Trident Takeaways: 3 Practical Leadership Lessons

Are you proactive or reactive in your leadership?

Summary
Transcript

Leadercast Live 2016 - Architects of Tomorrow


Former Navy Seal Commander, Rorke Denver, shared leadership lessons at this year’s Leadercast live event. As he often does, Rorke provided insights based on his experiences as a military leader. He explains that there is a common misconception about arming yourself for battle. “Most leaders think it is better to carry the sword, but the sword won’t protect you,” Rorke says. “Instead, as a leader, we must carry the shield. The shield protects those around you.” I

In this video, Rorke describes what he calls “Trident Takeaways” – lessons everyone can put into practical use in their everyday leadership. He adds, “If you, as a leader, carry the shield, you will inspire your team to lock their shields and come together to protect each other as well.” Demonstrating this to your team, Rorke says, comes down to three Trident Takeaways:

Trident Takeaways
1. Win the gun-fight first. Figure out what your gun-fight is and be victorious in that first battle.
2. Play without a safety net. We’ve developed an entire world to avoid pain, and it’s a mistake. Lean into difficulty; lean into risk. When things get tough, you will be comfortable and ready.
3. Balance your behaviors. Consider this: 90 percent of your behavior should be predictable to those you lead. Your team should know what to expect from you. For the other 10 percent of your behavior as a leader? Throw a curveball to your team! If you keep them on their toes, it will teach them to be prepared and always look out for the unexpected.

Rorke continues this session discussing: simplicity vs. complexity; the little things that make the biggest difference; and, when it comes to ideation, the importance of running as well as sprinting. Learn more leadership insights from Rorke Denver here!

[Video clip] Rorke Denver: This was clearly a SEAL-centric event and we not only didn't win, but we came in last place. The thing that I'm concerned about, that I feel we have to get right immediately is the effort. I care for this team. I want their success and I want to make sure my guidance is something that leads them to that.I care not that we lost that event when it comes to my reputation being a SEAL or whatever. That doesn't bother me at all. My parents taught me you are unlikely going to have the most talent in the room. But you can work the hardest in the room. If you fall on your face five feet from the finish line throwing up because you gave everything you had, nothing will make me happier.Haze: Rorke reminds me a lot of my dad. My dad was a Marine and we lived a military lifestyle. We were very regimented, got up at a certain time, beds were made. As an adult, my dad is my best friend. It's my greatest fear to disappoint my father. I would never want to let him down.Rorke: We can go harder. And if we do, they're going to be in for it. Are we all together on this?[End video clip]Rorke: Yes. So, they said there might be another video. If it doesn't cue up, then I'm on. It looks like I'm on. So, this is a treat. I'm telling you, this stage is unique of every that I get to speak on. There's an energy every year that is just different. So, I thank you for that. It demands a lot of us and just makes this thing all the more fun.So, about a week ago, two weeks ago I was back in Syracuse, New York, which is where I played lacrosse in college. There was the hundredth anniversary of the lacrosse program at Syracuse. It is a very high impact traditional program. One of the great things about playing at Syracuse is that the very game of lacrosse was basically born there. The Seven Nations of the Iroquois delivered this game to the world and we're the benefactors of it. So I was speaking at this event. One of the elders of that tribe is very much connected to the program and I know him. I get the supreme pleasure of getting to talk to him. By talk, I means I get to listen to him. This guy is like straight out of a movie set, wise Native American grandfather. I've never really had a conversation. I've just had him bestow knowledge on me. He sees me after this speaking event. He knows that I'm a warrior and he likes that because he kind of has that in his bloodline as well. He grabs me and says, "I want to talk to you." And he pulls me aside. This is what he tells me. He said, "I want to tell you a story and I think it's important you hear it and it's just for you." This is sweet. Everybody's wanting his affection, his time. Here he goes. He says, "My grandson came up to me the other day and asked me, 'Grandfather, how do young natives, braves of our tribes get their names? This is important to me. How do they get their names?'" And this elder says, "This is a great question, grandson, a great question." "For years, centuries, the father, once a son was delivered, would walk into a teepee or now out of the house and would ask the creator for a sign to help name the young brave. So, you know this as I explain it, but the sign didn't come in the form of a whisper in his ear, or a spirit. But you'd actually see something and it would deliver the name. So, you know this like your brother, Running Horse. You know your cousin, Howling Coyote. Why do you ask, Small Pissing Dog?" He pats me on the shoulder and he walks away. I have no idea what he was trying to tell me. To this day, it was like two weeks ago. I have thought about this every night. If anyone here knows what he was trying to share with me, tweet it, like tweet that to me so I figure it out. It's like freaking me out. So, I don't have a teaching point to that at all. I just thought it was a good story. That culture is a warrior culture. I love talking about warrior culture because that's what I chose to do in my adult life. My favorite, probably the gold standard I think that SEALs, at least, think about, modern warriors, are the Spartans. I think the first time I was on this stage, I told the story about the Spartans, about the 300. They're a magical group of warriors. One of the things that's interesting about the Spartans, and this is what I love about connecting it to leadership, is the Spartans would go into battle with about three pieces of weaponry. They had more than that. To make it simple, we're going to make it three. They'd have a spear. It's called a Dory. They'd have a sword, which was a Xiphos. But just consider this - a spear, a sword and a shield. One of the magic things about the Spartans when it came to battle just feared and revered warriors, when they would return from battle, if they showed up having lost their spear or lost their sword, no problem. Issue a new one, get ready for the next fight, you're free to go. If you came back to Sparta without your shield, it was nearly a capital offense. The shield protected a Spartan warrior from neck to knee. But far more importantly, on the battlefield, the Spartans fought in a phalanx, in a line, which means they interlocked their shoulders and their shields together. So, not only did it protect you, the warrior, from neck to knee. It protected your teammate to your right and to your left, neck to knee. If you came back to Sparta without your shield, you were telling that culture you were unwilling to protect the Spartans. It was a huge offense. I think, when I heard this, when I read this, it was just this awesome gift in the way I thought about my leadership. I think we as leaders often think that it's about the spear and the sword, that it's about attacking and going hunting for the company, or the organization and the culture, and it's not. It's about carrying that shield. Your job as leaders is to carry that shield, to protect that culture, to protect those around you and to get them to lock their shield with you and defend it. You'll have a chance to attack together, but carry the shield, not the sword. Every time we do this event, I kind of figured out how much this audience in particular loves writing down bullet points and quick-hit kind of leadership concepts and I know the out stages feel exactly the same. I think last year I called them my tweetable moments. I had a new book come out a couple weeks ago called "Worth Dying For," and my bride, who is the absolute class in the Denver act, came up with an idea at the end of each chapter to do these little what I call Trident Takeaways, which SEAL, trident is what our insignia is, and these little takeaways from each chapter. So, I've got three Trident Takeaways for the day. So, get ready to copy. These are my Trident Takeaways for the day. The first Trident Takeaway. Win the gunfight first. Win the gunfight first. We teach young warriors in the modern age of battlefield that no matter what's happening around you, you could have your buddy shot and go down over here, bombs are going off over here, catastrophic things are happening all around you, you have to win the gunfight first. If you don't do that, no one is going home. There's no time to take care of your buddy. When you win the fight, you can address your fallen teammate, get them out of there, get them to definitive care and take care of them. But you have to win the gunfight first. You as leaders need to figure out what that gunfight is, win that first and then you can move on to what's next. Trident Takeaway number two - play without a safety net. Play without a safety net. I feel like we developed this entire world to avoid pain, to avoid discomfort and challenge and it's a mistake. When I was in SEAL training, one of the worst obstacles on our obstacle course, which is a mythically hard obstacle course was called the slide for life. It's a 60-foot tower that you've got to climb up. These two lines come down off the slide for life and you've got to go hand over hand and get yourself down. If you fall at the top of the slide for life, you're going straight 60 feet into the sand. It happens often enough we have a nickname for it. You're called a sand dart. So, at some point in the past, I don't know, ten years, medical thought this was unacceptable to lose somebody and break a leg from this. So, they built up a sand berm underneath. Within the last five years, they put an actual net underneath these lines. It kills me. It kills me that we went to this. It's like why have we done this? We are training these young lions to be prepared to be at the far extreme of military operations with very, very little support in hostile locations and now we're making them learn with a safety net. Don't do it. For you, for your troops, play without a safety net and then when things get tough and you're out on that limb, you will perfectly comfortable out there. So, Trident number one, win the gunfight first. Trident number two, play without a safety net. Trident takeaway number three,my 90%/10% rule for leaders. As leaders, 90 percent of your behavior, your expectations, your reactions to events as they unfold with your troops and your people, 90% of your behavior should be predictable. They should know what to expect. They know if they cross this line, it's going to cost them and this will be your punishment. If they do it right, they know they're going to get this level of praise. They know how you're going to feel about things that take place in the organization. Ninety percent of the time, be predictable. Ten percent of the time, throw curveballs. Keep them a little bit off-balance. I think it's a gift you give yourself and honestly you give to them. I'm not a drinker. I made a choice not to drink as a kid. I've got a bunch of big, tough Irishmen in my family that have made some horrible decisions, drinking and somehow I was aware of that as a young man. I don't drink. I don't take any illicit drugs. I take very few pain drugs or anything like that, as well. So, I'm pretty clean. My guys knew this. But every once in a while I'd smoke a cigar. I'd always do it at a borderline inappropriate time. They'd be like, "Why is LT smoking a cigar at this change of command in full uniform right now?" Just a little bit so they're like, "I thought I knew this man. Now I feel like I'm a little confused," right? Ninety percent predictable, 10% unpredictable. Those are your three Trident Takeaways for the day. So, log those. You know I like, those that have been here before, you know I like telling stories. I can't come up with a better way to communicate messages, so I've got a couple for you. The first story is about, in my mind, the challenge of people thinking leadership is complex and in my mind it being very simple - complexity versus simplicity. I think you'll hit complex moments. You'll hit complex issues and you'll deal with complex situations. Leadership ain't. It is, on an elemental level, simple. I didn't say it wasn't hard, but it's simple. My dad is an attorney. He was a courtroom gunfighter for many, many years. When he had his first job, hired as an associate at a new powerful firm in Northern California, he's scrambling around the office one morning because he's going to maybe his third or fourth jury trial. He's kind of rushing around the office. He's got trial at 10:00 a.m. in the morning. It's 9:40 and he had been told by a partner, by a colleague, that there is a citation needed to pull from one of the legal books, a finding that would help his opening statement. So, he had everything prepared. He forgot about this. So, he's trying to find his paralegal and his secretary and say, "I need this pull." He can't find them. He's scrambling. As he's getting ready to freak out, the senior partner, a man by the name of John Appel comes walking up and sees my dad. He says, "Tom, what have you got going on?" Now, John Appel is the senior partner. The firm is named after him, 250+ jury trials, an absolute legend in the legal world. He asks my dad, "What's going on?" My dad says, "I need this citation. I need it pulled and a short write-up so I can have it in court. I'm using it for my opening statement. I need to go right now. John can you please tell my paralegal to get this done?" John says, "Get it. You're good. Go." My dad hustles over to the courtroom. The judge comes in, everybody on feet, take seats. He hasn't seen his paralegal, no secretary. He is now in a genuine panicked sweat. His opponent has opening statements and is coming to the end. Just as he's about to totally lose it, a hand comes over his shoulder and hands him a yellow legal pad, not unlike this, a yellow legal pad with a beautifully handwritten synopsis of this finding. As my dad turns around to thank his paralegal, who's standing there? John Appel, senior partner of the firm. He didn't find the paralegal. He didn't go to his secretary. He knew exactly where that case file was. He pulled it, wrote up the thing himself and walked it to my dad. He didn't need to do that. He runs that entire firm. He knows the inside of a courtroom better than most people on Earth at that point. But what kind of an architect of a house that you want to live in is John Appel? The level of command, of respect and loyalty and commitment that comes from doing that type of thing. And he did it sincerely. I would challenge you to do the same. I'm sure many of you do. It is often these little things, the menial tasks that get the most respect and passion out of your troops. Take your trash out on your own. Make coffee a couple times a day. If there's a brief to be set-up and you have people that do that for a living, every once in a while do it for them. You don't need to do it just to show them. You want them to see it. I'm saying do it in such a way that they see it. But do it sincerely. Realize that you get your hands dirty, you get in the trenches with them, and it will make a huge difference. Do the little stuff and your troops will do anything for you, anything for you. All right. Another thing about simplicity versus complexity. If you can't explain a topic or an issue on a single piece of paper, you don't understand it well enough. We've gotten to a point where look, our political system submits 37,000 page documents. Who on Earth is going to wade through that? You have a sense that in that it's just an excuse of something they don't understand. A single page of paper - you can explain quantum physics on a single piece of paper. Do that. Do that type of personal-, The last time I was in combat, the nature of our planning cycle is I had to give a brief or submit a brief to my combatant commanders that were sometimes 100 miles away and we'd send it in a PowerPoint. By the end of my last deployment, the PowerPoints that I submitted to approve a mission in which we'd run an excess of 200 were 80 to 110 slides long - medical plan, actions on the objective, CASEVAC plan, weather, all these things I'd have to submit up. So, I'd submit a 100-page brief to a senior leadership. They'd approve it. Then I briefed it to my troops. You know how many pages of that I used to brief to my troops? Two. Two pages of 100. Actions on the objective, which means, "This is what we're going to do when we get to the target. If it changes, it changes." And contingencies, "If something goes wrong, this is what we're going to do." Single piece of paper. When it comes to the things you're trying to teach your troops, make sure you can do it in that concise way. I'll give a final example of simplicity versus complexity. Abraham Lincoln is one of the all-time great presidents. I don't think there's any argument about that. I was in DC last week. When I'm in DC, I love going for a run around the monuments. I go to Arlington first to see some buddies. I watch the change in that guard. It's a special place. If you haven't been there, you need to go there. One of my teammates, sadly, I feel it right now because one of my brothers fell just a couple of days ago over in Iraq. He was running to the aid of other brothers in harm's way. and the fight continues. Just so you know, everybody in the room, totally off-topic, we will never stop in this fight. Thank you. The people we're fighting against, they don't have the endurance we have. Trust me. We'll stay in the fight. But I finished, I come from Arlington. I run back through the monuments. My favorite is Lincoln. I'm sure a bunch of people have been there. Hopefully all you have been here. When you walk into the Lincoln Monument - there he is, the old man, sitting up there looking you. To the right, is that Second Inaugural Address, which is a beautifully written piece of prose, and to the left is the Gettysburg Address. Every time I get on this stage I feel like I'm going to cry. I was going to quote some of the Gettysburg Address, but I won't get through it. I'll just say this. It took Abraham Lincoln 278 words to write the Gettysburg Address. If you haven't read it in a while, Google that while you're sitting there - 278 words. Simple. Thank you. I think leaders believe that there is a premium or a need to find great ideas. Every organization is trying to find great ideas. We just listened to Woz talk about he came up with a pretty good one. But here's the funny thing. What I've found over a lot of time on the battlefield and now working with a lot of companies and high performance teams, in particular those people trying to generate ideas and concepts to, kind of, win the day, I don't think there are that many great ideas. What I think there are, are good ideas that are coupled with a boatload of hard work and passion. I remember when I was a brand new guy at SEAL Team 4. Every once in a while, once a month, we'd get all the teams on the East Coast, four SEAL teams, and we'd get together and we'd do a workout. Each team was responsible for kind of offering up the workout, leading the workout. It would be a mix of all the same stuff - flipping logs, running with boats on our heads, all these different things. I remember this one day I show up for a workout and there's a guy that showed up that didn't even look like he was super fit. But we all get over to the pull-up bars and hanging from the pull-up bars are two lines on each pull-up bar, there are probably about 12 sets, of tubular nylon, green military tubular nylon, which is just like nylon rope. You can hang a truck from it, but it's ubiquitous at SEAL teams. It's everywhere. We use it to lash things down and tie up boxes and things like that. So, tubular nylon that came down to two handles made out of PVC pipes, just cut by hand PVC pipes. And he goes to explain to us. He's like, "This is the future of working out, gents." He gets down and he does pushups on them. His hands are unstable. He's doing pushups. He kind of ratchets them up and he can do these inverted rows. He does dips with them. He does all these workouts and he's just going off like an absolute zealot. This is it. This is going to be the big deal. All of us are kind of watching like, "That's tubular nylon and PVC, bro. I don't think you've broken new ground." Anybody heard of the TRX system? I defy you to go to a gym in the United States right now that doesn't have a much more elegant version of this hanging from its pipes. That SEAL is a multi-millionaire. That wasn't a great idea. That was a good idea that he worked his ass off on, for 10 years, to make the TRX system. I can't believe I just swore at Leadercast. But it's true. Great ideas are good ideas that people couple with tremendous hard work. Let's talk a little bit about hard work. This is one of my favorite subjects. You control how hard you're going to work as a leader and as an individual. When I played lacrosse at Syracuse, I was by far low end of the totem pole on talent. I'd only played there years in high school. Most of the guys had been playing since they were three. I overshot going to play there. But the thing I knew, I think I said it in that little pre-package of this TV show, "American Grit" that I'm playing on, that my parents had taught me you're not going to be the most talented person in the room. You can control being the hardest worker in the room. That's your choice. That's true. I knew if nothing else, I was going to win every sprint that they put me in. I'm fast, but I'm not that fast. I'd say for eight months, leading up to the first game of the first season of my freshman year, I won pretty much every sprint. I definitely won the last sprint because that just comes down to guts. That's just a choice that I'm going to go harder that you. I'm going to suffer more than you. My freshman year, first game of the season, we're playing the North Carolina Tar Heels down in Chapel Hill. Syracuse is the number one team in the nation, pre-season number one. North Carolina is number two. So, you've got the two titans going at it in the first game of the season. On Friday, we have a practice before the game on Saturday and we're just goofing off in practice, not taking it seriously, kind of blowing it off and my coach gets pissed. He's like, "Right, Roger that [sounds like 00:21:26]. We don't want to practice hard? We'll just run." He starts running us. About five minutes in, everybody thought, "This has to end soon. We've got the biggest game of the year starting tomorrow." No. Twenty-five minutes later we are dog tired and running. He says, "Here we go. We're done. Everybody on the end line." So, everybody goes to the end line of the field. He goes up to the 50 yard line and explains to us, "This is the way this round is going to play. We're going to run full speed from the end line about 50 yards up to the midline. The first two men to cross the line are done. When you get across the line, you get to go sit on the bench and rest the rest of the day and we're going to go until there are two left." So, there are about 40 guys on the travel team. Remember, I've won every sprint I've run at Syracuse and absolutely every last sprint. I was in the last four. It bothers me. It bothers me to this day. It does. Now I understand it. Now I'm excited about it because where it's, I feel, led in my life. It bothered me. I'm looking at all these guys sitting on the bench whose tail I'd whupped in any other sprint and the only reason they were motivated to run hard that day was because it got them a break. I was running hard because it meant something to run hard, because I wanted to make myself better. As leaders, you've got to sprint hard all the time. If you do, your troops will sprint hard all the time. When I showed up at the SEAL teams, we got done with BUDS training. We showed up at a team and I remember the very first time we did a team workout and everybody's running and I looked right and left and I was like, "Here we go. Everybody's sprinting hard all the time. This is my group." So, I've got one final story and then I've got a treat. It's a treat for you. I hope it's a treat for you. It's definitely a treat to me. I started with the Spartans. I love this culture and I love their stories. One of my favorites is the 300 that a lot of people know from the movies and things like that. These 300 Spartans were sent to a geographic chokepoint to defend a Persian invader to kind of hold him up while the rest of Sparta rallied for the fight that would hopefully win the eventually battle. The 300 that went knew it was a suicide mission. They knew they weren't coming back. By their culture standards, that was just fine by them. But Leonidas, the king who would lead that fight and fall himself, had three criteria for the folks he chose to go to the hot gates. One was just battle prowess, just supreme command of the battlefield skills that would carry the day and win the fight as long as possible. Two was they had to have a male heir. Every single warrior had to have a son so their bloodline wouldn't be extinguished because they knew they weren't coming back. Three, this is my favorite part - it was based on the strength of those warriors' brides. It was based on the women and how strong they were because he knew since they weren't coming back that the culture's strength would be based on both the men warriors and the women at home, looking at these women to hold the culture. To have that stoicism and grit to carry the day and keep the band of warriors together. So, this TV show "American Grit" that I'm playing on right now. If you haven't seen it, please watch it. It is a show about leadership. I'm not plugging that because it's a good deal to hopefully get nine seasons. It is a treat to be a part of because it was all about leading teams. That's what makes it special. But when I built my team I had to pick two gals and two guys for my team and I built my team on the gals. I knew if I had the toughest gals in the fight, we'd be in it to the end. Leadercast surprised me today. So, I've got my two lionesses here with me. They want to come out and talk a little bit about leadership. So, would you help me welcome Haze and Goldie. So, these were my top picks. If you've seen the show, you know how good a choice that was. If you haven't, catch some back issues and you'll see exactly what I'm talking about. Like I said, they kind of surprised me bringing my two studs here. I wasn't sure how to tap into it. They said, "We got it. We actually just want to talk about our experience with you." I'm going to give them the stage. Goldie, have at it. Goldie: All right. Thank you. Oh wow. Thank you so much for allowing us to come here and share our experience with you as our leader on "American Grit." For me, it was life-changing. The show, a little bit about the show, it's a competition where you have four teams of four who go in and compete in a team challenge. If you're not the first team who wins in a challenge, then the other three teams, our cadre has to select someone to go into what's called a circus. It's an individual competition. I was chosen. Now, the other two competitors who were chosen to go in, was a Boston cop and a celebrity fitness trainer. Does he hate me? Is he trying to send me home? So, I never said anything, but I was fearful. I was afraid. It was so unknown. I'm competing against these other two tough competitors. So, I'm just trying to gather myself, gather my thoughts. Rorke, being an awesome leader that he is, I guess he read my body language. Apparently it was written all over my facem I was fearful. I never verbally expressed that because where I'm from, you don't tell anyone you're afraid. You go out there and you do what you've got to do. He came over to me and he told me - he said, "I chose you because I know that you can go in here and beat these two guys." I'm like, "Okay." And then he grabbed me, he looked me straight in my eyes and he grabbed me by my shoulders and he said, "I believe in you, now I need you to believe in you." That moment forever changed my life. At the time, I was 38 [sounds like 00:27:46] years old. Just that year, I had been through a divorce. I had suffered a terrible shoulder injury that took me out of my sport. And I lost my sister, my best friend of over 30 years. I got through all of that. I got through all of it. But it was because it was something I had to do. It wasn't because I believed in myself. For the first time, I had somebody look me in my eyes and tell me, "I believe in you." So, at that moment, it made me have what I needed on the inside to go out there and fight. Not only was I fighting for my team, I was fighting for myself. But most importantly, I was fighting for Rorke because he believed in me, and forever my life has been changed. Rorke: And she sent the biggest athlete packing, day one. You're up. Haze: I want to take this opportunity to thank Leadercast for giving Goldie and myself the ability to honor Rorke. These few words will not sufficiently convey the life-changing leadership you have placed on us. We had six short weeks with Rorke. In those six short weeks, his actions and words completely changed our lives. The things that I took away most from Rorke's leadership was fear is a choice. The challenge is real. The danger is real. But fear is an option. You should never make a decision based on fear. The second thing that I learned and I do every day is accountability, not just to oneself, but to the people around you. You're accountable to more than just yourself. The biggest thing that I took away is always hold your head high. Even if you go out and you fall on your face five feet from the finish line, as long as you gave it your all, you're allowed to hold your head high and be proud of yourself. Rorke, thank you for your service, thank you for your leadership and thank you for your love. Rorke: Thank you. So this is what made that whole experience fun. The past few times I've been here, I don't let you get out here without some level of a workout because that's just what we do. Today will be no different. But since I've got my two top competitors, we're going to have a little competition. I'm basically going to create a Team Haze and a Team Goldie and you guys know I like warrior stuff and so we're going to do a cry. Since Spartan culture is the word of the day, we're going to do Spartan battle cries just back and forth so we can finish this thing off. This gentleman right here, I see you smiling that you know I'm talking to you. Put your hand up please and stand up. Everybody behind him stand up and everybody this side of him stand up. Everybody over here, feet all the way back. If you're at an outstation right now watching this thing, split the auditorium in half. Everybody on this side, I don't know what that looks like on camera. Stand up. Okay. So this is all Team Haze. This side sitting, this is all Team Goldie and you'll have your moment. Team Haze better be ready, based on they're sitting down right now. All right. So, we're going to do it. The Spartan culture is obviously a warrior culture. Everybody up here is already in position, but if you're down in the trenches, I want you to turn to the side as best as you can and assume a war fighter position, like you're ready to get it on. Then we're going to start stomping. The war cry of the Spartans was . . . Haze: Aroo. Rorke: Aroo. That's what it was, okay. We're going to get a little stomp going. You guys start stomping. Keep it about the same. We don't want to go too fast. Then I'm going to count to three. We're going to do three "Aroos." I'm going to do it first so you know what we're talking about. It's going to be boom. Aroo. Aroo. Aroo. Okay? But we've got to blow the doors off. One, two, three . . . Haze: Aroo. Aroo. Aroo. Rorke: Nice. Speak [sounds like 00:32:26] Goldie: Team Goldie. Rorke: All right, you're repping Goldie. Goldie: Oh yeah. Rorke: All right, this side turn, battle positon. Give them a little . . . you know, make them feel it and let's do it. Goldie: All right. Rorke: One, two, three . . . Goldie: Aroo. Aroo. Aroo. Rorke: Pretty legit. Everyone up. Everyone up. Let's blow the paint off the walls. I think I've said this before. Somebody thinks there's an event going on here tonight that's scheduled tomorrow. They're going to be walking to the front door and they're going to hear this and be like, "No." We're like uncomfortable loud. All right? Here we go and then we're out of here. Goldie: All right. Rorke: Two, thee Aroo. Aroo. Aroo. Thank you so much. We appreciate the time. See you next time. Goldie: Thank you. Rorke: Let's get out of here. Man 1: What's going on out here? Rorke: I mean, you've got to take it now.

Rorke Denver

Commander Rorke T. Denver, founder of Ever Onward, has run every phase of training for the U.S. Navy SEALs and led special-forces missions in the Middle East, Africa, Latin America and other international hot spots. He starred in the ...

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