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10+1 points a SEAL follows before any mission

When Babin entered the Navy Seal training period he was surprised by the infinity of material created to prepare each mission. They are hours and hours of powerpoint to leave absolutely all written explained and detailed.

And it is the soldiers themselves who create these briefings, with the intention of impressing the instructors. Soon he realized that the secret to the success of all the Navy Seals is in the meticulous preparation they make of each mission.

And that's when he discovered that the Navy Seal methodology had 10 + 1 points that everyone followed before each mission and entering combat.

- Analyze the mission, understand the objectives of the headquarters. What internal and external needs does the mission have?

-Identify personnel, resources and available time to complete your mission.

-Decentralizes the planning process. A mission planned by several parties will have much more objectivity and more different points of view than if everything is planned by a single person with only one vision.

-Determines a specific course of action. In your mission, always look for the easiest way to do things.

-Give the leadership to the leaders. Try to make those members of your unit with greater leadership skills assume the most important tasks of the mission.

-Plan that you will find difficulties in each phase of your mission. And look for solutions to every difficulty.

-Reduce to the maximum all the risks that you can control.

-Delegate the least important part of the mission to the youngest leaders. It will help them to go on firing and assuming a certain responsibility. And if they do it badly, it will hardly affect the mission.

-Question and disembowel the plan at every moment. Each new data you get, think if it can negatively affect your goals.

-Before you start, give a briefing to the whole unit, from the lowest status member to the oldest. Everyone should be able to talk freely and ask questions they have.

-You must start the mission with the assurance that each and every one knows it by heart.

And after each operation, do another briefing where you analyze what has gone right or wrong. You can always improve things and everyone has to learn.