To Risk It All
Nine Conflicts and the Crucible of Decision
Big Ideas
- The Power of “No”Don’t Give Up the Ship!
- The Highest Possible Praise a Leader Can Receive“I Would Follow His Command.”
- Fortune Favors the Bold *and* the PreparedBold, Prepared, and Brave.
- The Key Elements of Decision MakingThe Key Elements.
- The Hero’s Secret WeaponIs Love.
“To Risk It All is a historical meditation on the nature of decision-making under stress, an examination of the evolution of the US Navy over the course of its 250-year voyage, and a resource for any reader who must make hard decisions in his or her work and life. It is also a chance for you to come to know nine extraordinary sailors, each of whom was placed in the crucible of decision. …
These nine sailors made the hard decisions that shaped their own lives and careers, resulted in a wide range of operational outcomes, and shifted the way our Navy looks at itself. They also provide a vivid tapestry of skills and instincts that comprise the essence of decision-making. All of us will face hard choices in the voyage of our lives—some in important and public ways, others in the quiet hours around the kitchen table. Business, finance, medicine, education, public policy, and a thousand other fields of endeavor all require the ability to decide quickly and well. I hope and believe that by spending some time with these nine sailors, your ability to make the hard choices in the crucible of life—whatever the circumstances—will improve.
Let’s get underway.”
~ Admiral James Stavridis from To Risk It All
Admiral James Stavridis is one of the great naval leaders of our time.
He spent more than thirty years in the US Navy, rising to the rank of four-star admiral. He was Supreme Allied Commander at NATO. He also holds a PhD from the Fletcher School of Law and Diplomacy at Tufts University, where he recently served five years as dean.
As per the inside flap of the front cover, this book is “a master class in decision-making under pressure through the stories of nine famous acts of leadership in battle, drawn from the history of the United States Navy, with outcomes both glorious and notorious.”
I got this book after reading Rear Admiral Mike Manazir’s great book Learn How to Lead to Win. It’s fantastic. (Get a copy here.)
It reminds me of a number of other books on leadership by former military leaders—especially General Stanley McChrystal’s great book, Leaders: Myth and Reality.
The “myth” of leadership? That leaders are perfect. The “reality” of leadership? Leadership is messy and complex and leaders are far from perfect.
Note: Other great books on leadership you may enjoy: Call Sign Chaos by General Jim Mattis, It Worked for Me by General Colin Powell, Lead Yourself First by Mike Erwin, Wisdom of the Bullfrog, Sea Stories, and The Hero Code by Admiral William H. McRaven.
Plus: Check out Leadership 101.
The book is packed with great stories and Big Ideas. I’m excited to share some of my favorites so let’s jump straight in!
Download MP3
Download PDFThe essence of ultimate decision remains impenetrable to the observer—often, indeed, to the decider himself. ... There will always be the dark and tangled stretches in the decision-making process—mysterious even to those who may be the most intimately involved.
Get the BookThe Power of “No”
“But this is precisely where the power of ‘no,’ the releasing energy of simple defiance, the primal internal scream of refusing to be defeated, no matter the odds, deeply matters. Think of Winston Churchill, that most emphatic of decision-makers, and his famous quote: ‘Never give in. Never, never, never, never—in nothing, great or small, large or petty—never give in, except to convictions of honor and good sense. Never yield to force. Never yield to the apparently overwhelming might of the enemy.’ An American could be forgiven for thinking that Sir Winston was simply channeling the complicated American naval hero John Paul Jones. The power of ‘no’ continues to be part of some of the hardest decisions we must make.”
The book features nine leadership lessons pulled from the stories of nine conflicts faced by nine different US Navy leaders in the “crucible of decision.”
This passage is from the very first chapter on “The Power of ‘No’” featuring Captain John Paul Jones and the Continental Navy during the American Revolution.
The chapter ends with Admiral Stavridis saying: “Despite his foibles and missteps, John Paul Jones left us with a powerful gift: the spirit of determination that is still very much at the heart of our Navy and is part of our national spirit as well. At our best, we still have the power of ‘no,’ of saying, in its simplest terms, that we will not give up the ship—never, never, never—no matter the cost, so long as we have the means to resist.”
I got goosebumps typing that.
Quick story...
I read this book nearly a year ago. Just a couple months ago I had the opportunity to connect with Captain Dave Pollard, the Commanding Officer of the USS GEORGE H.W. Bush—the U.S. aircraft carrier that helped defend Ukraine and our allies. (Thanks for connecting us, CAPT Cardone!)
I was blessed to receive a tour of his carrier when I was near Norfolk, Virginia last year. During that tour, Captain Pollard gave me a special wristband he gives to his sailors who perform admirably as a token of appreciation.
On that band are the words “SERVICE,” “GRIT,” “HUMILITY,” and “RESILIENCE.”
And... The iconic US Navy phrase “DON’T GIVE UP THE SHIP!”
I’ve worn that band every day since Captain Pollard gave it to me and I’ll be thinking of THIS passage every time I look down at that band.
Now... Back to business with this Idea.
For whom are YOU forging strength for TWO?
Bring your family, friends, colleagues, community, and world to mind as YOU resolve to...
NEVER GIVE IN—NEVER NEVER NEVER NEVER GIVE IN!
Today’s the day to show up and give the world all we’ve got.
Let’s go, Hero.
P.S. As I thought of the power of a fierce “NO!” I also thought of this +1 on the Hero’s Ground Punch. You know those scenes in a good Hero film where the good guy looks like he might (finally!) get beaten by the bad guys but... then... SLAMS THE GROUND and basically says, “ENOUGH!” then pulls it together and goes on to dominate?
Well, we ALL need to have that fierce “ENOUGH!” ground punch ready at hand. Remember to use it TODAY when you inevitably (!) find yourself wavering.
P.P.S. As I read that passage, I also thought of Admiral McRaven’s wisdom regarding how to deal with bullies. In Make Your Bed, he tells us: “But we both wanted to be SEALs so badly that nothing in the water that night was going to stop us. If we had to fight off the sharks, then we were both prepared to do so. Our goal, which we believed to be honorable and noble, gave us courage, and courage is a remarkable quality. Nothing and nobody can stand in your way. Without it, others will define your path forward. Without it, you are at the mercy of life’s temptations. Without courage, men will be ruled by tyrants and despots. Without courage, no great society can flourish. Without courage, the bullies of the world rise up. With it, you can accomplish any goal. With it, you can defy and defeat evil.”
General George S. Patton said a less than perfect plan, violently executed, will often succeed, while General Eisenhower observed no plan survives first contact with the enemy. In my experience, both were right, and finding the right balance in avoiding allowing the ‘desire for perfect to become the enemy of good enough’ is fundamental in the art of decision making.
Like many great plans, Farragut’s was detailed and involved, but fundamentally simple.
Hesitation increases in proportion to the risk in equal proportion to age.
The Highest Possible Praise a Leader Can Receive
“From a decision-maker like Farragut, we get a sense of how important it is to combine the hard work of analysis with grace under extreme pressure—Ernest Hemingway’s description of courage. In my many seagoing assignments, I tried to understand the assumptions that guided the orders from above, maintain a deep understanding of the technology of both my warships and perhaps more importantly of my opponents, prepare deeply for the most important events, and maintain a sense of calm at the most intense moments. I did not always succeed, but I had good models before me, both in Farragut and in Dewey, the subject of the next chapter. I will close with the highest praise I can give any of the figures in this book: Admiral David Farragut was a courageous yet thoughtful decision-maker, and one under whose flag I would gladly sail.”
That’s from Chapter #3: “Risky Business” featuring Rear Admiral David Farragut.
We’ll talk about the importance of being calm under pressure in a moment. First, I want to chat about the highest praise Admiral Stavridis can give to a leader he featured in his book...
That he would gladly serve under his command.
That’s one of the themes I hear most often from the military officers with whom I have the privilege of spending more time recently.
The highest possible praise they can give a leader? They say EXACTLY the same thing.
Here’s the question…
Are YOU the type of leader who others would gladly follow?
Being worthy of that leadership role (for my family, our community, and those we are blessed to serve) is my most sacred responsibility—one that I take VERY seriously.
Here’s the practical question...
What’s ONE thing you KNOW you could do TODAY to be a more worthy leader?
Now... Let’s also talk about the importance of being CALM under pressure—which is one of the most powerful ways we can earn the trust of those we are committed to leading.
In It Worked for Me (check out those Notes), Colin Powell talked about how important it was for a leader to create a “Zone of Calm” in the midst of extreme pressure.
Here’s how he puts it: “Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other.
You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat. The calm zone is part of an emotional spectrum that I work to maintain.”
Here’s to being calm under pressure as we strive to be worthy of leading those we serve.
Organizations need to be in a constant state of keeping what works and removing what does not. Failing to do so is worse than laziness; it is an abdication of leadership.
Physical courage under intense pressure, a balanced and thoughtful approach to risk-taking when time and circumstances permit, and a willingness to accept and impose accountability for victory and defeat: those three qualities are indeed a fine legacy passed from Decatur to the US Navy.
Sometimes it is the crisis point that is the most uncomfortable, but the immediate aftermath that is the most dangerous—because you can be tempted to let down your guard.
Fortune Favors the Bold *and* the Prepared
“In a nutshell, his [Commodore George Dewey’s] life and experiences tell us that our best decisions come when we combine a knack for somewhat mundane logistics and administration—the kind of person who would make a good head of the Navy’s Lighthouse Board commission, for example—with the ability to strike boldly when the moment arrives. The better prepared you are, the bolder your decisions can become. There is a widely known Roman proverb that ‘fortune favors the bold.’ What many people do not know is that Tacitus, one of Rome’s great writers, wryly remarked that ‘fortune favors the prepared,’ likely because he saw too many of his countrymen making hasty decisions that panned out poorly. Dewey’s true strength was that he exhibited the sentiments of both aphorisms. He was very prepared to be bold, but at the right moment, which arrived through his preparation. It was a formula that made him both a national and a naval hero.”
Fortune favors the bold.
AND... Fortune favors the prepared.
AND... As Admiral Stavridis wisely points out, we want to be “very prepared to be bold, but at the right moment,” which will arrive through our preparation.
After typing that, I clicked on the little search icon thing on my Mac. I wanted to see what other references we may already have to the phrase “Fortune favors the bold.”
So, I typed that into the search. I got one result. It was for our Notes on Ryan Holiday’s great book Courage Is Calling. As it turns out, the sub-title to his book is a play on that ancient Roman proverb: “Fortune Favors the Brave.”
Ryan tells us: “Courage calls each of us differently, at different times, in different forms. But in every case, as they say, coming from inside the house. First, we are called to rise above our fear and cowardice. Next, we are called to bravery, over the elements, over the odds, over our limitations. Finally, we are called to heroism, perhaps for only just a single magnificent moment, when we are called to do something for someone other than ourselves.
Whatever call you’re hearing right now, what matters is that you answer. What matters is that you go to it. In an ugly world, courage is beautiful. It allows beautiful things to exist. Who says it has to be rare? You picked up this book because you know it doesn’t.”
The ethos of preparation as the basis for bold action has become embedded in the US Navy as an operational force. From my earliest days at sea, I have heard captains say variations of the old military axiom that ‘tactics are for amateurs, logistics are for professionals.’
The Key Elements of Decision Making
“My thesis, as I conclude this work, is that decision-makers in any endeavor can learn from those experiences about how to make the hard choices life presents us.
Above all, decision-makers gather intelligence, process information, weigh alternatives, connect ‘ends, ways, and means,’ and make their choices. The ‘furious pressure of combat’ is unique, but it does offer lessons. Decision-makers can and must function differently under pressure—even short of combat—than they do in more measured times, and they can most certainly learn about how we make choices in our own lives from these stories. Another way to think of this is that the Navy is in many ways a reflection of this country. In addition to what we learn about the Navy and its evolution from these nine decisions, these choices also reflect the nation’s sense of accountability, risk, and honor more broadly. They also make for a pretty good collection of ways to approach decision-making, especially when we consciously list them and over time get into the habit of using them—even in tense, fast-moving situations. So, what are the tools and approaches that can help those making decisions? Let’s look at the key elements.”
That’s from the Conclusion to the book.
Admiral Stavridis brilliantly walks us through each element. Here’s a VERY quick look at the key elements of wise decision making...
First, we need to “Gather all the intelligence.” Then we need to “Understand the timeline.”
Then we need to “Methodically consider the possible outcomes of your decision—both good and bad.” Then we “Evaluate the resources.” Then we “Focus on your people—but don’t be paralyzed with fear over their well-being.” Then we “Don’t get emotionally involved in people who are roadblocks” as we remember to “Be willing to change your mind.”
Then we must “Be determined” and, finally, we need to “Be prepared to execute.”
Then... Of course, we need to remember that “All decisions have consequences, and with hard choices come high risks—but potentially deeply satisfying outcomes.”
btw. Jim Mattis and his thoughts on problem solving come to mind as I type that.
In Call Sign Chaos, he tells us: “A leader’s role is problem solving. If you don’t like problems, stay out of leadership.”
Heroism is taking risk on behalf of someone else when it would be easier to just pass on. Dorie Miller chose to put himself in danger and serves as an example of the hardest but best choices we end up making. His hard choice to stand and deliver in the riskiest of circumstances should call out the best in each of us.
The Hero’s Secret Weapon
“In my estimation, [Doris] Miller’s defining decisive trait was his desire to protect others. He did so over and over again in his life: by blocking and tackling on the football fields of Central Texas, by volunteering into the segregated Navy when he and his family needed any kind of an opportunity, and, on that infamous day, by going far above and beyond the call of duty. He was in every sense a ‘protector,’ and his choice that day was grounded in his desire to do what he could for others. It is a classic example of the Greek warrior code from the ancient Spartans—that the opposite of fear on the battlefield is not courage; rather it is love—love for your fellow man and woman. Doris Miller showed that on December 7, 1941, in every way.”
That’s from a chapter entitled “The Protector” in which Admiral Stavridis tells us the story of Cook Third Class Doris ‘Dorie’ Miller and his acts of heroism in World War II.
Admiral Stavridis tells us Dorie’s story in the context of the racial inequities in which he served. We’ll save that discussion for another time and focus on the qualities Dorie so powerfully embodied... The qualities of a PROTECTOR.
Of course, that makes me think of the etymology of the word hero. As we’ve discussed many times, in ancient Greece, the word hero didn’t mean “tough guy” or “killer of bad guys” or anything like that. The word hero meant PROTECTOR. The hero’s secret weapon? LOVE.
At the end of the chapter, Stavridis tells us: “Heroism is taking risk on behalf of someone else when it would be easier to just pass on. Dorie Miller chose to put himself in danger and serves as an example of the hardest but best choices we end up making. His hard choice to stand and deliver in the riskiest of circumstances should call out the best in each of us.”
Admiral McRaven wrote an entire book on the subject. It’s called The Hero Code.
In his great book, he tells us: “I came to realize that there is a hero in all of us. There is an innate code that has been there since the birth of mankind. It is written in our DNA. It is what drove the great expansion of humanity out of Africa. It summoned the explorers to cross the deserts and the seas. It helped create the great faiths. It emboldened the early scientists and philosophers. It nurtured the ill and infirm. It spoke truth to masses. It brought order to chaos and hope to the desperate. This code is not a cipher, or a cryptograph, or a puzzle to be solved. It is a moral code, an internal code of conduct that drives the human race to explore, to nurture, to comfort, to inspire, and to laugh so that societies can flourish.”
McRaven tells us that it is a moral code and walks us through ten of the core virtues that make up the code. Each virtue has its own commitment. Here they are...
1. “I will always strive to be COURAGEOUS; to take one step forward as I confront my fears.
2. I will work to be HUMBLE; to recognize the limits of my intellect, my understanding, and my power.
3. I will learn to SACRIFICE by giving a little of my time, my talent, and my treasure to those in need.
4. I will be a person of INTEGRITY; every decision I make and every action I take will be moral, legal, and ethical.
5. I will be kind and COMPASSIONATE to at least one person every single day and expect nothing in return.
6. I will never give up on matters that are important to me, my family, my country, or my faith. I will PERSEVERE.
7. Whatever job I am given, whatever DUTY I am bound by, I will do it to the best of my ability.
8. I will use my unique talents to inspire others and give them HOPE that tomorrow will be a better day.
9. I will use HUMOR to comfort others, and never be afraid to laugh at myself.
10. No matter how great or small the offense against me, I will try to FORGIVE. I will be the victor, not the victim.”
To repeat. McRaven’s Hero Code has ten core virtues: Courage. Humility. Sacrifice. Integrity. Compassion. Perseverance. Duty. Hope. Humor. Forgiveness.
Let’s embody that code as we strive to be humble, Heroic leaders... TODAY.
The most difficult thing is the decision to act. The rest is merely tenacity. The fears are paper tigers. You can do anything you decide to do. You can act to change and control your life; and the procedure, the process is its own reward.
In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.
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