Staring Down the Wolf summary

SEAL Team Three commanding officer William McRaven, one of Divine’s mentors, found himself running a beach landing exercise early in his tenure. It was around two or three in the morning when the surf kicked up and became dangerously choppy. The scouts advised against doing the exercise, and the team debated whether to cancel or not. But when McRaven stated his preference to push forward, the team committed. The training exercise ended with everyone thrown overboard and several people in the hospital with broken bones. 

McRaven made a huge mistake, risking his team’s trust in the process. And, for SEALs, trust quite literally has life-or-death consequences. It’s also critical to staring down your fear wolf. Without it, doubt creeps in, making it harder to commit to what’s needed for success.

After 9/11, Captain Jim O’Connell, a shining example of how to lead with respect, was called back from retirement as second-in-command of an elite SEAL counterterrorism unit. Although he had a comfortable post-retirement life, he returned because he believed his country needed him. Little wonder, then, that his team had immense respect for him.

You might think that a military leader automatically gains respect just by climbing up the ranks. But, even for SEAL teams, respect is earned – not given. And just like Captain Jim O’Connell, leaders can earn respect through their communication and actions every single day. So stare down the fear wolf of emotional baggage, and reclaim whatever may be causing you to fumble.

One of the most famous rites of passage during SEAL training is Hell Week. It’s exactly what it sounds like – six days of hell designed to break down trainees. It tests physical endurance, mental strength, ability to work under duress, and more. Think strenuous operational training under nasty conditions while sleep-deprived. 

And since a SEAL should always expect the unexpected, a bit of unpredictability is also sprinkled into the mix. One night, Divine’s trainee class was relieved to get a four-hour break after a two-day session of physical drills and paddling off the coast. They were put in a warm, comfy room and were finally allowed to rest . . . for 40 minutes! Then, sirens and smoke grenades rattled them awake, and they were commanded back out to the surf.

Navy SEALs aren’t just good – they’re excellent. They go above and beyond in challenging the status quo, solving problems others haven’t even thought of and doing things previously deemed impossible. 

This commitment to excellence comes from an insatiable curiosity – something Richard Marcinko, aka “Demo Dick,” knows all about. He was one of the most effective operators in the Vietnam War, where he innovated new ways to fight the enemy. He later became the first commanding officer of SEAL Team Six (so named to dupe Soviet Intelligence; it was actually just Team Three).

No matter what, you’re going to fail. It’s inevitable. Everyone fails from time to time, regardless of expertise, attention to detail, or follow-through. And SEALs are no exception. Yes, they often succeed in the face of insurmountable odds, but they also fail plenty of times.

What sets the SEALs apart from others is what happens after they fail. They don’t just accept defeat and let their fear wolf in – they bounce back. This resilience makes all the difference. By learning from their mistakes, being adaptable, and refusing to quit, SEALs make the best out of bad situations and learn how to prevent them from happening again in the future.

Before retiring, Mike “Mags” Magaraci was the most senior enlisted SEAL in the counterterrorism unit. He was a leader of leaders, and many senior officers reported to him. Far from being easy, the job was like herding lions. The very qualities that make SEALs elite – like independence and a willingness to challenge the status quo – also make them challenging to rein in.

Mags had one major issue: How could he get all these leaders on the same page? His solution ended up being simple but elegant. He scheduled a weekly videoconference called the “engaged leadership reflection session” to share visions, missions, and big-picture updates. It also gave leaders an opportunity to answer questions that promoted alignment on focus, innovation, successes, failures, and morale. It wasn’t rocket science, but the payoff from everyone being on the same page was massive.