is the
27:38
Speaker 1: inception of the seal teams you know in Vietnam. Said
27:41
Speaker 1: JFK said, we need some non traditional fighters, right. Non
27:45
Speaker 1: traditional fighters seek to break the rules. There are these
27:48
Speaker 1: rules of combat that we should do conflict this way,
27:52
Speaker 1: and guerilla warfare says we're going to break all those rules. Right.
27:55
Speaker 1: So that's the whole foundation of who seals are. Are
27:58
Speaker 1: rule breakers and cheaters, so to speak, but not in
28:01
Speaker 1: the type of cheating that you would think. In buds.
28:04
Speaker 1: You'll see these guys get a challenge from an instructor
28:08
Speaker 1: and he'll tell he'll say, you know, like I want
28:10
Speaker 1: you to go down to this post and come back right.
28:13
Speaker 1: But he didn't say with your boat. So all said
28:17
Speaker 1: six boat crews heard it. Five boat crews took off
28:20
Speaker 1: running with their boat, and one of the boat crews
28:23
Speaker 1: who was listening, well, put their boat off, and they
28:25
Speaker 1: took off running and came back right. And they beat
28:27
Speaker 1: everybody because they took advantage of something that could be
28:30
Speaker 1: taken advantage of. And that instructor, even if he hadn't like,
28:34
Speaker 1: he might be mad, he might be thinking like, well, shoot,
28:37
Speaker 1: that's not really what I wanted to happen right now.
28:39
Speaker 1: He also knows what he's teaching them, and he'll say
28:41
Speaker 1: I didn't say with your boat, and he'll never You
28:45
Speaker 1: would never see an instructor like blow up and get
28:47
Speaker 1: pissed at that if he didn't give clear direction. He's like,
28:51
Speaker 1: way to go, guys, like you won you beat me,
28:53
Speaker 1: like you took advantage of the opportunity because I didn't
28:56
Speaker 1: communicate clear enough. Now pick up your boat and do
28:58
Speaker 1: it again.
28:59
Speaker 2: Right.
29:00
Speaker 1: But he's going to give it to him. And that's
29:01
Speaker 1: the big lesson. So a lot of people do that
29:03
Speaker 1: in life. They think things are rules that aren't. You
29:06
Speaker 1: would watch five other boat crews take off running with
29:08
Speaker 1: the boat on your head and say, well I have
29:10
Speaker 1: to No, you don't, man, that's that's so that's kind
29:15
Speaker 1: of That is the short mini podcast on rule breaking
29:19
Speaker 1: and cheating and when to cheat. And the last thing
29:22
Speaker 1: I'll say on wind to cheat is you as a business,
29:26
Speaker 1: as a group of people, you need to Cheating is
29:29
Speaker 1: a form of taking risk, like the cutting corners is
29:32
Speaker 1: a type of taking risk. You don't want to take
29:34
Speaker 1: stupid risk. You want to take smart risks, risks that
29:37
Speaker 1: multiply your ability, that multiply your advantage. You don't take
29:41
Speaker 1: risks that benefit you, but you risk the team, right, that's.
29:45
Speaker 2: Wrong The risk aversion and assessment is.
29:48
Speaker 1: Yeah, So like, if I've risked the team, but I'm
29:50
Speaker 1: the only one that gains from it, that's the wrong
29:53
Speaker 1: type of cheating. If you are, you know, if you're
29:55
Speaker 1: only risking yourself and only you gain, that's one thing.
29:59
Speaker 1: But you can't risk the team but only you gain.
30:02
Speaker 1: The only time that you risk the team is when
30:04
Speaker 1: the whole team benefits from it.
30:06
Speaker 2: Yeah, that I mean that right there was probably worth
30:08
Speaker 2: the whole podcast, But I do want to get back
30:11
Speaker 2: to what we're.
30:11
Speaker 1: We did have a plan to talk about some other things.
30:13
Speaker 2: Well, and we still are. But I think that that's
30:15
Speaker 2: a hugely fascinating part. One of the things I wanted
30:17
Speaker 2: to call out is I don't think we need to
30:20
Speaker 2: tell people. I don't think we have enough power and
30:22
Speaker 2: that people can't decipher information from themselves. But I just
30:24
Speaker 2: want to reiterate that you did say these were all
30:26
Speaker 2: highly trained people this you know, and you gave the
30:29
Speaker 2: example of the kids, and I think that that's yes, no.
30:31
Speaker 1: Terms that they would use for us for seals is
30:34
Speaker 1: thinking shooters. Okay, right, So I heard this analogy many times.
30:40
Speaker 1: You can train an eighteen year old to throw grenade
30:43
Speaker 1: through a window and kill everybody, Like, that's not hard.
30:46
Speaker 1: I mean, grenades are scary, but in five minutes, I
30:48
Speaker 1: can teach you how to properly throw grenade through a
30:50
Speaker 1: window and blow up everyone in the room. It takes
30:53
Speaker 1: two years to train a group of seal students to
30:56
Speaker 1: the level of being a seal. That six men can
30:59
Speaker 1: go into a building and clear the target and shoot
31:02
Speaker 1: the bad guys, protect the innocent people and none of
31:05
Speaker 1: them get shot, right, So they accomplish the same objective,
31:08
Speaker 1: but in completely different ways.
31:11
Speaker 2: Yeah, and there's a lot to be said for that
31:13
Speaker 2: one thing I did want to talk about because you
31:14
Speaker 2: talked about unleashing elite people, and I could, man, that
31:19
Speaker 2: has so many applications from a business standpoint, So I
31:22
Speaker 2: just want to put a pin in that for later
31:24
Speaker 2: for another pod. You may not know this if this
31:26
Speaker 2: is your first time listening, or you just may not
31:28
Speaker 2: know this. Garrett is a business coach. There's not many
31:31
Speaker 2: people to learn better about teamwork than from a former
31:33
Speaker 2: Navy Seal. So if anyone out there is interested in that,
31:36
Speaker 2: we do have our contact information in the show notes.
31:38
Speaker 2: You can get in touch that way. But I do
31:40
Speaker 2: want to go into that. The reason I'm putting a
31:42
Speaker 2: pin in it on this pod is because we will
31:44
Speaker 2: at some point talk about teams.
31:45
Speaker 1: We will we will spend a lot of time talking
31:47
Speaker 1: about those things.
31:48
Speaker 2: Yes, sir, whatever you say, sir, that's very very determined. Okay.
31:51
Speaker 2: So going back to clarity, because I think in order
31:55
Speaker 2: to apply the rule breaking principles that you just said,
31:59
Speaker 2: the prerequis is you have to actually have a mission
32:01
Speaker 2: because otherwise you're just being a jerk.
32:02
Speaker 1: Right, You've got to have a mission. And also to
32:04
Speaker 1: break the rules, you have to know what the rules
32:06
Speaker 1: are and you have to know the purpose for those rules.
32:08
Speaker 2: Right.
32:09
Speaker 1: I can't I can't run a red light if I
32:11
Speaker 1: don't know why red lights are there.
32:13
Speaker 2: Yeah, okay, So putting this back in the context, so
32:16
Speaker 2: we need to have an understanding of the context, within
32:19
Speaker 2: our mission, within the overall sphere of how it's impacting
32:21
Speaker 2: other people and why those things are created. So you
32:24
Speaker 2: guys are phenomenal at mission planning, and you actually did
32:27
Speaker 2: something where you did this thing called Warriors Don't Waste Time,
32:29
Speaker 2: and you played this clip with a guy in the
32:31
Speaker 2: military who was talking about how he can't handle civilian
32:34
Speaker 2: meetings because they sit there and talk about what they're
32:36
Speaker 2: puppy eight or their kids, and they take forever. And
32:38
Speaker 2: you guys can literally plan a mission in like thirty
32:41
Speaker 2: minutes or thirty days.
32:42
Speaker 1: Well, yeah, so we can plan a mission and in
32:45
Speaker 1: thirty minutes, because sometimes you get you receive a mission
32:49
Speaker 1: and it's like we got to get on the helicopters
32:51
Speaker 1: in thirty minutes. So there is a format for that
32:54
Speaker 1: Seals use for mission planning. No, I won't go super
32:58
Speaker 1: specific into it, but they break it up into three
33:01
Speaker 1: different categories. A category of actually planning the mission, a
33:07
Speaker 1: category of preparing for the mission, and a category of
33:10
Speaker 1: rehearsing what we planned. So, if you have thirty minutes
33:13
Speaker 1: before a mission, we're going to come with a plan
33:15
Speaker 1: in ten minutes, We're going to take another ten minutes
33:17
Speaker 1: to make sure we have all of our gear and
33:19
Speaker 1: everything we need for the mission, and then we're going
33:21
Speaker 1: to take the last ten minutes to rehearse the plan.
33:23
Speaker 1: We'll talk through it, make sure everyone heard the plan.
33:26
Speaker 1: If you spend thirty minutes just trying to come up
33:28
Speaker 1: with a plan, you don't have a plan, like you
33:30
Speaker 1: have half of a plan because no one actually no
33:33
Speaker 1: one's confirmed what their role in the plan is. You
33:35
Speaker 1: haven't rehearsed all of it, like we would do rehearsals
33:38
Speaker 1: for a really complicated mission standing in a fifteen by
33:41
Speaker 1: fifteen room. But it's like there's an imaginary helicopter right here.
33:45
Speaker 1: We all get off. Okay, walk ten feet over here,
33:47
Speaker 1: now we're on target. Okay, you two guys walk up
33:50
Speaker 1: over there five feet away. Now you're on top of
33:52
Speaker 1: the mountain doing overwatch support, like we would walk through
33:55
Speaker 1: a mission in a tiny little space, but everyone knows
33:57
Speaker 1: where they're supposed to be at the right time.
34:00
Speaker 2: Man, I found I'm reminded of that. I think it's
34:02
Speaker 2: an Abe Lincoln thing where if you gave him four
34:04
Speaker 2: hours to cut down a tree, he took three hours
34:06
Speaker 2: sharpening the axe for sure, exactly what. We've all heard that,
34:09
Speaker 2: and it sounds great. We're like, oh, that's so wise.
34:11
Speaker 2: But I've been a part of a lot of plans
34:13
Speaker 2: and there is usually none of what you just said.
34:16
Speaker 2: Maybe we get to the first part and not the
34:18
Speaker 2: not the any of the other two where we rehearse
34:20
Speaker 2: it or we do anything like that. So that's fascinating
34:23
Speaker 2: to know. So Okay, let's take this back to people's
34:26
Speaker 2: lives now, Okay, cause I don't want to sound disrespectful
34:29
Speaker 2: or I feel this is not meant to sound disrespectful.
34:33
Speaker 2: Sometimes in the military, it's very clear why you're there,
34:37
Speaker 2: you know what I mean, Like your mission is almost
34:38
Speaker 2: kind of you know that before you go into it,
34:40
Speaker 2: as we talked about. Let's use my example. I'm a
34:43
Speaker 2: kid that you know, as a kid, I wanted to
34:44
Speaker 2: play baseball that never really went anywhere. But by the
34:46
Speaker 2: time I turned eighteen, you know, funnily enough, I actually
34:49
Speaker 2: wanted to be a fighter pilot and that didn't happen either.
34:51
Speaker 2: So I get to the point where I'm just kind
34:53
Speaker 2: of like, Okay, I get I just got into a
34:55
Speaker 2: job and then life sort of happened. So if you're
34:57
Speaker 2: a person that's in that, how do you pull that
35:00
Speaker 2: and start to say, Okay, I'm gonna start figuring out
35:03
Speaker 2: my mission. I'm gonna start figuring out, you know, what
35:07
Speaker 2: I want to do, or trying to get some clarity
35:09
Speaker 2: because I think that's the first thing is you've got
35:10
Speaker 2: to have clarity in a picture of what you want
35:13
Speaker 2: in order to start doing all the other steps that
35:15
Speaker 2: you that you said that you described as what you
35:17
Speaker 2: guys are doing in the military. So I mean, I
35:19
Speaker 2: think the very first thing is just kind of like
35:21
Speaker 2: you said it, to find your why you didn't say
35:23
Speaker 2: it in those exact sames.
35:25
Speaker 1: Okay, so there's some groundwork I need to lay here
35:27
Speaker 1: that can there there's a separation between a couple of
35:31
Speaker 1: things that we're talking about. So for me, in the
35:33
Speaker 1: seal teams, I never wrote a mission, right, I never
35:38
Speaker 1: no one ever said, hey, Garrett, what should we do?
35:40
Speaker 1: Never work that way, like we my platoon got assigned
35:44
Speaker 1: missions and then we plan them. Hey, go accomplish this effect,
35:48
Speaker 1: like make this thing happen, and then we planned that.
35:52
Speaker 1: So that's a different disfers between mission selection and mission planning. Right,
35:55
Speaker 1: that's strategy, and that's a topic that we'll talk about.
35:59
Speaker 1: Leaders create st leaders determine what is the mission. Right,
36:03
Speaker 1: we're talking about mission planning. So do we want to
36:05
Speaker 1: talk about mission planning or do we want to talk
36:07
Speaker 1: about mission selection?
36:10
Speaker 2: Man, that you weren't supposed to put me on the
36:12
Speaker 2: spot like that. Man, I would say mission selection is
36:16
Speaker 2: is probably more because I think, I mean, when we
36:18
Speaker 2: live in America, and I'm very grateful for that, we're realistically,
36:21
Speaker 2: despite perceived limitations, people can't do whatever they want. So
36:25
Speaker 2: let's talk about mission selection.
36:27
Speaker 1: Yeah, So if we're going to talk about mission selection,
36:30
Speaker 1: that that's something that comes from a vision that you have.
36:33
Speaker 1: Vision is what do you want?
36:35
Speaker 2: Right?
36:35
Speaker 1: Mission serves the vision. I look at vision is like
36:39
Speaker 1: you think about having a map, right, think about having
36:42
Speaker 1: a map. I know where I am, I know where
36:44
Speaker 1: I want to go. Mission is what's going to get
36:47
Speaker 1: me from here to there?
36:48
Speaker 2: Right?
36:48
Speaker 1: Mission creates the vision or it brings the vision to pass.
36:52
Speaker 1: And sometimes it's a lot of different missions that create
36:55
Speaker 1: the vision. Like for America, the vision is freedom and liberty,
36:59
Speaker 1: and for a lot of the countries that we're working
37:01
Speaker 1: in it's security. For certain people, it's bringing democracy. We
37:05
Speaker 1: don't need to spend time belaboring what the American vision is,
37:09
Speaker 1: but all these missions support.
37:11
Speaker 2: That, okay, And that's perfect. That's literally exactly where I
37:14
Speaker 2: want to go. So I'm glad I made the right
37:15
Speaker 2: choice because I could choose your own adventure book and
37:17
Speaker 2: I almost I almost died.
37:19
Speaker 1: Either way would have been good.
37:20
Speaker 2: That's very kind of you, thank you. But I'm glad
37:23
Speaker 2: we went there because that is the whole thing. So
37:25
Speaker 2: my first thing for people is to get that vision,
37:29
Speaker 2: and you have to have a clarity of what you want.
37:31
Speaker 2: And I would say, look at your areas of your life,
37:34
Speaker 2: your marriage if you have a marriage, or relationships whatever
37:36
Speaker 2: it may be, friendships, finance, family, career, your health and
37:40
Speaker 2: well being. I'm sure there's other categories. And really, I
37:44
Speaker 2: mean you talked about dreams in the beginning of this,
37:46
Speaker 2: which I don't think a lot of Navy seals sit
37:48
Speaker 2: there and talk about hopes and dreams. But really, you know,
37:50
Speaker 2: the Seals teams is a dream for every guy that
37:52
Speaker 2: actually ends up becoming a Seal. I think dreams can
37:55
Speaker 2: sound sappy sometimes, where people can you know, make a
37:58
Speaker 2: Disney film out of them and not really make them
38:00
Speaker 2: sound as practical, but really that is what it is.
38:02
Speaker 2: I mean, what is your vision in all these different areas,
38:04
Speaker 2: that's your why. So once you have that vision, now
38:08
Speaker 2: you got to plan the mission. So now if you
38:10
Speaker 2: could touch on some mission planning, which I think was
38:13
Speaker 2: my option bie, so I'm gonna go ahead and take both.
38:16
Speaker 2: I would love to hear some about that.
38:18
Speaker 1: Yeah, so if you know what it is that you're
38:21
Speaker 1: setting out to accomplish, then really the concept that you
38:25
Speaker 1: need to take on board for your mission planning. Right
38:28
Speaker 1: because I walk through how we would mission plan. We're
38:31
Speaker 1: spending time on coming up with the plan, We're spending
38:34
Speaker 1: time rehearsing the plan, and then we're spending time getting
38:37
Speaker 1: the gear and equipment that we have ready to start
38:40
Speaker 1: the mission. If you know what your mission is and
38:42
Speaker 1: you have a great mission plan already, you've got to
38:45
Speaker 1: make sure that nothing is going to interrupt your mission.
38:48
Speaker 1: I think this is most relevant to people when you
38:50
Speaker 1: think about a lot of small missions in your life,
38:53
Speaker 1: or like even in a day today, people will say like, okay,
38:55
Speaker 1: my mission today is to go do this, but you
38:58
Speaker 1: just don't clearly say it that way. You know what
39:01
Speaker 1: you wanted to accomplish that day, that's your mission for
39:03
Speaker 1: the day, but you didn't make it a mission. You
39:05
Speaker 1: said like, well, I should probably do these things, and
39:08
Speaker 1: then you get distracted. Then new opportunities come in or
39:12
Speaker 1: you know, people call you, things pop up, and all
39:14
Speaker 1: these things start taking away from your mission. The point
39:18
Speaker 1: in all of this is that before we stepped on
39:20
Speaker 1: the battlefield, we knew what was going to happen on
39:23
Speaker 1: the battlefield. We know why we're going on the battlefield,
39:25
Speaker 1: which also determines when we leave the battlefield. But a
39:28
Speaker 1: lot of people just say, man, I got to get
39:30
Speaker 1: out there, I got to go do something, and they
39:32
Speaker 1: go out on the battlefield with a half baked plan
39:35
Speaker 1: and then things change and they don't know what to
39:37
Speaker 1: do after that and they don't know when to leave.
39:40
Speaker 2: Man, So you're saying, really take a pause, get your
39:42
Speaker 2: vision clear, and then really spend some time planning your mission.
39:45
Speaker 1: Well, the point was even you know those times where
39:48
Speaker 1: we plan missions in thirty minutes, we needed, we should,
39:51
Speaker 1: we'd probably you know, if it would be better if
39:53
Speaker 1: if if it's a mission that we're leaving in thirty minutes,
39:56
Speaker 1: it's emergency, like we need to get on the helicopter now,
39:59
Speaker 1: But thirty minutes is the maximum amount of time that
40:03
Speaker 1: we can take. But you know, to prepare for this
40:05
Speaker 1: mission before we go do it. But if some if
40:07
Speaker 1: we're getting a call and that means we're already on
40:10
Speaker 1: an alert status because there's things happening, and then they're like, Okay,
40:14
Speaker 1: you're leaving in thirty minutes for this mission that you
40:17
Speaker 1: haven't planned for yet, that's in a major emergency, but
40:20
Speaker 1: thirty minutes is the maximum amount of time that we
40:22
Speaker 1: think we can take to plan before you know that
40:25
Speaker 1: mission is not even an opportunity anymore.
40:27
Speaker 2: Yeah, and then putting this back into people's lives where
40:29
Speaker 2: we aren't dealing with matters of international security, you know,
40:33
Speaker 2: like like it is for most people. I'm referring back
40:36
Speaker 2: to the Houston story, which was obviously a matter of
40:38
Speaker 2: life and death for some people. So I don't want
40:40
Speaker 2: to make it sound like I'm making light of that
40:42
Speaker 2: because I'm not. But in that situation, so you obviously identified.
40:46
Speaker 2: I'm just kind of reapplying it to the Houston story.
40:48
Speaker 2: So you obviously identified your why. You're why is you've
40:50
Speaker 2: got an eighteen wheeler. You know, what's going to something chaotic.
40:53
Speaker 2: You need to find a place where that can be
40:55
Speaker 2: dispersed safely and be put in the hands of people
40:57
Speaker 2: that need it, not just like oh, here's one, here's one,
41:01
Speaker 2: but a center that could truly take it on and
41:03
Speaker 2: actually make good use it, because otherwise you've had a
41:05
Speaker 2: lot of action and it's for nothing. It leads to
41:09
Speaker 2: just frustration and waste.
41:10
Speaker 1: Yeah, I think people don't value enough the power of
41:14
Speaker 1: a commitment and doing what they said they were going
41:16
Speaker 1: to do. Like when Ac and I set out to
41:20
Speaker 1: find a home for those goods and to select a route,
41:24
Speaker 1: there's probably not anything that could have taken me away
41:27
Speaker 1: from that. But a lot of people when they don't
41:29
Speaker 1: have that level of mission focus, they don't have that
41:32
Speaker 1: level of adherence to what they're supposed to be doing
41:34
Speaker 1: and their purpose. As soon as the first good opportunity
41:37
Speaker 1: that's right in front of them, they're going to take it.
41:39
Speaker 1: That's because they're they're not maintaining that relationship with the
41:44
Speaker 1: importance of what they're doing. Like, in my mind the
41:47
Speaker 1: entire time is there's thousands of people that need the
41:51
Speaker 1: goods that are on this truck. If we don't get
41:54
Speaker 1: this stuff here, that's thousands of people who won't have water,
41:58
Speaker 1: who won't have food. So there there's nothing that's really
42:00
Speaker 1: going to stop me from making that happen. Like there's
42:03
Speaker 1: a lot of families full of cars that we could
42:05
Speaker 1: have stopped and given water and food to, right, But
42:08
Speaker 1: If we did that, it would have taken away from
42:11
Speaker 1: the mission, and that could sound like, well, why can't
42:13
Speaker 1: you just pull over? Why can't you just do this?
42:15
Speaker 1: That's what people think all the time. Either reason we didn't.
42:19
Speaker 1: I talked it over with AC. We assessed the situation.
42:22
Speaker 1: If we started going down those distractions, we would have
42:25
Speaker 1: failed at our mission. And there's and I won't reference
42:27
Speaker 1: a bunch of them, but these are lessons that I
42:30
Speaker 1: learned from seals who learned this lesson on the battlefield
42:33
Speaker 1: that when you let those could dos direct you and
42:36
Speaker 1: guide you, you not only will you feilut your mission,
42:39
Speaker 1: but in that sense, people died and people can die
42:42
Speaker 1: from it. So it's just remembering why, like what did
42:44
Speaker 1: we set out to do? Why are we here? And
42:47
Speaker 1: don't let distractions get in the way. So when you
42:49
Speaker 1: find yourself getting off of off course and whatever you're doing,
42:53
Speaker 1: just take a moment to pause and think back, what
42:55
Speaker 1: did we set out to do? Why are we here? Right,
42:58
Speaker 1: it's like getting lost in the forest. From what we
43:00
Speaker 1: talked about earlier. People get lost in the forest when
43:03
Speaker 1: they're say, okay, well we don't need a map, We're
43:05
Speaker 1: just going to walk down this trail, right, and then
43:08
Speaker 1: along the trail you're like, man, look at that thing
43:10
Speaker 1: over there, let's go look at it, and you go
43:12
Speaker 1: look at it, and then from there you go look
43:14
Speaker 1: at another thing, and now you're lost, right you. No
43:17
Speaker 1: one intends to get lost, no one intends to fail
43:20
Speaker 1: at the mission. But when you don't adhere to what
43:22
Speaker 1: you set out to do, you can find yourself off
43:25
Speaker 1: course very quickly.
43:26
Speaker 2: Yeah, and you touched on the state of the course
43:28
Speaker 2: part between could us and should do? Is there? And
43:31
Speaker 2: I'm really glad that you did, because you know we're
43:34
Speaker 2: looking at this now and you've referenced kind of three
43:37
Speaker 2: elements of find your why, slash gets your vision, plan
43:40
Speaker 2: the mission, and then stay the course. That's those are
43:43
Speaker 2: the things that have kind of come up over and
43:44
Speaker 2: over again, but they all tie into each other. You
43:46
Speaker 2: keep going back to the very first one of like,
43:49
Speaker 2: if you don't know why you're there in the first place,
43:50
Speaker 2: it's very easy to abandon your mission. So what are
43:53
Speaker 2: some practical things that people can do to help them
43:57
Speaker 2: implement this? I mean, I don't know if it's.
43:59
Speaker 1: A journal, yes, oh, okay, we'll go from high level
44:02
Speaker 1: to like extremely tangible and simple in your life. I
44:07
Speaker 1: use a method in my notebook, so I journal every
44:10
Speaker 1: morning and every night. It's not really like journaling in
44:13
Speaker 1: the you know, like writing an essay about my day since,
44:16
Speaker 1: but I spend time in my notebook preparing for the
44:18
Speaker 1: next day, reflecting on today, preparing for today. I use
44:23
Speaker 1: a method. It's called the ivy Lee method. And I
44:26
Speaker 1: don't remember the full story, but Charles Schwab, I think
44:30
Speaker 1: one of his employees, obviously named Ivy Lee, was using
44:33
Speaker 1: this method, and then they liked it so much everyone
44:35
Speaker 1: started using it. What is the ivy Lee method? Every morning? Well,
44:40
Speaker 1: let me rewind actually every evening before I start the
44:43
Speaker 1: next day. So, like, if you look at the top
44:45
Speaker 1: of my journal, you're going to see a page that
44:47
Speaker 1: says Tomorrow September twenty five. Tomorrow's September twenty five when
44:52
Speaker 1: we're recording this, right, so now everyone knows when we
44:54
Speaker 1: recorded this podcast, Tomorrow's September twenty five is what it's
44:58
Speaker 1: going to say. In my journal tonight, There's going to
45:00
Speaker 1: be five numbers below that of the five tasks that Tomorrow,
45:04
Speaker 1: September twenty five I'm going to accomplish. So if you
45:07
Speaker 1: want to bring this real tangible into your life. You
45:09
Speaker 1: need to begin every day with what am I doing today,
45:12
Speaker 1: and like I've determined this evening, this is what I
45:15
Speaker 1: have to do tomorrow. What is going to happen to
45:19
Speaker 1: me tomorrow that would take me off of that It's
45:21
Speaker 1: going to have to be pretty severe, that would make
45:24
Speaker 1: me think it's more important in that moment than doing
45:27
Speaker 1: what I know now is what I need to do tomorrow.
45:30
Speaker 1: So it starts with intentionality and that is a simple
45:32
Speaker 1: practice that you can bring into your life of how
45:35
Speaker 1: do I plan what I'm doing before I do it?
45:38
Speaker 1: And the seal teams we heard all the time with
45:40
Speaker 1: diving when we would dive underwater is plan your dive
45:44
Speaker 1: and then dive your plan. It's a really simple phrase
45:47
Speaker 1: that if you can apply that to your life, you'll
45:50
Speaker 1: be a lot more effective diver, You'll be a lot
45:52
Speaker 1: more effective at life if you just make plans for
45:55
Speaker 1: things and then stick to your plans. And it doesn't
45:58
Speaker 1: mean the plans can ever change, but you better have
46:00
Speaker 1: a good reason to change your plans. Just like we
46:03
Speaker 1: break the rules when we know why the rules are
46:06
Speaker 1: there and we know that what we need to do
46:08
Speaker 1: is more important than this rule, the only time you're
46:10
Speaker 1: changing your mission plan is when that something before you
46:14
Speaker 1: even rises above the importance of your mission, which is
46:17
Speaker 1: very rare. But not every mission is a life saving mission.
46:21
Speaker 1: So maybe the mission that you have for tomorrow is
46:23
Speaker 1: not super important and something important comes up, then you
46:27
Speaker 1: can make a decision at that point. But mission focus
46:30
Speaker 1: should always keep you tied into what do I need
46:33
Speaker 1: to be doing right now and not letting other things
46:36
Speaker 1: get in the way. And if things pop up that
46:39
Speaker 1: are more important than your predetermined mission, then you can
46:42
Speaker 1: make a choice at that point.
46:44
Speaker 2: And that's where having the vision in the first place
46:45
Speaker 2: where the helps make that decision a lot simpler.
46:47
Speaker 1: Yeah, so mission can be like a really big vision
46:53
Speaker 1: mystical deal, but mission can also be like a simple thing.
46:56
Speaker 1: Like the mission is to go to the grocery store
46:59
Speaker 1: and get the six ingredients, right, that's the mission. So
47:03
Speaker 1: your missions can be a big, broad mystical thing. Your
47:06
Speaker 1: missions can also be really simple things. But in all missions,
47:09
Speaker 1: adhere to the mission, have mission focus, don't let things
47:13
Speaker 1: take you away from the mission, and if new opportunities arise,
47:16
Speaker 1: you need to know why you've set out on this mission.
47:19
Speaker 1: Then you can make a decision do I need a
47:21
Speaker 1: break away from this mission or not?
47:24
Speaker 2: Yeah? No, that's great man. I want to wrap up
47:27
Speaker 2: now and give give listeners the challenges. I want to
47:29
Speaker 2: rewind to the very beginning, because I can't state enough
47:33
Speaker 2: I've watched people and I've done this in my own life.
47:35
Speaker 2: I can't state enough how important clarity is. If you're
47:38
Speaker 2: just wandering through the forest. To use the analogy that
47:40
Speaker 2: Garrett used, wherever you are, there you are, and that's
47:43
Speaker 2: that's your purpose, and that's what you're gonna have. When
47:46
Speaker 2: you see somebody that truly gets clarity in any area
47:49
Speaker 2: of their life, I think a very common one is
47:51
Speaker 2: in fitness. You'll see someone who suddenly decides, you know what,
47:54
Speaker 2: I want to be in great shape. I want to
47:56
Speaker 2: be in the best shape my life. I want to
47:57
Speaker 2: run a marathon, whatever it is. And suddenly they get
47:59
Speaker 2: that clarity and they work backwards and then they can
48:02
Speaker 2: they determine their mission, and they start doing all these
48:04
Speaker 2: things with how they eat and how they exercise, and
48:06
Speaker 2: six months later or whatever it is, when they look fantastic,
48:08
Speaker 2: everybody goes, oh, that that's so great for you. I
48:11
Speaker 2: wish I had that but they're not willing to necessarily
48:13
Speaker 2: pay the price to get there. But it all started
48:15
Speaker 2: with that vision. And imagine that little easy to understand
48:19
Speaker 2: story and analogy that we all see or we've lived ourselves,
48:22
Speaker 2: and now apply that to other areas of your life
48:24
Speaker 2: and imagine what's possible if you can go from being
48:27
Speaker 2: overweight and out of shape to being in the best
48:30
Speaker 2: shape of your life and be in a cover model
48:31
Speaker 2: for men's fitness. Well, what if you could do that
48:33
Speaker 2: for your finances? What if you could have that kind
48:35
Speaker 2: of marriage? What if you could do that in your career?
48:37
Speaker 2: What if you could do that in your family and
48:39
Speaker 2: your friendships? And the truth is you can. One percent.
48:43
Speaker 2: You can. So here's where the challenge starts. Look at
48:45
Speaker 2: all the different areas of your life and ask what
48:47
Speaker 2: you want out of those areas. Line it out, write
48:51
Speaker 2: them down, get your vision for each and every area,
48:54
Speaker 2: and once you know what you want, measure and manage it.
48:57
Speaker 2: That's something that is very key. Garrett talked about having
48:59
Speaker 2: it in his journal and putting the notes in there
49:01
Speaker 2: and putting the five things he's gonna put he's gonna
49:03
Speaker 2: accomplish each day He's measuring and manage it. And then
49:06
Speaker 2: the second question we didn't talk about it as much,
49:09
Speaker 2: but it's gonna allude to another podcast. We're gonna do
49:11
Speaker 2: it another time is not what do you need? But
49:14
Speaker 2: who do you need to be aligned with for these
49:16
Speaker 2: things to happen? Because it's an amazing I think it's
49:19
Speaker 2: easy for people to say what, but the challenge here
49:22
Speaker 2: is who. So those are the challenges for you going
49:25
Speaker 2: going away?
49:26
Speaker 1: My last comment what everything you said there was great, Nick.
49:29
Speaker 1: Just something I'll add in is we can There's a
49:31
Speaker 1: lot of components to a mission plan, but the two
49:34
Speaker 1: most important components of a mission plan are timeline and objective.
49:38
Speaker 1: What is the objective and what is the timeline to
49:41
Speaker 1: do it on? So if you're missing one of those
49:43
Speaker 1: and your mission plans for life, now you know what
49:46
Speaker 1: you need to bring in.
49:48
Speaker 2: Couldn't have said it any better myself. There, all right, captain,
49:51
Speaker 2: we're out. Thank you very much for listening. Guys, Remember
49:55
Speaker 2: to share, like subscribe. If you think that this would
49:59
Speaker 2: be something that someone will the enjoy, please send it
50:01
Speaker 2: to them. We appreciate it all. If you want to
50:03
Speaker 2: get in touch, you can follow us on Instagram at
50:05
Speaker 2: the Impossible Life you'll find us on there. You can
50:08
Speaker 2: also email at Impossible Life Podcasts at gmail dot com
50:12
Speaker 2: if you have any questions. If you want to get
50:14
Speaker 2: in touch and find out about Carrot's personal or business coaching,
50:17
Speaker 2: that's the way to do it. Thank you again for listening.
50:19
Speaker 2: Go out there and think better and live the impossible.
50:22
Speaker 2: You see you again soon.