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'My Name is Brett Jones, I Am A Navy SEAL, And I Am Gay'

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Brett jones navy seal The people with whom I’ve worked in the Special Operations community are more concerned with an individual’s contribution to the team, and their ability to do their job exceptionally well, than their race or sexual preferences. It’s meritocracy in its purest form, and a wonderful example set by the Special Operations community, from which others can and should learn.

Gays in Special Operations existed long before the inception and eventual death of Don’t-Ask-Don’t-Tell (DADT). And while politicians and religious fanatics made a fuss about gays serving in the military, these men and women proudly served their country in silence, and earned the respect of their peers until DADT was eventually repealed. 

I was a BUD/S 215 classmate of Brett Jones, had no idea he was gay at the time, and I am proud to call him my friend. His story is below.  -Brandon Webb, Editor-in-Chief, SOFREP.com

“If everyone is thinking alike, then somebody isn’t thinking.” -General George S. Patton

“The alarm is always too loud,” I thought to myself as I rolled over to turn off the annoying, illuminated noise machine.  Making the decision to not take a shower for a little more sleep was an easy one.  Last night’s dive was long and cold.  Since I was going to be back in the water soon enough, staying dry for now was a must.

It took a second try to get my Jeep to start in the morning cold.  The heater finally got warm just as I was entering the front gate of the Naval Amphibious Base in Norfolk, Virginia.  After I parked in front of the SEAL Team 8 building, I grabbed my phone and started listening to my voicemail, watching as, one-by-one, people arrived at work.

Brett Jones air ops sofrep

“Hey Brett, this is Mike, we met at the Cactus and I was wondering if you’re doing anything tomorrow night. Give me a call back.” “Nice!” I thought as I closed the flip phone and nervously glanced around the parking lot as if somebody could have heard that voicemail.  I had met Mike at a gay bar in Virginia Beach the week prior. He must have called last night when I was on my dive.

The Navy had a Don’t-ask Don’t-tell policy (DADT), and I had met a number of people at gay bars in the area who still had been dishonorably discharged for it.  Being a Navy SEAL and gay proposed its own set of problems.  Fortunately for me, it was not obvious to people that I was gay.  If I wanted to go out on a date with Mike (which I did), I was going to have to do some serious lying.

First, I was going to have to lie to my SEAL teammates.  I absolutely hated it when I did that.  It was Friday and they would no doubt try to get me to go out with them after our last dive.  Second, I was going to lie to Mike, because there is no way in hell I was going to tell him truthfully what I did and who I worked for.  I’m not proud of the lies, but living under the rule of DADT left me few options in such a small close-knit community.

brett jones sofrep navy seal homosexual

Being gay is not a choice.  In fact, I can remember countless nights of restless sleep praying for God to help me find women attractive in that way.  As Garth Brooks says, “Some of God’s greatest gifts are un-answered prayers.” Though it took me a while to fully understand, I know now, that our diversity is one of the greatest gifts this world has to offer.

It can be very difficult to accept who you are, especially in an environment that has a history of treating LBGT  (Lesbian, Gay, Bisexual, & Transgender) people negatively.  

At the time, the thought of my teammates discovering my secret was terrifying.  Eventually, I was forced out of the closet to my SEAL team, and I discovered that it was not as bad as I had made it in my mind. Sure, there were guys who would whisper and talk behind my back, but overall my SEAL brothers supported me.  For that, I will always be thankful.  

It was because of that support, from my brothers, that I could proudly say, “My name is Brett Jones, I am a Navy SEAL, and I am gay.”

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2 Former Navy SEALs Found Dead Aboard 'Captain Phillips' Ship

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Maersk Alabama

Two former Navy SEALs have been found dead aboard the ship that was featured in the movie "Captain Phillips," Fox News reports.

The Maersk Alabama was docked near an island northeast of Madagascar. The former SEALs were working as security contractors on the ship.

The two 44-year-old men, Jeffrey Reynolds and Mark Kennedy, worked for Trident Security, which is based in the U.S., according to CBS News.

The ship's line said in a statement that the deaths were "not related to vessel operations or their duties as security personnel."

"Captain Phillips" depicted the 2009 hijacking of the Maersk Alabama off the coast of Somalia.

Seychelles, where the ship was docked Sunday, is near the Horn of Africa, a dangerous passageway for merchant ships according to Fox.

Police are investigating the deaths according to CNN. The two SEALs were part of a 24-member crew.

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Drug Overdose Suspected In Deaths Of Two Former Navy SEALs On ‘Captain Phillips’ Ship

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Maersk Alabama

Traces of drugs were discovered on the bodies of two former Navy SEALs who were found dead on a ship docked near an island northeast of Madagascar, CNN reports.

Seychelles officials told CNN they suspect the men died of drug overdoses. Police found narcotics and hypodermic needles with the bodies of Jeffrey Reynolds and Mark Kennedy.

Their deaths are still under investigation and official cause of death has not yet been determined.

The ship's line said in a statement Wednesday that the deaths of Kennedy and Reynolds were "not related to vessel operations or their duties as security personnel."

The two men were working as security contractors aboard the Maersk Alabama, which was featured in the movie "Captain Phillips." During other voyages, the ship had fallen prey to pirates off the coast of Africa.

"Captain Phillips" depicted the 2009 hijacking of the Maersk Alabama off the coast of Somalia.

Seychelles, where the ship was docked Sunday, is near the Horn of Africa, a dangerous passageway for merchant ships.

Reynolds and Kennedy worked for U.S.-based company Trident Security. The company's president said the two men were former Navy SEALs, but the Associated Press identifies only Kennedy as a former SEAL.

The two men were part of a 24-member crew aboard the ship.

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Navy SEAL: How To Be Prepared For Anything

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navy SEAL team

With today’s competitive landscape changing about as fast as you can say, “competitive landscape,” leaders need to be able to adapt, face the unknown and act with certainty in uncertain situations. Whether it’s the battlefield or the boardroom, leaders must make decisions quickly to stay relevant and avoid becoming obsolete.

That said, it also takes awareness to know when the best time is to be the right leader in the right setting.

We had a saying in the SEAL Teams whenever we were on target, “Let the situation dictate.” Allowing circumstances to unfold without employing any preconceived biases allowed us to both adapt to the enemy threat in real time and contain chaos rather than create more.

How do people maintain a presence of mind and think clearly when the odds say otherwise? Here are four tips for leaders to find certainty in uncertain situations:

Related: Are You a Good Leader? (Infographic)

Identify your purpose. When bullets or insults are flying back and forth, remember the purpose that brought you here. Purpose provides focus. It offers direction and guides decision making. A leader’s purpose is the underlying belief for being and thus answers the why the hell am I doing this” question that seems to arise at the most inopportune times. If your purpose runs askew or falls into that gray between justice and injustice, right and wrong, then so do your values and—as well as those you lead.

Accept and assess. If you can’t change, influence, or repeat the factors that produced your current situation, then the only option left is to accept it. Acceptance offers closure and with closure comes conviction and opportunity. The first time I got shot (yes, you read that correctly) there wasn’t much I could do about it except learn from any mistakes. Of course, I probably didn’t do a good of it since I got shot again a couple deployments later.

The point is that when situations are obscure or lack clarity, don’t panic, just accept the circumstance for what it is and assess ways to overcome it. Consider this: If you’re a leader and your brand is getting bombarded by the competition, incoming mortar rounds, or both, then it really doesn’t matter what direction you move in, just so long as you move.

Have a backup plan. Always have a “go to” in your back pocket when things go awry—a second, third, and fourth course of action to call upon when an audible is needed. This way, you’re always ready to adapt. Doing so allows you to keep momentum and focus on the “next state” along which learning opportunities exist, rather than accept a sub-par “end state” where opportunities surrender.

Related: Be a Better Leader Today

Of course, there’s a balance here. Too much of any one thing is just that—too much. Over planning can stifle decision-making and lead stakeholders to the point of analysis paralysis, where they “nuke” an idea to the extent that it would actually be easier to forego the plan altogether—or just go play in traffic. Find the inflection point where the fear of facing conflict and the fear of not facing it converge (and stay out of traffic).

Redefine uncertainty. Just because things get a little chaotic doesn’t mean the zombie apocalypse has arrived. Believe it or not, uncertainty is healthy. It reminds leaders of their purpose and passion for why they lead; it injects abnormality into an otherwise normal routine and prevents leaders from falling into Einstein’s definition of insanity: “Doing the same thing over and over again and expecting different results.”

The one thing that doubt, indecision, risk aversion, or any myriad momentum stoppers have in common is that they all serve as cruxes of choice. They are either a reason to revert back to what one knows and reclaim assurance, or a cause to test oneself, grow, and become better. Make the right choice.

Related: A SEAL's Perspective: 5 Ways to Be a Better Leader

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How Navy SEALs Are Able To Seize A Ship In Minutes — Like The Tanker They Raided This Morning

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This morning Navy SEALs boarded a renegade oil tanker near Cyprus that was carrying stolen oil from a rebel held port in Libya.

While there are no videos of the operation, it is likely that the SEALs boarded the ship in accordance with visit, board, search, and seizure techniques (VBSS). VBSS are the standard actions and tactics used by the U.S. Military to combat terrorism, piracy, and smuggling on the open sea.

This YouTube video shows a VBSS drill and demonstration conducted by U.S. Navy SEALs. The video is on the longer side, and we have summarized the actions taken in the drill below.

Navy SEALs rappel onto the vessel in three waves.

Navy Seals Ship Boarding

The first SEALs team on the ship take up defensive positions to provide cover fire as the other teams rappel onto the vessel.

Navy Seals Boarding

Once all teams are on the ship, the helicopters fly out and maintain an aerial perimeter. At the same time, Navy SEALs in light boats flank the vessel being boarded.

Navy Seals boarding

Navy SEALs on the ship clear its perimeter, quickly making their way to the upper deck.

Navy Seals Boarding

Meanwhile, SEALs board the back of the ship from their boats.

Navy Seals Boarding

This two-pronged approach is meant to clear all hostiles on the vessel and reestablish command.

Navy Seals Boarding

After the ship has been secured, SEALs leave the boat via makeshift ladders back onto their speed boats.

Navy Seals boarding

The full video of the drill can be seen below. As the video is long, we recommend starting it at 7:30.

SEE ALSO: What It Takes To Serve In The Navy's Elite Warfare Boat Crew

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Here's The Real Reason Why Photos Of Bin Laden's Body Haven't Been Released

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Osama Bin Laden

There are a lot of puzzled expressions on people’s faces when it comes to the subject of the late Osama Bin Laden and why the White House has not authorized the release of any pictures of the body. 

Photographs and video were released of Saddam Hussein’s hanging, as well as post-mortem pictures of his criminal sons, Uday and Qusay, after Delta Force took them out.  Why not release a few pictures of Public Enemy #1 to prove that he is dead and show the world what happens when you take on the US of A?

Matt Bissonnette, one of the SEAL Team Six operators on the raid, partially outs the reason in his book, No Easy Day.  The book reads, “In his death throes, he was still twitching and convulsing. Another assaulter and I trained our lasers on his chest and fired several rounds. The bullets tore into him, slamming his body into the floor until he was motionless” (No Easy Day, Chapter 15).

But this is perhaps the most measured and polite description that one could give of how operator after operator took turns dumping magazines-worth of ammunition into Bin Laden’s body, two confidential sources within the community have told us. When all was said and done, UBL had over a hundred bullets in him, by the most conservative estimate.

But was it illegal?  Under the Laws of Land Warfare, a soldier is fully authorized to put a few insurance rounds into his target after he goes down.  Provided the enemy is not surrendering, it is morally, legally, and ethically appropriate to shoot the body a few times to ensure that he is really dead and no longer a threat.  However, what happened on the Bin Laden raid is beyond excessive.  The level of excess shown was not about making sure that Bin Laden was no longer a threat.  The excess was pure self-indulgence.

You may not care if Bin Laden got some extra holes punched in him, few of us do, but what should concern you is a trend within certain special operations units to engage in this type of self-indulgent, and ultimately criminal, behavior.  Gone unchecked, these actions get worse over time.

The real issue is not that Bin Laden was turned into Swiss cheese, but rather that this type of behavior has become a Standard Operating Procedure in this unit. Of course, these attitudes and behaviors do not come out of nowhere.  Endless back-to-back combat deployments, PTSD, broken families, and war itself all plays into it.

Now you know the real reason why the Obama administration has not released pictures of Osama Bin Laden’s corpse.  To do so would show the world a body filled with a ridiculous number of gunshot wounds.  The picture itself would likely cause an international scandal, and investigations would be conducted which could uncover other operations, activities which many will do anything to keep buried.

If you enjoyed this article please consider becoming a member of the SOFREP community, and support our all military veteran writing team. News & Analysis from Military & Special Operations veterans. Click here for more info.

SEE ALSO: 18 Things Navy SEALs Won't Leave Home Without

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A Former Navy SEAL Was Shot In The Stomach But Still Managed To Chase After The Suspects

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A former Navy SEAL was shot Friday, but in true Navy SEAL fashion he didn’t just let his attackers drive off — he gave chase despite his wound.

Christopher Mark Heben, who served the military both in active duty and as a private contractor, told Bath Township Police the suspects initially hit him with their car while he was walking in the parking lot to the Mustard Seed Market & Cafe, which is in Akron, Ohio. At this point, Chief Michael McNeely said Heben and the driver exchanged words, according to the Akron Beacon Journal.

As Heben started to walk to the cafe again, he realized he forgot his wallet and began to return to his car. The vehicle that had allegedly hit him pulled up again and Heben was shot. The newspaper doesn’t detail any more information as to what provoked the shooting, and Heben did not immediately respond to TheBlaze’s inquiry for more information.

Initially, Heben took off after the gray sports car with a black tint on the windows.  Though he pursued the suspects in his own car, the Beacon Journal reported that he began to feel sick and drove himself to the police station. He was then taken to the hospital where he underwent surgery for a gunshot wound to the stomach.

By Saturday, Heben posted on Facebook a picture of his thumbs up, thanking everyone for the well wishes.

“Finally got that damn tube outta my nose….It was the worst part so far,” he wrote on Facebook while still hospitalized Monday.

Police are searching for three suspects, two of whom were described as black while the ethnicity of the third sitting in the back seat could not be identified. Police are also reviewing local surveillance videos for any clues. According to the Beacon Journal, police were following leads Monday.

(H/T: Daily Mail)

SEE ALSO: 18 Things Navy SEALs Won't Leave Home Without

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7 Habits From Navy SEALs That Will Make You More Successful

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navy seals

I learned my best habits — and made some of my most dangerous mistakes — as a Navy SEAL.

Once, when our platoon was preparing for a mission at one of our shooting ranges in Iraq, I had failed to reload one of my pistol mags after the previous night's operation.

Our point man, the best-selling author of No Easy Day (under the pseudonym Mark Owen), discovered my mistake. To this day, I still think about the look of disappointment on his face.

The experience drove home the importance of good habits. The term habit generally has a negative connotation, but if you form the right habits that drive you toward success, you can't lose. To be an effective team member, people usually need to break old habits and develop new ones by letting selfishness fall by the wayside. The SEAL community forces you to break habits that don't positively contribute to mission success. If you can't make that happen, you're done.

I've gotten these habits right, and I've gotten them wrong. But those mistakes of yesterday have forged me into a better leader and team member today. If you want to be part of an elite team and are going to shed old habits, make sure to keep these!

  1. Be loyal. Team loyalty in the corporate environment seems to be a dying philosophy. Loyalty to the team starts at the top. If it's lacking at the senior executive level, how can anyone else in the organization embrace it? Loyalty is about leading by example, providing your team unconditional support, and never throwing a team member under the bus.
  2. Put others before yourself. Get up every day and ask yourself what you will do to add value to your team, such as simply offering your assistance with a project. The challenge is overcoming the fear that your team member might say: "Yes, I really need your help with this project…tonight."
  3. Be reflective. Reflective people often spend too much time analyzing their actions. But imagine if you could harness this talent into something highly valuable? Reflecting on your mistakes, such as mine in Iraq, ensures you never repeat them.
  4. Be obsessively organized. Some of us innately have this ability, often to a fault, and some have to work at it a bit more. You have to find a process that works for you. I've known people who will put something on their to-do list after they did it and then cross it off to feel a greater sense of accomplishment! Whatever your system is, make it work for you.
  5. Assume you don't know enough. Because you don't. Any effective team member understands that training is never complete. It's true in the SEAL teams, and it's true in any elite team. Those who assume they know everything should be eliminated. Those who spend time inside and outside of the workplace developing their knowledge and skills will provide the momentum for their team's forward progress.
  6. Be detail-oriented. Attention to detail is one of our company's values. Do we get it right all the time? Of course not. Imagine, though, if all members of a team are obsessed with detail in their delivery? My lack of attention to detail in the incident in Iraq could have had catastrophic results. Don't ask yourself what you are going to do today to be successful; ask how you are going to do it.
  7. Never get comfortable. Always push yourself outside of your comfort zone. If you do this continually with every task you take on, that boundary will continue to widen. This process will ensure that you are continually maximizing your potential, which will positively impact your team.

You may be wondering how you could ever have a relaxed life if you maintain all of these habits. But that's the beauty of it. If you enjoy what you do and form good habits, it all becomes second nature. Maintain these habits, and encourage your team members to do the same. 

SEE ALSO: US Navy SEAL Training Flows Into Mainstream Fitness

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9 Ways To Be As Productive As A Navy SEAL

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When performing capture-or-kill missions in Iraq, we often used Humvees as insert platforms. It didn't take long to see the difficulty of getting out of a Humvee and over a six-foot wall while wearing nearly 70 pounds of gear. It was taking us too long to get into the yard and breach the target. So we worked together to improve the existing strategy. We removed the doors, welded running boards along the side to stand on, and built ladders out of two-by-fours. By getting creative and working together, we cut our target entry time in half.

The elite nature of Navy SEAL culture is in large part driven by the creativity and organizational capabilities of its team members. Every single team member practices habits that enforce productivity. The same principles apply to startups, medium-size businesses, and global corporations. As an entrepreneur, I have diligently attempted to replicate this type of culture in my own organizations.

Here are nine ways that team leaders, and members, can ensure high productivity. 

1. Get the right team members. Without self-discipline and accountability, no process will work. First and foremost, your team members must embrace the organization's values. You must recruit, train, and promote people on the basis of those values.

2. Clearly define roles. Once you have the right team, you need to make sure each person is sitting in the right seat, by clearly defining each person’s role and leaving some room for evolution. When people know exactly what is expected of them and how they will be judged, your team's efficiency and morale will improve.   

3. Eliminate overlap. Inefficiencies are created when resources aren't allocated properly and overlap exists between internal teams. If you're overstaffed or have poorly defined roles creating these inefficiencies, do something about it.

4. Demand transparent communication. Move. Shoot. Communicate. That’s how we break down the essential capabilities of a great SEAL operator. Communication is the most important element. The culture has to promote honesty and the importance of constructive feedback between teams and individuals. One of our core values at our company is "Everyone has a voice." And believe me, everyone does! When you know you have the right people on your team, it's foolish not to want their input.

5. Always improve processes. SEALs constantly adapt their combat tactics. If you fight the same enemy long enough, it will adapt to your strategies. So you must adapt as well. Owing to growth, economic shifts, or industry changes, every company has to evolve. To do this well, the team must regularly audit its systems and identify what needs improving. 

6. Fill the gaps. When an efficient team has a rhythm for auditing the way it does things, gaps will be revealed. If this occurs, make the necessary changes quickly. Doing so will have an immediate positive impact. 

7. Remove obstacles. When we found a more efficient way to get out of the Humvee, it was a team of enlisted operators that provided the concepts and execution for improving our efficiency. In the corporate world, removing obstacles usually costs money, and that means approvals from above are needed. Productive team members at ground level are usually in the best position to understand what's not working. Leadership has to trust and empower them to make change.

8. Problem-solve creatively. Imagination played a key role in improving the operational capabilities in SEAL teams over the years. At our company, working in an industry that is constantly changing has forced us to be always evaluating and changing the ways we provide our services to clients. This requires organizational restructuring, recruiting new talent, and constant training. We get the team involved, get creative, and adapt.

9. Embrace adaptability. We often fail to change soon enough to avoid problems. One of my favorite quotes is "No plan survives first contact with the enemy." And I can assure you that is true. You can do all of the planning you want, but having the capability to truly be dynamic and flexible is what sets apart the best organizations. 

Take the time now to ensure that your company is set up for success.

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This Mantra Kept A Navy SEAL Alive During A Deadly Battle

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navy sealAs Navy SEAL Thom Snyder lay on his back, dazed, bleeding and in shock, he heard his wife Stacy’s clear, strong voice ringing in his ears, commanding him to get up and move. To fight. To live.

Fight your way back to us.

On this mission in Afghanistan, Snyder and his SEAL teammates were inserted by helicopter roughly 4 miles from their target in Kandahar province.

They were in a sustained firefight throughout the first day, spending about six hours in a heated battle, fending off enemy fire.

By the following afternoon, they felt a relative calm. The bullets stopped flying and they made it a good distance toward their target. For a few minutes, Snyder remembered, they thought they were in the clear.

Then with just about two hours of daylight left, their position was overrun.

“We got overwhelmed by the enemy; there were 65 of them to about 12 of us,” Snyder recalled. “The sniper position was overwhelmed and the guys had to jump off the roof, several of our weapons were fired at and destroyed.”

They were pinned down, and all hell broke loose.

Snyder was in a building alone when a rocket blasted just outside the window, blowing him back against the wall.

Ears and head ringing, he tried to call out for his teammates. But he heard nothing.

“I thought I was dead or alone,” Snyder said. “My radio wouldn’t work and I couldn’t hear anyone saying anything, so in that moment I realized that I might be alone. And that’s when I heard Stacy’s words just playing over and over again.”

Fight your way back to us.

It was the voice of his Spartan Wife, the warrior he left back home to protect and defend their children, and her words gave renewed energy to this battle-hardened Navy SEAL.

“In that moment I realized that moment I could either give up and die, or keep moving,” Snyder said. “I realized in that moment of clarity, that I wasn’t going to die, that I was going to be unbreakable. So as I fought my way back to lucidity … and we rallied the troops.”Screen Shot 2014 04 21 at 3.57.34 PM

For the next 45 minutes, Stacy’s words were the only thing Snyder could hear as he fought back to defeat the enemy.

“That was a tough moment as a leader to realize that everything that I do affects everyone else,” Snyder remembered.

“When you realize every step you take could have been the last one and I was responsible for all those men — and their lives and their future … that’s a tough moment.”

“We couldn’t maneuver, but we did what we needed to do, and we eventually won the battle,” he said, describing the end of the 2009 mission that would eventually earn him a Silver Star.

Years earlier, before Snyder left for one of his multiple overseas deployments, Stacy said they needed to find a way to capture his stories and his life in case the worst happened, and so their children could know their father through his own words.

“When our son Chance was 4 months old, Thom left for Iraq, and anybody whose husband or wife is leaving for a combat deployment it becomes very real, the mortality of your husband.

“All the things I thought were important, strong and admirable qualities of my husband, I couldn’t preserve alone to pass on to our kids,” Stacy Snyder said. “I wanted to make sure Thom was writing those down, he is the expert on what make him strong through those successes and failures.”

Thom Snyder retired in January after 23 years of service in the Navy, having served as a SEAL since 1996. He said his wife is the rock that kept him grounded during the dangerous deployments, especially knowing that she had everything under control back home.

Snyder documented his deployments as a SEAL, the life lessons he learned a long the way, and the importance of having a “Spartan Wife” in the recently published book, “Unbreakable: A Navy SEAL’s Way of Life.”

“I wanted the kids to know how important a woman is to a man, and you don’t hear about that a lot in life in general,” Snyder said.

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Navy SEAL Commander Tells Students To Make Their Beds Every Morning In Incredible Commencement Speech

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Navy SEAL Admiral Bill McRaven University Texas Austin Commencement Hook 'Em

U.S. Navy admiral and University of Texas, Austin, alumnus William H. McRaven returned to his alma mater last week to give seniors 10 lessons from basic SEAL training when he spoke at the school's commencement.

McRaven, the commander of the U.S. Special Operations Command who organized the raid that killed Osama bin Laden, stressed the importance of making your bed every morning, taking on obstacles headfirst, and realizing that it's OK to be a "sugar cookie."

All of his lessons were supported by personal stories from McRaven's many years as a Navy SEAL.

"While these lessons were learned during my time in the military, I can assure you that it matters not whether you ever served a day in uniform," McRaven told students. "It matters not your gender, your ethnic or religious background, your orientation, or your social status."

We first saw this speech at the Military Times. Here's the video of the full speech with the transcript below:

Here are McRaven's 10 lessons from his years of experience as a Navy SEAL, via University of Texas, Austin:

I have been a Navy SEAL for 36 years. But it all began when I left UT for Basic SEAL training in Coronado, California.

Basic SEAL training is six months of long torturous runs in the soft sand, midnight swims in the cold water off San Diego, obstacles courses, unending calisthenics, days without sleep and always being cold, wet and miserable.

It is six months of being constantly harassed by professionally trained warriors who seek to find the weak of mind and body and eliminate them from ever becoming a Navy SEAL.

But, the training also seeks to find those students who can lead in an environment of constant stress, chaos, failure and hardships.

To me basic SEAL training was a life time of challenges crammed into six months.

So, here are the ten lesson's I learned from basic SEAL training that hopefully will be of value to you as you move forward in life.

Every morning in basic SEAL training, my instructors, who at the time were all Viet Nam veterans, would show up in my barracks room and the first thing they would inspect was your bed.

If you did it right, the corners would be square, the covers pulled tight, the pillow centered just under the headboard and the extra blanket folded neatly at the foot of the rack—rack—that's Navy talk for bed.

It was a simple task—mundane at best. But every morning we were required to make our bed to perfection. It seemed a little ridiculous at the time, particularly in light of the fact that were aspiring to be real warriors, tough battle hardened SEALs—but the wisdom of this simple act has been proven to me many times over.

If you make your bed every morning you will have accomplished the first task of the day. It will give you a small sense of pride and it will encourage you to do another task and another and another.

By the end of the day, that one task completed will have turned into many tasks completed. Making your bed will also reinforce the fact that little things in life matter.

If you can't do the little things right, you will never do the big things right.

And, if by chance you have a miserable day, you will come home to a bed that is made—that you made—and a made bed gives you encouragement that tomorrow will be better.

If you want to change the world, start off by making your bed.

During SEAL training the students are broken down into boat crews. Each crew is seven students—three on each side of a small rubber boat and one coxswain to help guide the dingy.

Every day your boat crew forms up on the beach and is instructed to get through the surfzone and paddle several miles down the coast.

In the winter, the surf off San Diego can get to be 8 to 10 feet high and it is exceedingly difficult to paddle through the plunging surf unless everyone digs in.

Every paddle must be synchronized to the stroke count of the coxswain. Everyone must exert equal effort or the boat will turn against the wave and be unceremoniously tossed back on the beach.

For the boat to make it to its destination, everyone must paddle.

You can't change the world alone—you will need some help— and to truly get from your starting point to your destination takes friends, colleagues, the good will of strangers and a strong coxswain to guide them.

If you want to change the world, find someone to help you paddle.

Over a few weeks of difficult training my SEAL class which started with 150 men was down to just 35. There were now six boat crews of seven men each.

I was in the boat with the tall guys, but the best boat crew we had was made up of the little guys—the munchkin crew we called them—no one was over about 5-foot five.

The munchkin boat crew had one American Indian, one African American, one Polish America, one Greek American, one Italian American, and two tough kids from the mid-west.

They out paddled, out-ran, and out swam all the other boat crews.

The big men in the other boat crews would always make good natured fun of the tiny little flippers the munchkins put on their tiny little feetprior to every swim.

But somehow these little guys, from every corner of the Nation and the world, always had the last laugh— swimming faster than everyone and reaching the shore long before the rest of us.

SEAL training was a great equalizer. Nothing mattered but your will to succeed. Not your color, not your ethnic background, not your education and not your social status.

If you want to change the world, measure a person by the size of their heart, not the size of their flippers.

Several times a week, the instructors would line up the class and do a uniform inspection. It was exceptionally thorough.

Your hat had to be perfectly starched, your uniform immaculately pressed and your belt buckle shiny and void of any smudges.

But it seemed that no matter how much effort you put into starching your hat, or pressing your uniform or polishing your belt buckle— it just wasn't good enough.

The instructors would fine "something" wrong.

For failing the uniform inspection, the student had to run, fully clothed into the surfzone and then, wet from head to toe, roll around on the beach until every part of your body was covered with sand.

The effect was known as a "sugar cookie." You stayed in that uniform the rest of the day—cold, wet and sandy.

There were many a student who just couldn't accept the fact that all their effort was in vain. That no matter how hard they tried to get the uniform right—it was unappreciated.

Those students didn't make it through training.

Those students didn't understand the purpose of the drill. You were never going to succeed. You were never going to have a perfect uniform.

Sometimes no matter how well you prepare or how well you perform you still end up as a sugar cookie.

It's just the way life is sometimes.

If you want to change the world get over being a sugar cookie and keep moving forward.

Every day during training you were challenged with multiple physical events—long runs, long swims, obstacle courses, hours of calisthenics—something designed to test your mettle.

Every event had standards—times you had to meet. If you failed to meet those standards your name was posted on a list and at the end of the day those on the list were invited to—a "circus."

A circus was two hours of additional calisthenics—designed to wear you down, to break your spirit, to force you to quit.

No one wanted a circus.

A circus meant that for that day you didn't measure up. A circus meant more fatigue—and more fatigue meant that the following day would be more difficult—and more circuses were likely.

But at some time during SEAL training, everyone—everyone—made the circus list.

But an interesting thing happened to those who were constantly on the list. Overtime those students—who did two hours of extra calisthenics—got stronger and stronger.

The pain of the circuses built inner strength-built physical resiliency.

Life is filled with circuses.

You will fail. You will likely fail often. It will be painful. It will be discouraging. At times it will test you to your very core.

But if you want to change the world, don't be afraid of the circuses.

At least twice a week, the trainees were required to run the obstacle course. The obstacle course contained 25 obstacles including a 10-foot high wall, a 30-foot cargo net, and a barbed wire crawl to name a few.

But the most challenging obstacle was the slide for life. It had a three level 30 foot tower at one end and a one level tower at the other. In between was a 200-foot long rope.

You had to climb the three tiered tower and once at the top, you grabbed the rope, swung underneath the rope and pulled yourself hand over hand until you got to the other end.

The record for the obstacle course had stood for years when my class began training in 1977.

The record seemed unbeatable, until one day, a student decided to go down the slide for life—head first.

Instead of swinging his body underneath the rope and inching his way down, he bravely mounted the TOP of the rope and thrust himself forward.

It was a dangerous move—seemingly foolish, and fraught with risk. Failure could mean injury and being dropped from the training.

Without hesitation—the student slid down the rope—perilously fast, instead of several minutes, it only took him half that time and by the end of the course he had broken the record.

If you want to change the world sometimes you have to slide down the obstacle head first.

During the land warfare phase of training, the students are flown out to San Clemente Island which lies off the coast of San Diego.

The waters off San Clemente are a breeding ground for the great white sharks. To pass SEAL training there are a series of long swims that must be completed. One—is the night swim.

Before the swim the instructors joyfully brief the trainees on all the species of sharks that inhabit the waters off San Clemente.

They assure you, however, that no student has ever been eaten by a shark—at least not recently.

But, you are also taught that if a shark begins to circle your position—stand your ground. Do not swim away. Do not act afraid.

And if the shark, hungry for a midnight snack, darts towards you—then summons up all your strength and punch him in the snout and he will turn and swim away.

There are a lot of sharks in the world. If you hope to complete the swim you will have to deal with them.

So, If you want to change the world, don't back down from the sharks.

As Navy SEALs one of our jobs is to conduct underwater attacks against enemy shipping. We practiced this technique extensively during basic training.

The ship attack mission is where a pair of SEAL divers is dropped off outside an enemy harbor and then swims well over two miles—underwater—using nothing but a depth gauge and a compass to get to their target.

During the entire swim, even well below the surface there is some light that comes through. It is comforting to know that there is open water above you.

But as you approach the ship, which is tied to a pier, the light begins to fade. The steel structure of the ship blocks the moonlight—it blocks the surrounding street lamps—it blocks all ambient light.

To be successful in your mission, you have to swim under the ship and find the keel—the centerline and the deepest part of the ship.

This is your objective. But the keel is also the darkest part of the ship—where you cannot see your hand in front of your face, where the noise from the ship's machinery is deafening and where it is easy to get disoriented and fail.

Every SEAL knows that under the keel, at the darkest moment of the mission—is the time when you must be calm, composed—when all your tactical skills, your physical power and all your inner strength must be brought to bear.

If you want to change the world, you must be your very best in the darkest moment.

The ninth week of training is referred to as "Hell Week." It is six days of no sleep, constant physical and mental harassment and—one special day at the Mud Flats—the Mud Flats are area between San Diego and Tijuana where the water runs off and creates the Tijuana slue's—a swampy patch of terrain where the mud will engulf you.

It is on Wednesday of Hell Week that you paddle down to the mud flats and spend the next 15 hours trying to survive the freezing cold mud, the howling wind and the incessant pressure to quit from the instructors.

As the sun began to set that Wednesday evening, my training class, having committed some "egregious infraction of the rules" was ordered into the mud.

The mud consumed each man till there was nothing visible but our heads. The instructors told us we could leave the mud if only five men would quit—just five men and we could get out of the oppressive cold.

Looking around the mud flat it was apparent that some students were about to give up. It was still over eight hours till the sun came up—eight more hours of bone chilling cold.

The chattering teeth and shivering moans of the trainees were so loud it was hard to hear anything and then, one voice began to echo through the night—one voice raised in song.

The song was terribly out of tune, but sung with great enthusiasm.

One voice became two and two became three and before long everyone in the class was singing.

We knew that if one man could rise above the misery then others could as well.

The instructors threatened us with more time in the mud if we kept up the singing—but the singing persisted.

And somehow—the mud seemed a little warmer, the wind a little tamer and the dawn not so far away.

If I have learned anything in my time traveling the world, it is the power of hope. The power of one person—Washington, Lincoln, King, Mandela and even a young girl from Pakistan—Malala—one person can change the world by giving people hope.

So, if you want to change the world, start singing when you're up to your neck in mud.

Finally, in SEAL training there is a bell. A brass bell that hangs in the center of the compound for all the students to see.

All you have to do to quit—is ring the bell. Ring the bell and you no longer have to wake up at 5 o'clock. Ring the bell and you no longer have to do the freezing cold swims.

Ring the bell and you no longer have to do the runs, the obstacle course, the PT—and you no longer have to endure the hardships of training.

Just ring the bell.

If you want to change the world don't ever, ever ring the bell.

To the graduating class of 2014, you are moments away from graduating. Moments away from beginning your journey through life. Moments away starting to change the world—for the better.

It will not be easy.

But, YOU are the class of 2014—the class that can affect the lives of 800 million people in the next century.

Start each day with a task completed.

Find someone to help you through life.

Respect everyone.

Know that life is not fair and that you will fail often, but if take you take some risks, step up when the times are toughest, face down the bullies, lift up the downtrodden and never, ever give up—if you do these things, then next generation and the generations that follow will live in a world far better than the one we have today and—what started here will indeed have changed the world—for the better.

Thank you very much. Hook 'em horns.

SEE ALSO: Indiana University Student Gave An Amazing Speech To 17,000 People About His Stutter

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A Navy SEAL's Tips For Achieving Goals That Seem Impossible

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navy seal parachute

The loftiest goal I ever set in the early stages of my professional career was to become a Navy SEAL. Achieving that milestone gave me a new perspective and set the foundation for the rest of my life. Nothing seemed too far from my grasp.

The first six months of training, called Basis Underwater Demolition/SEAL, is designed to identify those not solely committed to the mission of becoming a Navy SEAL, separate them from the herd, and force them to quit.

Unless you quickly identify what you personally need to be successful, you will fail. Here are 11 important tactics I learned during that journey that I use every day in the constant pursuit of personal and professional success.

1. Get the simple things right.

During training, Sunday was always depressing, because you knew the inevitable torture that Monday would bring. Monday was inspection day. To be successful as a SEAL, your attention to detail must be unwavering. So you start with the little things, like making your bed and cleaning the floors. I used to keep my bed impeccably made and sleep on top of the covers with a sleeping bag. If everything wasn't perfect, you paid for it. And sometimes when it was perfect, you paid anyway. The lesson: If you can't get the simple things right, you can't expect to successfully tackle more daunting tasks.

2. Set both realistic and unrealistic goals.

Successful people are relentless goal setters. They break down larger milestones into smaller, more achievable tasks. One of the most unrealistic goals a SEAL candidate can set is completing Hell Week. You don't sleep for a week. You run countless miles with boats, logs, and backpacks. You swim dozens of miles in the frigid ocean. You run the obstacle course daily and do more pushups and pull-ups than you can count. All while battling second-stage hypothermia, sores, and often fractures. Some students quit just minutes into Hell Week. You can't allow yourself to imagine what the end will look like. So you make--and achieve--one small goal at a time and pray for the sun to come up the next day. A series of near-term realistic goals will help you get closer to your big audacious ones.

3. Work hard.

This one seems obvious, but many people underestimate the level of effort it takes to be successful and achieve aggressive goals. It astonishes me that some of the guys showing up to SEAL training put no real time or effort into preparation. If you don't work hard preparing for potential success, you won't change that behavior when things get really tough.

4. Get others to work with you.

A SEAL training class is broken down into boat crews of seven guys each: three on either side of the boat and a coxswain in the rear steering. During the first phase of training, you take the boats out through the surf and paddle miles up and down the beach every day. I was in a winter class, where the swells can be up to 10 feet or more. It takes every man digging in and paddling hard just to get through the surf zone without getting tossed upside down. When setting goals and pursuing success, you must sometimes lead and get others to paddle with you. You can't do it all alone. The minute you realize that you don’t know everything and need help along the way, the better off you will be.

5. Don't make excuses.

Successful people don't make excuses for failure or shortcomings. They acknowledge their strengths and weaknesses and seek feedback from trusted advisers. The longer you sit around making excuses, the further you will drift from the possibility of achieving your goals.

6. Don't underestimate others.

One of the most fascinating things about SEAL training is that out of the couple hundred guys who start a training class, you could never hand pick the 30 or so who will graduate. Rarely is it the Rambo types who make it. Usually they are the first to go. Underestimating people, whether peers or competitors, is one of the worst things you can do. People who go far in life measure others by qualities such as integrity and strength of heart. Empower those around you, and you will be surprised by the outcome.

7. Be willing to fail.

When entering this phase of my life, I knew that statistically, the odds were not in my favor. I also knew that if I didn't try, I would never forgive myself. I decided that I would rather try and fail than be the guy who says, "I was thinking about trying that." You simply can't look at life through a lens of fear. If you take a calculated risk and fail, at the very least you have a valuable learning experience. Get back up. Dust off. And never, ever, be out of the fight.

8. Embrace the repercussions of your actions.

On your path to success, you will make mistakes. One of my early mistakes was slacking off on my pushups after the obstacle course during the first day of the third phase of training. An instructor was looking through the rearview mirror while sitting in the truck. He was counting to see if I did the required 50. I decided to do 30-ish. That mistake earned me a spot with the "cheaters" the following week while at the shooting range. Each day, before we started, during lunch, and between drills, the cheaters would line up and sprint to the top of a nearby mountain in full gear. If you failed to make the cutoff time, you ran it again. It was torture. But the week after, I miraculously cut my four-mile run time by three minutes. Learn from your mistakes and turn the consequences into something positive.

9. Don't back down.

My favorite passage from the Navy SEAL creed reads: "I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish our mission. I am never out of the fight." Enough said.

10. Laugh when you want to cry.

Staying positive seems like an obvious trait for successful people, but it's easier said than done. Your character is defined by what you do when things get tough. During Hell Week, one of the fun tasks is called "steel pier." After spending some time in the cold water of San Diego Bay, you strip down to your undershorts and lie down on the freezing metal pier while the instructors spray you with hoses. Your body convulses uncontrollably as it reaches stage-two hypothermia. But the guys who found the strength to laugh (partly because of delirium) during this event were the ones standing proud at graduation. When things get rough and are out of your control, don't forget to laugh.

11. Make sacrifices.

Success comes with sacrifice. Let selfish ways fall by the wayside, and know that you can't have your cake and eat it, too. The most successful people in the world have made significant sacrifices along the way. To become a SEAL, you give up comfort, and the discomfort only increases the further you go. But you get used to it, because you know what you are doing is worth it.

The path to success is paved with seemingly insurmountable obstacles, but you can't lose heart. Stay strong, be humble, and lean on others for support when necessary.

SEE ALSO: 7 Habits From Navy SEALs That Will Make You More Successful

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29 Awesome Pictures Of The US Navy Through History

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navy day 1945

The 26th New York Fleet Week is underway over Memorial Day weekend. Close to 1,500 sailors, Marines, and coast guardsmen are expected to participate in this week-long celebration of the sea services. 

The Navy is expected to play an increasing role in coming decades, given the U.S.' Pacific pivot and emerging reluctance to deploy ground troops. The Navy gives the U.S. the ability to project power around the globe even without frequent ground deployments, and is already an indispensable aspect of American policy and national security. 

"You're going to see a much greater emphasis on using sea-based forces to produce an effect,"Admiral Gary Roughead told Reuters. "You're seeing it in the Mediterranean, with Syria, and you're seeing it in the Pacific and the Middle East."

To celebrate America's Navy, we've pulled out some of the coolest photos from the archives.

In the decades after the Civil War, America began a new era of foreign intervention, with the Navy leading the way. This 1899 photo shows sailors eating on the USS Olympia, which was the U.S.' flagship during the Spanish-American War of the previous year.



The USS Holland, seen in this photo from 1900, was the Navy's first commissioned submarine.



President Theodore Roosevelt ordered a fleet of U.S. ships to circumnavigate the globe from 1907-1909.



See the rest of the story at Business Insider

The Productivity Secret That Astronauts, Samurai, And Navy SEALs All Use

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Astronaut reparing the space station while in orbit

We all make a lot of bad decisions.

With careers:

More than half of teachers quit their jobs within four years. In fact, one study in Philadelphia schools found that a teacher was almost two times more likely to drop out than a student.

In our jobs:

A study showed that when doctors reckoned themselves "completely certain" about a diagnosis, they were wrong 40% of the time.

And in our personal lives:

…an estimated 61,535 tattoos were reversed in the United States in 2009.

So how can we all make better decisions? When life and death is on the line what methods do the pros consistently rely on?

It's "arousal control."

That's a fancy word for keeping a cool head. Ever been so angry — or so happy — you can't think straight? Exactly.

In their book, Decisive, Chip and Dan Heath identify short term emotion as one of the primary causes of bad decisions.

Astronauts, samurai, Navy SEALs, and psychopaths. What can you learn from them about staying calm and making good decisions under pressure?

150 miles above the Earth is no place for panic.

It's the 1960's and NASA is going to send people to the moon for the first time. A million things could go wrong.

How do you make sure astronauts don't freak out in the cold darkness of space where there's no help?

Ryan Holiday, author of The Obstacle is The Way, wrote about the challenges faced by the first moon landing crew:

When America raced to send the first men into space, they trained the astronauts in one skill more than in any other: the art of not panicking.

When people panic, they make mistakes. They override systems. They disregard procedures, ignore rules. They deviate from the plan. They become unresponsive and stop thinking clearly. At 150 miles above Earth in a spaceship smaller than a VW, this is death. Panic is suicide.

You're NASA. What do you do?

The research shows one of the key ways to fight panic is to have a feeling of control.

Anything that provides a feeling of control will improve performance and help you make better decisions when things go sideways.

And that's exactly what NASA did. They systematically and repeatedly put the astronauts through everything they'd experience while in space.

This level of familiarity produced a powerful feeling of confidence:

Before the first launch, NASA re-created the fateful day for the astronauts over and over, step by step, hundreds of times — from what they'd have for breakfast to the ride to the airfield. Slowly, in a graded series of "exposures." the astronauts were introduced to every sight and sound of the experience of their firing into space. They did it so many times that it became as natural and familiar as breathing.

This is why when top bomb disposal experts approach a bomb their blood pressure actually goes down. Control and confidence.

(More on what we can learn from astronauts here.)

Okay, I know what you're thinking: NASA had a billion dollars, the smartest people in the world, and lots of time. I don't, Eric.

I'm with you. But this same focus on arousal control has worked for almost a thousand years, with far fewer resources. Here's how. 

The most important samurai training doesn't involve a sword.

What does the baddest samurai to ever carry a katana have to say about warfare? Stay calm:

Both in fighting and in everyday life you should be determined though calm. Meet the situation without tenseness yet not recklessly, your spirit settled yet unbiased.

Like astronauts, samurai knew the power of a feeling of control through training. But they had another trick up their sleeve.

Emotional preparation. Ryan Holiday explains:

This is why Musashi and most martial arts practitioners focus on mental training as much as on physical training. Both are equally important — and require equally vigorous exercise and practice.

What did they do? Specifically, they thought about death. A lot. (No, I'm not recommending you get all emo. Stay with me.)

Thinking about the worst (and in their case it was having your head separated from your body) can help you be calm and rational.

The Stoics did it, the samurai did it, and every time you say "What's the worst that could happen?" you do it too — whether you know it or not.

(More on samurai methods for calm here.)

So these methods may have worked 1000 years ago, they may have worked in the 1960's… but isn't the world different in the 21st century?

No. No, it's not. And the elite Navy SEALs are proof.

What's special about special forces:

Go without food or sleep for days. Jump out of a plane at 35,000 feet. Trade gunfire with Al Qaeda in the mountains of Afghanistan while outnumbered.

This is not what Navy SEALs call a nightmare. It's what they call "Thursday."

Kevin Dutton and his friend, Andy (a former SAS soldier — the British equivalent of a SEAL) had their vital signs monitored during a study.

Both were similar under normal circumstances. But what happened when they were exposed to stimuli that screamed "DANGER! TIME TO PANIC!"?

Dutton's brain went wild with fear. But his friend Andy's response was very, very different:

His pulse rate begins to slow. His GSR begins to drop. And his EEG to quickly and dramatically attenuate. In fact, by the time the show is over, all three of Andy's physiological output measures are pooling below his baseline. Nick [the researcher] has seen nothing like it. "It's almost as if he was gearing himself up for the challenge," he says. "And then, when the challenge eventually presented itself, his brain suddenly responded by injecting liquid nitrogen into his veins. Suddenly implemented a blanket neural cull of all surplus feral emotion. Suddenly locked down into a hypnotically deep Code Red of extreme and ruthless focus." He shakes his head, nonplussed. "If I hadn't recorded those readings myself, I'm not sure I would have believed them," he continues. "Okay, I've never tested Special Forces before. And maybe you'd expect a slight attenuation in response. But this guy was in total and utter control of the situation. So tuned in, it looked like he'd completely tuned out."

Elite military units vet for the toughest characters. And they go through punishing training. But what silly little thing makes a huge difference?

Breathing. Yeah, breathing.

Teaching recruits to monitor their breathing helped increase Navy SEAL passing rates from 25 to 33 percent.

Research shows meditation-style breathing can make you courageousincrease your attention span, and even boost happiness

(More on the other three things that improved the performance of Navy SEALs here.)

At this point you might feel like emotions are a total liability. Like effective decision making means you have to be the Terminator 24/7.

Nope. Let's learn about how to balance cold rationality with the power of emotion. Let's look at psychopaths. 

What you can learn from stone cold killers:

What does it mean to be a psychopath? Often it means a congenital lack of empathy.

So psychopaths aren't raving and wild-eyed. Actually, in many ways they're overly rational.

When researchers make people play a betting game, who acts logically and isn't swayed by irrational (but common) fears?

Yup, psychopaths:

"This may be the first study," comments George Loewenstein, professor of economics and psychology at Carnegie Mellon, "that documents a situation in which people with brain damage make better financial decisions than normal people."

You may want your stockbroker to be a psychopath. Seriously:

"The most successful stockbrokers might plausibly be termed 'functional psychopaths'— individuals who on the one hand are either more adept at controlling their emotions or who, on the other, do not experience them to the same degree of intensity as others."

(More on which professions have the most psychopaths here.)

Oh, and I guess I should also mention some psychopaths, um, murder people…

So being extremely rational often leads to better decisions — but without some empathy it can also lead to some very bad things.

This might seem confusing. How do you know just how rational to be? 

For best results, add empathy.

There's a reason why they give it the name "arousal control." You're not trying to kill your emotions, you just want a leash on them.

You don't want to be incapable of empathy. In fact, empathy, when controlled, can be an enormous positive when trying to make good decisions.

We always think of doctors as very rational. But research shows doctors who feel empathy make better decisions.

Wharton professor and author of Give and Take, Adam Grant explains:

There is a great study of radiologists by Turner and colleagues showing that when radiologists just saw a photo of the patient whose x-ray they were about to scan, they empathized more with the person, seeing that person as more of a human being as opposed to just an x-ray. As a result, they wrote longer reports, and they had greater diagnostic accuracy, significantly.

At this point you may be saying: Okay, okay, I've kept my cool — but what do I do now?

What's fascinating is that same empathy also leads us to the next step of great decision making: think about others.

The best, simplest method for making better decisions once you have a clear head is called "taking the outside perspective."

What's that mean? Ask yourself, "What advice would I give my best friend in this situation?"

Duke professor and Predictably Irrational author Dan Ariely explains:

If I had to give advice across many aspects of life, I would ask people to take what's called "the outside perspective." And the outside perspective is easily thought about: "What would you do if you made the recommendation for another person?" And I find that often when we're recommending something to another person, we don't think about our current state and we don't think about our current emotions.

So where does all this lead us?

The five-step process for making better decisions:

  1. Maintain a feeling of control over your situation.
  2. Emotional preparation. Consider how things could be worse.
  3. Monitor your breathing.
  4. Controlled empathy.
  5. Ask "What advice would I give my best friend in this situation?"

Can this style of decision making, over time, lead us to being not just smarter but wiser?

Actually, it may be the only system that can. We usually associate wisdom with knowledge, experience or smarts. But what does the research say?

Yeah, those things are all important — but we underestimate how much wisdom is about understanding feelings:

In his valedictory work on wisdom, Baltes attributed the acquisition of wisdom to a variety of factors—general intelligence and education, early exposure to meaningful mentors, cultural influences, and the lifelong accumulation of experience, which is the centerpiece of developmental psychology. But he, too, acknowledged the central importance of emotional intelligence, noting that "there is good reason to assume that people capable of effectively regulating emotional states associated with dilemmas of life by cognitive rather than affective-dysfunctional modes might have a better chance of being considered wise or scoring high on wisdom tasks."

We're not robots.

We're fundamentally emotional creatures and forgetting that fact is a huge mistake.

We place so much emphasis on logic and yet the best decisions come from understanding our emotions and considering what is best for others.

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The post The #1 Secret Astronauts, Samurai, Navy SEALs, and Psychopaths Can Teach You About Good Decision Making appeared first on Barking Up The Wrong Tree.

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There Have Only Been 15 Instances In Modern Combat Worthy Of America's Highest Award

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Kyle Carpenter Afghanistan

On Thursday, President Obama will award the Medal of Honor to Cpl. Kyle Carpenter, making him the 15th recipient of the nation's highest military award for bravery after more than a decade of war in Iraq and Afghanistan.

The medal is a remarkable honor, and while it is a symbol of courage and sacrifice for those who receive it, it's not something many aspire to.

That's because the criteria for receiving the award is incredibly stringent, requiring significant risk to life and limb in direct combat and a display of "personal bravery or self-sacrifice so extraordinary as to set the individual apart from his or her comrades."

For some service members put into extreme circumstances, the daily grind can give way to moments of incredible bravery that warrants them the nation's highest award.

Often it is the family of the fallen hero who receives the posthumous award. In the wars in Iraq and Afghanistan, there have been relatively few who have received the honor after more than a decade of combat.

Sergeant First Class Paul Smith held off hundreds of Iraqi soldiers from an exposed position.

On April 4, 2003, after his unit briefly battled and captured several Iraqi fighters near the Baghdad International Airport, Smith instructed his men to build an impromptu holding area for the prisoners in a nearby walled compound.

A short time later, his troops were violently attacked by a larger force. Smith rallied his men to organize a hasty defense, then braved hostile fire to engage the enemy with grenades and antitank weapons.

He then ran through blistering gunfire to man the .50 caliber machine gun on top of an armored personnel carrier to keep the enemy from overrunning the position, completely disregarding his own safety to protect his soldiers.

Smith was mortally wounded during the attack, but he helped defeat the attacking force which had more than 50 enemy soldiers killed, according to his award citation.

Award Presented (posthumously): April 4, 2005



Corporal Jason Dunham dove on an enemy grenade and saved the lives of two Marines.

While his unit was engaged in a major firefight in Iraq along the Syrian border on April 14, 2004, Dunham and his team stopped several vehicles to search them for weapons.

As he approached one of the vehicles, the driver lunged at Dunham's throat and they fought in a hand-to-hand battle. Wrestling on the ground, Dunham then yelled to his Marines, "No, no watch his hand."

The insurgent then dropped a grenade with the pin pulled. Dunham jumped on top of it, placing his helmet between his body and the grenade in an effort to brunt the explosion.

"He knew what he was doing," Lance Cpl. Jason A. Sanders, who was in Dunham's company, told Marine Corps News. "He wanted to save Marines' lives from that grenade."

He saved the lives of at least two Marines and was mortally wounded in the blast.

Award Presented (posthumously): Jan. 11, 2007



Lieutenant Michael Murphy went into the open during a fierce battle to call for support.

While leading his Navy SEAL team on June 28, 2005, to infiltrate and provide reconnaissance on a Taliban leader, Murphy and the three other members of his team came under withering gunfire from 30 to 40 enemy fighters.

The fierce gunfight pitted the SEALs against insurgents on the high ground, and they desperately called for support as all four operators were hit by gunshots.

When his radioman fell mortally wounded, and with the radio not able to get a clear signal, Murphy disregarded the enemy fire and went out into the open to transmit back to his base and call for support.

From his Summary of Action:

He calmly provided his unit’s location and the size of the enemy force while requesting immediate support for his team. At one point he was shot in the back causing him to drop the transmitter. Murphy picked it back up, completed the call and continued firing at the enemy who was closing in. 

"I was cursing at him from where I was," Hospital Corpsman Marcus Luttrell, the only survivor of the battle, later told The New York Times. "I was saying, 'What are you doing?' Then I realized that he was making a call. But then he started getting hit. He finished the call, picked up his rifle and started fighting again. But he was overrun."

Award Presented (posthumously): Oct. 23, 2007



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29 Awesome Pictures Of The US Navy's 239 Years Of History

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navy day 1945

October 27 is Navy Day in the United States, celebrating the world's largest fleet, with 317,054 active duty personnel, 109,671 reserves, and 285 ships and more than 3,700 aircraft in active service.

It is the force that gives America the ability to project military power around the world. Although the Navy has been out of the spotlight after a couple of decades of land wars, it is expected to play a bigger role given America's Pacific pivot and growing reluctance to deploy troops.

"You're going to see a much greater emphasis on using sea-based forces to produce an effect,"Admiral Gary Roughead told Reuters. "You're seeing it in the Mediterranean, with Syria, and you're seeing it in the Pacific and the Middle East."

To celebrate America's Navy, we've pulled out some of the coolest photos from the archives.

After Reconstruction from the Civil War, America began a new era of foreign intervention, with the Navy leading the way. This 1899 photo shows sailors eating on the USS Olympia, which was America's flagship during the Spanish-American War of the previous year.



The USS Holland was the Navy's first commissioned submarine, as seen in this 1900 photo.



President Theodore Roosevelt ordered a fleet of U.S. ships to circumnavigate the world from 1907-1909.



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The Navy SEAL Who Killed Bin Laden Is Reportedly Going To Reveal Himself To The World

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navy night vision

Fox News will broadcast an exclusive interview with the Navy SEAL who shot dead Osama Bin Laden during the raid on Bin Laden's Pakistan compound on May 1, 2011.

The SEAL, commonly referred to as  "The Shooter," will reveal himself for the first time almost two and a half years after the stealth Abbottabad mission that killed the man behind the 9/11 attacks and leader of the international terrorist network Al Qaeda

According to the network's press release, Fox’s Peter Doocy will interview the SEAL over the course of a two-part documentary called “The Man Who Killed Osama Bin Laden.” 

Although some information is known about "The Shooter," he is expected to share his first-hand account of the training, mishaps, and secretive details that went into Operation Neptune Spear, the mission to hunt and kill Bin Laden. 

The documentary will air Nov. 11-12 at 10 p.m. ET.

Here is the full press release courtesy of Fox News:

FOX News Channel (FNC) will present a new documentary entitled The Man Who Killed Usama Bin Laden hosted by Washington correspondent Peter Doocy, on Tuesday, November 11th and Wednesday, November 12th from 10-11PM/ET.  The two-night presentation will feature an exclusive interview with the Navy SEAL who says he fired the shots that killed terrorist leader Usama Bin Laden.  In the special, he describes the events leading up to and during the historical raid that took place on May 1st, 2011.

Revealing his identity and speaking out publicly for the first time, the Navy SEAL, also known as “The Shooter,” will share his story of training to be a member of America’s elite fighting force and explain his involvement in Operation Neptune Spear, the mission that killed Bin Laden.

Osama Bin LadenThe documentary will provide an extensive, first-hand account of the mission, including the unexpected crash of one of the helicopters that night and why SEAL Team 6 feared for their lives.  It will also touch upon what was taking place inside the terrorist compound while President Obama and his cabinet watched from the White House.

Offering never before shared details, the presentation will include “The Shooter’s” experience in confronting Bin Laden, his description of the terrorist leader’s final moments as well as what happened when he took his last breath. 

Additionally, viewers will be offered a behind-the-scenes look at the secret ceremony where he donated the shirt he was wearing during the mission to the NationalSeptember 11 Memorial Museum in New York City.

FOX News Channel (FNC) is a 24-hour all-encompassing news service dedicated to delivering breaking news as well as political and business news.  A top five cable network, FNC has been the most-watched news channel in the country for more than 12 years and according to Public Policy Polling, is the most trusted television news source in the country. Owned by 21st Century Fox, FNC is available in more than 90 million homes and dominates the cable news landscape, routinely notching the top ten programs in the genre.

[Via The Blaze]


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SEE ALSO: 16 Fascinating New Details From The Man Who Killed Bin Laden

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REPORT: The Navy SEAL Who Shot Bin Laden Has Been Identified

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seal team sniper

SOFREP, a well-regarded website dedicated to covering national security and the US special operations forces community, published a story on Monday naming a former member of Navy SEAL Team 6 as the person who will claim to have shot Al Qaeda founder Osama Bin Laden in a Fox News documentary later this month. 

The site released the name following a letter sent by two leaders of US Naval Special Warfare Command to their team members on Friday in which they criticized any SEAL who would violate the elite force's "ethos" and go public about a mission.

That letter, also published by SOFREP, came two days after the announcement of the Fox News documentary, which will be titled "The Man Who Killed Osama Bin Laden" and is set to air in two parts on Nov. 11 and 12. 

According to SOFREP editor and former Army Ranger Jack Murphy, the site spoke to "two independent sources" within the Navy Special Warfare Command "community" to verify that the person named in their story is the same one who will claim to be Bin Laden's killer on Fox News.

Business Insider is not naming the person identified by SOFREP as we have not confirmed his identity and he did not respond to our multiple requests for comment.

Murphy also said SOFREP confirmed that the person named on the site was the same man who participated in an interview published in the March 2013 issue of Esquire where he was identified as "the man who shot and killed Osama bin Laden" during a raid in Abbottabad, Pakistan on May 2, 2011.

The person named by SOFREP has previously appeared at public events where he was described as being a member of the elite SEAL team that participated in the operation that left the world's most wanted terrorist leader dead. In his public comments and social-media pages, the person in question indicated he had left the Navy in 2012, the same date Esquire indicated that the SEAL, who has become known as "The Shooter," ended his military service. 

In his statement to Business Insider, Murphy noted this person's alleged participation in the Esquire article means that, along with author Matt Bissonette, he is one of "the only two members of DEVGRU's Red Squadron publicly speaking to date about their experiences" on the "sensitive" Bin Laden mission.

In 2012, Bissonette wrote a book about his participation in the raid. Earlier this summer, the Justice Department launched a criminal investigation into whether he leaked classified material. 

Fox News announced plans for "The Man Who Killed Osama Bin Laden" last Wednesday. According to the network's press release, the broadcast will feature "an exclusive interview with the Navy SEAL who says he fired the shots that killed" Bin Laden.

After Fox News revealed plans for the documentary, Navy Commander Amy Derrick-Frost, a Department of Defense spokesperson, released a statement to Business Insider in which she noted that the SEAL who shot Bin Laden would be subject to nondisclosure agreements that all military service members sign.

Derrick-Frost also suggested "The Shooter" should not participate in a TV interview.

"If in fact this individual was associated with the military unit that carried out the UBL raid, which is yet to be determined, he is still bound by his non-disclosure agreement to not discuss classified information, especially in a nationally televised interview," Derrick-Frost said.

Business Insider reached out to Fox News after SOFREP published its story naming the person who will allegedly appear in the network's documentary.

A Fox News spokesperson declined to confirm whether the site had identified the person who will appear on the network. The Fox News representative indicated the government has not attempted to block the documentary.

"FOX News has not been contacted by the Department of Defense or any other government agency expressing concern about 'The Man Who Killed Osama Bin Laden' special and we have every intention of airing it as planned on November 11th and 12th," the Fox News spokesperson said. "Furthermore, we will not confirm the identity of the NAVY Seal who is interviewed in the program prior to its airing."

The Pentagon did not respond to requests for comment from Business Insider about the SOFREP story. 

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SEE ALSO: Why Green Berets Are The Smartest, Most Lethal Fighters In The World

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The Navy SEAL Who Says He Shot Bin Laden Describes Another One Of His Most Famous Missions

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rob oneill navy seal bin ladenEarlier this week, Navy SEAL Rob O’Neill was allegedly identified as "The Shooter," the SEAL Team 6 member who put three bullets into Al Qaeda mastermind Osama Bin Laden on May 2, 2011.

The famous stealth raid on Bin Laden's Abbottabad compound isn't the only high-stakes mission O'Neill has participated in. It isn't even the only one that's been the basis of a renowned Hollywood film. 

O'Neill has held combat leadership roles in more than 400 missions — including the one that rescued commercial captain Richard Phillips from Somali pirates in April 2009.

In a video for the speakers' agency Leading Authorities, O'Neill shared what happened on the morning he learned he would take part in the special operations mission to save Captain Phillips.

"I'm in Virginia, it's my birthday, it's Friday April 10th, and I'm at my daughter's Easter tea party at her preschool. So I'm in line getting cupcakes and stuff and I'm walking back over to her and I got the call. I looked down and read the message and I recognized the code. Richard Phillips had been captured by Somali pirates and they were calling my team and me to go get him," O'Neill said.

He called his wife to explain the situation as much as he was allowed to, and to make sure his kids would be looked after during the deployment.

rob oneill navy seal

"What is funny about SEAL wives is that she already knew, like they are smarting than we are and they have a better intelligence network so she was already on her way," O'Neill said. "I kiss my daughter in her classroom and then turn around and go to war."

Later on O'Neill explains that the hardest aspect of being a SEAL is leaving your children before a mission.

"I kissed her 11 times wondering if that's the last time I'd ever see her pretty face again" O'Neill said of parting with his daughter.

Before leaving for this particular mission, O'Neill stopped at a 7-11 outside of the SEAL Team 6 base.

"I had a plan, I'm going to get as much cash as I can out of the ATM, I'm going to get a log of Copenhagen and I'm gonna get a carton of cigarettes," O'Neill said.

In case the mission were to go array, O'Neill was prepared to buy his way to freedom or barter with tobacco. "Or I'll just end up somewhere on my birthday with a lot of cash and tobacco and I can live with that too." O'Neill joked.

While standing in line to check out his items O'Neill was stuck behind an overly chatty customer who was taking a long time to pay.

usa today headline"So he is doing whatever, he's talking to nobody, talking to everybody, and one of the things he is buying is a USA Today and the headline is about the mission my team and I are trying to go do," O'Neill said.

The customer slams the paper on the counter and says to the clerk, "Man, I sure wish someone would do something about this." O'Neill quickly responded, "Hey buddy, pay for your shit and we will."

A day and a half later, the SEALs rescued Captain Phillips from the Somali pirates. 

SEE ALSO: Here are the 18 things Navy SEALs never leave home without

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This Is What Happened When The Man Who Says He Shot Bin Laden Told His Story To A Room Full Of 9/11 Families

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Rob O'Neill

Former Navy SEAL Robert O'Neill has said he decided to reveal himself as the man who shot and killed Al Qaeda founder Osama Bin Laden after sharing his story of the 2011 raid on the terrorist leader's compound with a group of people at the 9/11 Memorial Museum earlier this year. 

Rep. Carolyn Maloney (D-New York) was in the room with O'Neill that day.

The congresswoman, who describes O'Neill as "a friend," told Business Insider on Thursday that the ex-SEAL was there for a ceremony marking the donation of a shirt he wore during the raid to the museum. Maloney, who said she helped arrange for O'Neill's shirt to be exhibited at the museum, said the people in attendance included families of people who died in the Sept. 11, 2001, attacks and "leaders" from police and fire departments.

"People were in tears, and the room was not that big," Maloney recounted. "I'd say it was 30 people … maybe 30 people. It was a selective group, and I asked to have a ceremony for the donation of the shirt. And we came in and had the quiet ceremony, and it meant a lot."

O'Neill first publicly said he was the person who fired the shot that killed Bin Laden in an interview with The Washington Post that was published Thursday. However, in the wake of that story, Reuters released a report about an anonymous source "close to another SEAL team member" who disputed the claim O'Neill killed Bin Laden. 

The Washington Post article was not supposed to be O'Neill's public debut. He had been planning to reveal himself in a Fox News documentary and a story in the newspaper later this month. However, on Monday, the website SOFREP identified him. O'Neill told The Post he "spontaneously" decided to share his story at the 9/11 Memorial Museum.

"The families told me it helped bring them some closure," O'Neill said. 

O'Neill's shirt is adorned with an American flag patch. Rather than the traditional red, white, and blue, it is black to aid in camouflage for nighttime missions. 

According to Maloney, the shirt ceremony took place in a family room at the museum where the family members had "pictures of their lost loved ones." 

Carolyn Maloney"I was very active on the 9/11 response; I authored a great number of bills working in a bipartisan way to make America safer after 9/11, did a lot of work with the 9/11 families that lost their loved ones, and I arranged for him to come and speak to some of them," Maloney said. "I'd like for him to do more of that now that he came out in public. I think that he would help bring closure to many of them and, you know, that's the reason we were over there, the reason he went on the mission was for the 9/11 families."

Maloney told Business Insider that, in her many years working with the relatives of people who were killed in the Sept. 11 attacks, she had never seen them react as they did after hearing O'Neill's story.

"We were in numerous meetings, numerous press conferences — I've never seen an emotional response as I saw in that room," Maloney said. "I saw men and women just break down crying. It was closure to them. It was important to them to see him, to really hear in his own words why it was important for him to go on that mission."

9/11 MemorialJoseph Zadroga was one of the people Maloney said was in attendance at the ceremony. His son, James Zadroga, was a New York City police officer. James died of respiratory disease in 2006 and became the first officer whose death was attributed to exposure to chemicals while working at the site of the Sept. 11 attacks in Manhattan.

Maloney cosponsored legislation designed to provide healthcare and monitoring for 9/11 responders in 2006. It was named the James Zadroga Act. She said that of the family members in attendance at the ceremony, Joseph Zadroga's reaction to O'Neill stood out for her.  

"It meant the world to them. It meant the world to hear what it was like. Many people were crying," Maloney said. "I mean, I can't tell you what a tough guy James Zadroga's father is. He's a police officer, great big strong man, and he was in absolute tears."

Maloney also stressed that other residents of New York were intensely interested in the circumstances of Bin Laden's death.

"You could hear a collective sigh of relief from all of New York when Bin Laden was killed," Maloney said. "We are grateful to the Navy SEALs, and to the CIA, and to all the military that are part of training these incredible people. The people that I am privileged to represent, they wanted to know what happened to Bin Laden."

Though O'Neill identified himself as the person who fired the shot that killed the Al Qaeda leader, Maloney felt he never attempted to take individual credit for the operation.

"He never talks about this incident except with we — we on the team," Maloney said. "When he gave the shirt, he gave it in the name of the entire team. He's really into giving credit to his distinguished allies."

Still, Maloney said the raid ended in a direct confrontation between two men: O'Neill and Bin Laden. 

"I think that the last person Bin Laden saw was looking into Robert O'Neill's eyes, and he saw that flag on his shirt — he saw the American flag," Maloney said. "He looked into his eyes. He's the last person he saw. He's an American hero." 

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