Jocko Podcast 154 - Effective Communication Q&A

[mynewunit]

154: How to Effectively Communicate. Advanced Extreme Ownership Tactics, and Other Winning Tips for Life. Q and A.

Podcast 154 Page

0:00:00 - Intro

0:01:40 – Can you describe how difficult leaving your family is for a deployment?
0:03:20 – Did you cry when your friend killed himself?
0:04:40 – How do you cut back on drinking.
0:12:20 – How do you balance communications (COMs)?
0:15:40 – How do you take ownership without getting blamed
0:19:20 – How do you control your kids snacking?
0:24:00 – Why don’t Law enforcement agencies focus more on MMA training?
0:32:00 – When to bow in BJJ?
0:38:40 – Did you ever have a CCT guy attached to your unit?
0:47:00 – How did you treat guys differently when you went from E to O?

[missionsix]

I have been training BJJ for a long time and I am also a member of the First Responder community. I have a deep passionate and a tenacious drive to educating and train more of our law enforcement community in how BJJ can benefit their safety and the safety of our communities. My BIG picture goal is to get all of our law enforcement individuals to a minimum of a Blue Belt level in BJJ with the hopes that they will stay on the path to achieve our highest ranks. The two difficulties that seem to keep coming up are funding and a lack of time for training... Does anyone have some resources or contacts that could help with obtaining funding Grants and or proven solutions to both slow downs?

[mynewunit]

This feels like a 501 C3 could be helpful.

If you want to start something really interesting, I would be willing to assist with writing a grant.

If we can get this moving, we can pitch it to Jocko and Tim Kennedy to try to get a face or some names of people who could help us on the ground.

Grants.gov

Let me know. We can connect some other people in different fields to get an example of what this might look like. If the cash came from exterior sources, I think the Departments would try to make some time.

Then the Charity, 501 C3, could build a few payout streams, like scholarships for LEO to attend a local BJJ gym, and 1 day courses with a BJJ instructor, similar to Sheepdog Response courses.

Sheepdog Response

[An]

Hi,

how do you deal with bosses who like having a lot of Transition in their teams. Basically, they just prefer to fire people instead of working on anything. Revolving door employment, basically. Particularly for people who starting out in business.

[mynewunit]

There are industries that rely on turn over. If you are in a version of retail or sales, there is a time in your early employment when you are most profitable. As you stay on you either become too expensive or under compensated. If this is your environment, it is the nature and not specific to your organization.

If your team has turn over after the honeymoon period of the new hire, then it may be a personality or expectation problem.
The expectation problem means that the boss has a deficit from what his expectation. This can be because he isn't communicating his requirements or expectations to the employees. The next version means that the change in expectations are beyond the majority of employees. I have worked in environments where the boss has no control of hiring. This is an environment where the boss will sink or swim team members to be left with the high performers.

The personality issue is a little different. New relationships are stimulating to intelligent and powerful people. If they have character flaws or are generally boring, the endorphins of the new relationship fade quickly. Once that honeymoon fades they see the employee as they are and the boss is disappointed. Then the clock starts the countdown to the new hire.

This can also be a sign of poor hiring techniques. Similar to the sink or swim supervisor, if a company can't figure out how to hire good workers they will default to accuracy by volume. They will get a few good employees and drop all the bad matches.

What do you do? Emperical testing. Watch to see what makes good employees. What are profitable projects, work, clients. What does the company actually fire employees for. What kind of employees stay. As you start to understand these criteria, you can start building a picture that will allow you to start forming and testing a hypothesis of what and why. Good question. I will pass it along to the Jocko Q&A pile.

[Josh]

Jocko,

I really appreciate all the takes on leadership, but I have a question about loyalty. I work for a Fortune 500 company that is comprised of 5 major strategic business units. One of those SBUs is approximately half the company, while the other four make up the other half. I currently work in one of those smaller four areas, and have a terrific manager/leader. He has done most things perfectly in terms of preparing me and rewarding hard work when warranted. However, the largest SBU has taken notice of my talents and drive, and has started to recruit me selling a faster career trajectory as they are developing new products that will need new leadership. So Jocko I ask, do I reward my current manager and stay loyal or do I go where I will have the best chance to maximize my career efforts. Thanks!

[mynewunit]

If you listen to Jocko and Dean Lister talk about people who train at other teachers. The best thing is to ask. Tell your leader that they are talking to you. Ask his advice for either side. Dean Lister talked about one of his students coming and telling him he was invited to train at another school. That let Dean ask him if he ever wanted to come back or if he was frustrated with his current school. The student then told about how much he enjoyed having Dean as a teacher, and he would still think of Dean as his teacher, but he would love the opportunity to train at another high level gym. Dean then gets to say "Have fun, tell him I say hello, and we will see you when you come home".

Ask your Boss. I know it seems weird, but I have talked to my boss about other job offers. And my boss tells me about his other offers.

If he has been grooming you, this is not going to be a surprise. He might have some good insights about the situation. If nothing else, it gives him a heads up that he might have to fill your place in the team.