This is an important point! You win the comments section imo. I did this, I was told to go full throttle and in doing so I showed up the weaknesses of my superiors. So much so I had to transfer out... because I was branded a "smartass" simply because I was new to this particular unit and I had acquired skills elsewhere. I was very humble. Despite the fact that I knew for example that I know this particular weapon system well. Thus i stripped, cleaned and re assembled faster than 22 year guys... I didn't realise until it was too late. My previous unit would have a 6 mile run lined up for the poor b that finished last. This unit had nothing. The same can be said of my physical performance evaluations. I knew I was the fittest guy all round there.. but on pfa I took my foot off the gas so to speak because I was about to take the run time record from a superior. Ironically I then got in trouble for not trying hard enough. Even though my time was 40 seconds less than required. Jocko advice is awesome... in an awesome world. Sadly we don't live in that world anymore. However I do still find the advice very useful. X

At least not at work maybe on your personal goals

@@jamiewalker8772 damn shorten that up for me

I was a terrible Lance Corporal. Learned as well.

good. more opportunities for echelon front.

Fogo fogo na casa fogo na cabeça dela é fogo ela vai ter fogo continua latindo vai ter mais fogo nas ruas mas fogo eu não tenho quem não tem que me dar nada ela não tem nada para me dar Eu não tenho que me dar nada ela tá ali para provar o que ela tem contra mim ela só tá ali para apresentar as provas me dá nada não tem nada para me dar ela não tem nada para me dar só tá ali apenas para provar o que ela tem contra mim só isso nada mais eu já falei botou Eu já falei 200 vezes eles não tem nada para me dar só tô ali para provar o que tem contra mim estão ali para levantar apresentar as provas não me dá nada não tô pedindo nada para eles eu não tô pedindo nada para ele

Eu não quero nada deixa que apresente as provas eu não tô pedindo nada deles não quero nada nada só que eles não entendem que é nada só quero que eles Apresente as provas eu quero que eles Apresente as provas tô pedindo nada para eles

Squat and Deadlift

Not Jocko... BUT I do know a thing or three about it. Build trust with your lateral colleagues and subordinates. That means keeping confidential things confidential, even away from company eyes so long as it isn't something morally or legally reprehensible... (obviously) It also means stepping up for your subordinates and making some allowances for their shortcomings to be YOUR ownership... as their leader, taking the responsibility for their training rather than pointing fingers and pissing and moaning about it will go a long way toward building trust... It's as simple as "These are MY guys. If you have a problem, it's with ME. I'll be the boss and see to it, my guys are trained on it for tomorrow/next time/whatever. Don't you dare step on MY guys." Once you have some trust started, you can extend it a bit with occasional one-on-one chats, where you simply invite and then avoid discouraging "Speaking Candidly"... That means however the low-brows decide to voice their unhappy opinions about whatever got "f***ed up royal"... you nod, you listen, and you respond as calmly and professionally as possible to an effect of "let's see how we can fix that/avoid it in the future"... rather than "Don't bitch at me like that. I didn't f*** it up royal!" This is the hard part. Avoiding abrasive terms, even while the other party in the room fountains obscenities with every breath is a tough trick to master... even tougher to continue speaking in YOUR inside voice while they're steadily raising theirs and bracing for a verbal contest of some sort... BUT you can't let yourself resort to a shouting match or an obscenity challenge. Inviting candid feedback comes with the social contract (usually unspoken, but no less official) of ACCEPTING the feedback you get... and whatever form it takes. The more advanced hard part is balancing the candid feedback with NOT letting yourself be a push-over either... SO I'll finish with the suggestion that you set a boundary of some kind, like "Save that note for our next chat" when some subordinate decides just any time or any where is appropriate to tell you how stupid he thinks some mundane company protocol is. AND just BE CONSISTENT in those (and really all) rules. What's good enough today needs to be good enough for the next twenty years, day in... and day out. ;o)

Did you find out?

@@TheTurbanatore No =((

@@eveliinatistelgren172 I found it, it's the Jocko video about regaining trust

@@eveliinatistelgren172 "how to regain trust after a mistake" search that up

What mutiny?

Trudeau's such a turd and there is nothing we can do about it, especially in Alberta we are at his brain-dead mercy.

I think if this continually happens without the leader improving their behavior in response to you stepping up then yes. Ideally this tactic should wind up educating your leader, making them stronger and teaching them the habits they should actually be using in their day to day lives. But sometimes leaders are lazy and will keep on letting you step up without actually stepping up themselves, which is why you have to pay attention to them after you step up.

Lauren Padgett he must mean to handle it. Or to control it. Not the negative form of the word. But more of the positive aspects. They aren’t trying to influence but to control the situation and ensure structure.

@@MetalxTongue Ok. But how do I do that without insubordination? I don't want to manipulate anyone.

You do that by taking responsibility and ownership of the work you’re doing. Don’t step on toes and don’t try to take the spot light. Just do the work and In the end your efforts will be recognized. When you do this the more senior person will notice what you’ve been doing and understand that you’re taking the initiative needed for you and your team to progress.

@@MetalxTongue Okay, thank you.