business culture Archives

Tufts lacrosse workout debacle shows why you should ignore Navy SEAL hype.

Twelve players from the Tufts lacrosse team, last year’s NCAA Division III champs, were reportedly hospitalized after enduring a voluntary workout led by a Navy SEAL. I hope they fully recover and Tufts and others learn from such malpractice.

The successful raid to kill Al Qaeda terrorist leader Osama bin Laden in 2011 kicked off an irrational Navy SEAL exuberance. Legions of books written by former SEALs purported to show leaders how to lead like a Navy special operator and turn their employees into elite, mission-focused warriors.

It’s mostly glib hype.

I’ve worked with Navy SEALs and other special operations forces in combat. Most are terrific professionals, some are chest-thumping goofballs, and others are somewhere in between. The leadership practices that work for them can backfire in business.

Here’s why.

Many Navy SEAL aphorisms are grounded in training for the high-stakes world of combat. Despite the cringe-worthy use of misleading military metaphors popular in management literature, you’re in business, not war, so what may work in battle can be counterproductive.

Common Navy SEAL Aphorisms That Often Don’t Work in Business

My chatbot helped me identify some common Navy SEAL aphorisms that often don’t work in business (and frequently serve as cloaking devices for poor leadership practices in the military):

1. “Failure is not an option.”

Why it doesn’t work in business: failure is often critical to growth, learning, and innovation. Businesses thrive by iterating on failures, experimenting, and adapting to mistakes. The mindset of avoiding failure at all costs stifles creativity and risk-taking, leading to stagnation.
It doesn’t work well in the military, either. This mentality leads to risk avoidance, which impedes innovation and critical thinking. The enemy always has something to say about success and failure, so doubling down on something that’s not working usually means more casualties.

2. “Embrace the suck.”

Why it doesn’t work in business: This phrase is about enduring tough conditions and pushing through adversity. While persistence is important in business, ignoring systemic problems or burnout isn’t sustainable. Leaders who focus solely on grit without addressing underlying issues risk demoralizing their teams and fostering toxic work environments.
It doesn’t work well in the military, either. This saying is often used to justify poor planning and lousy training. Leaders should intentionally and intelligently ramp up the training difficulty, which builds stamina and creativity (as long as you avoid #1 above). Resilience means you bounce forward from adversity.

3. “Move fast, shoot straight.”

Why it doesn’t work in business: In combat, quick, decisive action is essential. In business, however, rapid decisions without careful consideration can lead to costly mistakes. Strategy, planning, and consultation with stakeholders are necessary for sustainable success. Fast execution without thoughtful alignment often backfires in a corporate environment.
It doesn’t work well in the military, either. Sometimes, you need to slow down to gain buy-in and bring others along. Shoot straight, sure, but first, engage your brain before pulling the trigger. Not every problem requires a “kinetic” solution. Besides, physics dictates that you will shoot straight (taking gravity into account). Aiming properly is the key.

4. “Two is one, one is none.”

Why it doesn’t work in business: This saying emphasizes redundancy, particularly in gear and equipment for survival. While redundancy has its place in business (e.g., backup plans, multiple suppliers), over-redundancy can result in inefficiency and waste. Do you need two CFOs? Wise leaders have some redundancies and lots of contingencies.
It doesn’t work well in the military, either. The special operations forces can often afford two of everything; most conventional units cannot. You must seize opportunities in combat when they materialize and not wait for perfect conditions.

5. “Get comfortable being uncomfortable.”

Why it doesn’t work in business: While discomfort can drive personal growth, businesses are built on creating environments where people can thrive, not just survive. Constantly pushing employees to be uncomfortable without giving them tools to succeed or support can lead to burnout, high turnover, and decreased productivity.
It doesn’t work well in the military for the same reasons. You must be intelligent and intentional when pushing the limits and when you need to institutionalize systems and processes so you do routine things routinely to a high standard.

6. “No plan survives first contact with the enemy.”

Why it doesn’t work in business: While it’s true that flexibility is important, this phrase can lead to a defeatist attitude toward planning. In business, solid strategic planning, forecasting, and scenario analysis are crucial to navigating volatility. Successful businesses balance flexibility with detailed preparation, rather than adopting a “plans are useless” mentality.
It doesn’t work well in the military, either. Plans are useless, Eisenhower said, but planning is everything. Planning alerts you to risks and opportunities and develops contingencies to address them. No plan = poor execution; rigidly adhering to a plan = no agility.

7. “Lead, follow, or get out of the way.”

Why it doesn’t work in business: This mentality can shut down valuable input and collaboration. Effective leadership often means facilitating dialogue, encouraging creativity, and building consensus. Telling people to “get out of the way” can alienate team members and suppress diverse perspectives, which are critical for innovation.
It doesn’t work well in the military, either. This saying is often a camouflage net hiding poor leadership practices. The more you build trust by describing the why in peacetime and gaining buy-in, the more people will follow you in urgent, life-threatening situations like close combat.

Summary of Key Issues with These Aphorisms in Business

Interdisciplinary study is vital for growth, so business leaders should learn from various sources, including the military and history. Discernment is vital to avoid implementing bravado instead of sound advice.

When we go to battlefields like Antietam and Gettysburg for breakthrough experiences, I help you discern the most valuable insights that support your business. Are you ready for a breakthrough experience with other high-character, high-performing leaders like you? Let’s discuss it over Zoom and see if it’s the right fit.

Culture is a vital facet in a successful business and a successful community

IS YOUR CULTURE ALL IT’S CRACKED UP TO BE?

Back in 2003, I was stationed in Baghdad, Iraq as a military police officer. We were three months into the war and my squad was working in an Iraqi Police station on the northeast side of Baghdad. Our police station was decrepit with broken panes of glass in the windowsills, cigarette butts piled in the corner on the blackened floor, and no flushing toilets. On this particular day, I was sitting in the front of the station taking complaints from Iraqi citizens. During one of the quieter moments the female interpreter, Nada, said, “The reason why the Iraqis are not behaving is that they don’t know how to respond to freedom. Under Saddam’s dictatorship, they would lose their life or limb for infractions. Now they can loot, drive down the wrong side of the street, slight their neighbor, and barely anything happens.” I had an epic epiphany at that moment. We, as Americans, couldn’t possibly comprehend the Iraqi’s emotions, thoughts, and the fallout that occurred after liberating Iraq. The saying that “culture eats strategy for breakfast” not only existed in Iraq but the native culture killed our foreign policy—both in Iraq and Afghanistan. One could say that the same thing happened in Vietnam. Our inability to empathize and develop policies that directly correlate with the centuries-old culture left us unable to make the impact we hoped for. Our democratic values and ethos aren’t a match for the complexities of the middle east.

As a new leader, do you fully understand the culture in your workplace? What about a seasoned leader, is your workplace culture the same as you envision it to be?

This week, new research revealed that Instagram is toxic for teen girls and their mental health. Additionally, Facebook tried to make its platform a healthier place but it got angrier instead. Both are negatively impacting the social media culture. What are they going to do about it? There could be societal and workplace nuances pulling your operating culture away from your envisioned culture. When was the last time you checked your organization’s cultural pulse?

Misunderstanding culture can ruin progress. Inability to empathize with your employees and understand their intricacies can diminish trust.
Culture is a fragile entity within a working environment. A change in procedures, employees, leadership, or the environment around us can cause the culture to fluctuate. As a principal, I saw how the pandemic drastically affected our school’s culture. It was disheartening and tragic to witness our community complain about one another. Tensions caused discontent. Misinformation and assumptions divided the workforce. To combat the change, I utilized several tactics to retain our culture, to provide support, and to create lasting memories even though we weren’t face-to-face. The results created a community of understanding and buy-in, which enabled the staff to work together and focus on their priority―student learning.

Is your culture really as good as you think it is? Are you asking the right questions and looking at the correct indicators to make sure your envisioned culture and your operating culture are consistent? What suggests they are out of whack.

Action steps:
Keep an eye on your culture. Check in often with all of your employee levels and be fully present. Look past the “please-the-boss” façade and see what your employees see. Don’t ever settle when hiring. You’ll gain a reputation for hiring the best and your employees will appreciate the fact that they work with the best and they are the best. Make sure you’re not blind to a slowly declining culture. Sometimes the change is so subtle we don’t notice it happening. An outside perspective (consultant) can be a vital asset for this action step. Be a part of the positive change. Lead by example―treat everyone with respect and dignity. Do not gossip and vent at work. Purposefully plan events to bring your employees together to create a sense of belonging and use that opportunity to grow as a team. A greater sense of belonging equates to greater productivity.
Are you asking yourself, “How do I do this?” I can help!laura.colbert@strategicleadersacademy.com

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The Tufts Lacrosse Workout Debacle