---
title: 'Essentials: How to Become Resilient, Forge Your Identity & Lead Others | Jocko Willink'
source: 'https://youtube.com/watch?v=lxDf8uEypJU'
video_id: 'lxDf8uEypJU'
date: 2026-07-30
duration_sec: 1987
---

# Essentials: How to Become Resilient, Forge Your Identity & Lead Others | Jocko Willink

> Source: [Essentials: How to Become Resilient, Forge Your Identity & Lead Others | Jocko Willink](https://youtube.com/watch?v=lxDf8uEypJU)

## Summary

Andrew Huberman and Jocko Willink discuss resilience, discipline, leadership, and the power of detachment. Jocko shares insights from his military career on how to take action, counter emotional mobs, and use detachment as a superpower for better decision-making.

### Key Points

- **Blank Slate in the Military** [01:25] — Jocko describes joining the military as a blank slate where performance leads to recognition and control over one's destiny.
- **Exercise Gives Energy** [03:30] — Jocko explains that working out makes you feel better and gives you energy, even if you don't feel motivated initially.
- **Eating Slows Performance** [04:37] — Jocko avoids eating before physical or cognitive tasks to maintain mental clarity and energy.
- **High-Intensity Anaerobic Exercise** [06:12] — Short bursts of high-intensity exercise peak Jocko's mentality for the day.
- **Leader Must Detach from Mob Morale** [08:34] — A leader must mentally detach from the team's emotions to counter arrogance after wins and demoralization after losses.
- **Action as a Cure for Adversity** [11:15] — Taking action, even small steps, helps overcome problems and prevents dwelling on setbacks.
- **Motivation is Unreliable** [17:49] — Jocko does not rely on motivation because it's an emotion that fluctuates; instead, he relies on discipline and routine.
- **Detachment as a Superpower** [23:49] — The ability to step back and gain perspective is a superpower that allows better decision-making in high-stress situations.
- **Physical Cues for Detachment** [28:24] — Jocko recommends pushing your chair back, taking a deep breath, and broadening your field of view to detach emotionally.
- **Do Things That Suck** [31:27] — Deliberately engaging in uncomfortable activities builds resilience, similar to physical training.

### Conclusion

Jocko Willink's core message is that resilience and leadership stem from disciplined action, emotional detachment, and being a counterweight to group dynamics. These principles are trainable and applicable to both military and civilian life.

## Transcript

where we revisit past episodes for the most potent and actionable science-based tools for mental health, physical health, and performance. I'm Andrew Huberman and I'm a professor of neurobiology and opthalmology at
Stanford School of Medicine. And now for my discussion with Jaco Willink. Jaco >> Thanks for having me, man. >> In my view, and I think in the view of a lot of people, you embody discipline. So today I definitely want to talk about
routines but also mindsets but also things that you do and ways that you contradict but not be so obvious to people might um be a little bit counterintuitive. There are generators and projectors and generators are people
that are just from a very young age they realize they can impact other people. They want to create things in the world. And then there are these projectors that like to just kind of reflect on what they see. And it's not that generators
are good and projectors are bad. The world needs both. That they really work in a kind of symbiotic way. But your story captures the essence of what it is doing certain things, you can have an impact and it feeds back to you and it's
it as well. >> Yeah. And where this all came to fruition as I as I now piece together as you're talking through this stuff. Look, when I joined the military, you join the military and you get a
blank slate. No one cares what you got on the SATs or the no one cares about anything. You're a blank slate. And then with that blank slate, it is, hey, if you do this thing, if you perform this task and you perform it well, you will
get recognition. you will hopefully get more control over your own destiny, which is the ultimate in compensation for for human beings to have more control over your own destiny. You can
you don't control what you're doing most of what you're doing, then then it's not worth it. The reason people try and make money is so they can have more autonomy in their life. And so in the
military, it became very clear to me very quickly that if I performed well, I actually got a lot more freedom with what I did. That's when I started to realize, oh, what I'm doing right now is going to impact not only what's going to
happen to me in the next hour, but in the next 2 years, 3 years, 5 years, the going to positively impact my future, the better my life became. And I think the better my life became. And I think that's a very huge lesson to learn that
some time. >> I get the impression and I think everyone gets the impression that you're somebody with a lot of energy. And I wonder whether or not you wake up with a lot of energy and you feel like you have
to burn it off with this physical activity and and work and other demands in your life or do you find that you wake up and your energy is kind of neutral and exercise and physical activity gives you energy?
>> I would say it's both, right? There's no way I could sit here and say, "Oh yeah, every day that alarm clock goes off and I'm like, oh yeah, let's rock and roll." also certainly not the case that every day I'm like, "Oh god, not again." No.
Uh, I'd say most of the time the alarm clock goes off and I I I don't think a I I don't debate with myself. I'm not and I'm doing what I'm supposed to do. It's sort of robotic. Now, I this this
you're going to feel better. You will better. This you're going to get more energy from it. And look, you got to go energy from it. And look, you got to go really, really hard to where now you
feel more tired when you're done. And even that, I mean, you got to go psycho. I'll do that occasionally, but I don't do that on a daily basis. You know, at do that on a daily basis. You know, at the end of a day, if I wake up, lift,
run, surf, and then I do jiu-jitsu in the afternoon. Like, at the end of that the afternoon. Like, at the end of that day, I'm tired and I feel tired. Uh but normal day working out just makes you feel better. G definitely gives you
>> The idea that movement and exercise gives us energy I think is an important frankly I was hoping your answer would be that as opposed to that you know you
wake up every day and you just want to just attack the world because you have because frankly I never feel that way but I always feel better after I train. Do you nourish after you train or do you find that eating slows you down?
>> I find that eating slows me down. So, no. I don't eat a big meal until I'm kind of done with the physical stuff for the day, which is usually at night, 6 7 some bad things about that. I eat too late. Well, the data say, you know, if
you're having a regular meal schedule that allows you to sleep well at night, whatever that means for you and that allows you to be active and focused when that's the ideal schedule. >> When I'm working with clients, like, so
Echelon Front, when I'm going to work with a client, I'm not eating because questions. We're going to be diving into what's happening inside their business. It's a lot of cognitive work. Podcast, I'm not eating before a podcast. before
because I don't want to have a bunch of food in my stomach. I want to you you get a certain level of mental clarity when you haven't eaten a bunch of food. So, going out on missions, I never would eat before I go out out on a mission. I
get home 4:00 in the morning, 3:00 in the morning from doing operation. Cool. Then I'll eat cuz then I'm going to do a debrief for 15 minutes, clean weapons, and then eat a big meal, go to sleep. Cool. Yeah. I don't want to have food in
execute anything. >> So much of what you embody and what you do, I think, centers around this idea of discipline, of course, but also energy. It's the intuitive sense I get about why people are so drawn to your messaging
and what you do and how you do it. Are there certain forms of exercise like weightlifting versus cardio that you find give you an especially big boost in could be cognitive energy, it could be physical energy, but a a readiness for
>> I would have to say like the the highintensity sort of anorobic blast, you know, whether it's on the bike or on the rower or, you know, swinging a kettle bell hard, something like that. That last 10, 15 minutes, that's a
really good way to, you know, peak my mentality for the day. When you were in the teams, what was your observation about how winning and losing would impact people in the short and long term from the
importantly from the perspective of yourself? How do you work with that? How do you calibrate wins and losses? How do you transmute losses into energy? Because wins we know convert to energy, but
losses oftentimes can sap our energy way, way down. To start with, I think that the selection process to get into the SEAL teams is going to weed out a bunch of people that can't recover very quickly from something bad. The kid that
was the star of the football team, the star of the basketball team, the captain of this, the captain of that, he's been winning his whole life. He goes to Buds and he quits. Because in Buds, you're not gonna win. You're certainly not
going to win everything. They're going to find what you're not good at and they're gonna exploit that and you're going to lose. A lot of guys that may lose and it disrupts their their motivation, they're probably just going
to quit. And so that's why you get this massive attrition rate with guys that division one wrestlers, division one football players, division one runners They all quit. Not all of them quit, but there's plenty of examples of the
highest level of collegiate athlete in sports that translate very well to what you're doing in in basic SEAL training and they quit. And sometimes it's They don't know how to recover from a loss. So I think already in once you get
loss. So I think already in once you get to a SEAL team, you've got people that are generally speaking going to be pretty resilient when it comes to dealing with a loss. Now once you're in the teams and what you're talking about
is now you start taking much more significant loss. You're not losing a And this is what from a leadership perspective you have to you have to pay attention to. So when you're a leader in any organization,
you're basically in charge of a mob when it comes to what their morale is. And mob riding in the streets going, "Oh, we the windows." And they they they move this mob mentality. And that happens
with morale inside of a team. And you as a leader can't get caught up with the mob. You have to detach yourself from the mob mentally so that you don't get caught up in their emotions and their
morale because if you get caught up in their emotions and you get caught up in morir their morale, you can't correct it. So, we go out on a mission. The mission goes great. We get into a gunfight, kill a couple bad guys,
everyone's okay, high fives, everyone's feeling great. You come back to base. perfect. Hey, we don't need to get our gear, you know, uh, maintained. We can just go to bed. We We're awesome. That's when the leader has to say, "Oh, we've
got the mob, and the mob is becoming slightly arrogant." Hey guys, real quick, that was a good op, but there's some things we could improve on. You got to bring that mob back and bring them back to center line. Same thing in the
operation, it doesn't go well. You go out on operation, you take casualties. Now you come back to base, you see guys moping around, you see the the spirit starting to break. And same thing if you get if you're part of that mob, you'll
be you'll be with them. Your morale will be breaking. Your spirit will be I see what's happening. Hey guys, listen up. That was tough. Didn't go the way we wanted it to go. We need to learn some
better. What can we do better to make sure that that never happens again?" So, as a leader, when it comes to winning and losing, you're generally going to be the person countering what the mob mentality is. Because when the mob
starts winning, they want to keep winning and they might get arrogant. When the mob is losing, they might start to lose more because their attitude goes down the drain. So, that's what you have to pay attention to from a leadership
perspective. For me personally, I think I know what I did when when I I think I know what I did when when I lost guys was focus on all right,
we need to we need to celebrate the life. We need to move the lo mourn the loss and then we need to go to work. We need and load our weapons. We need to get back out there. I I know that that's
what we needed to do, you know. So often the best way to contend with with the best way to contend with with problems, with issues, with adversity problems, with issues, with adversity is action. Is by taking action.
The more you sit and the more you wait and the more time you spend with that adversity with the upper hand inside your head, the the worse it's going to your head, the the worse it's going to get. So for me, always taking action,
making something happen. It doesn't have to be huge. It doesn't have to be some mammoth triumph that you're going to go and pursue. But if you say, "Hey, listen. This is what happened didn't go the way
gear back on. We're going to go back out. We're going to do this other life, too. You know, something doesn't go the way you wanted it to go. You didn't get the hire, you didn't get the promotion, you can go home and sit there
and and and dwell on it. That's not getting you any progress. Or you say, analysis. Why didn't I get that promotion? Oh, it's cuz I didn't get this qualification or I hadn't jumped through this gate. Okay, cool. What do I
how do I get to jump through that gate so next time I will get the promotion and you start taking action. Action for me is a cure for a lot of problems that we have in life. I think that in the context of moderating these systems,
it's so key. I mean, it's key to have a long arc in a career path, military, science or otherwise. As a father in particular, ideas when you know your kid is kind of down because it's hard to be a
14-year-old or because it was a bad day or when they're up. >> Well, clearly it's a very similar thing to what I just talked about. You know, if your kid is doing well and and wins the wrestling tournament and is like,
And what do they want to do? They want to eat a triple cheese pizza, right? I mean, they want to go crazy. And you as a leader and as a and as a parent and as a friend need to say, "Hey, man. I mean, you did good. That was awesome. You had
a great day, >> but let's start thinking a little bit have a few slices of pizza, right? As a reward." And this goes with yourself as you have a success, and you say, "Oh, that that that's great. Uh, but
back to work." And look, and do people go too far with that sometimes? Yes, absolutely. Sometimes people they they don't stop and celebrate at all. And that get burned out eventually because they never say, "Hey, that was awesome.
We had a big win. Cool. High five." So I think, you know, as a leader, as a friend, as a parent, as a spouse, you want to be able to modulate that, help modulate that. Don't shut it down. You know, your kid walks off the wrestling
mat with for a high five and you say, "You could have won by more." No, I'm walks off the mat after losing, you say, "You got what you deserve." No, you've got to be the counter, the counterweight to the emotions that other people have.
leader, as a friend, as a spouse, as whatever, you're doing a good job as a counterwe. I think that's a a good way to look at it. You want to you want to sure that they don't get out of control. And you you notice when people
they've surrounded themselves with people that there's no counter to. There's no counterbalance. You know, if you were my best friend and I, you know, I went out drinking last night and had a great time and partied all night and met
let's do it again tonight." Eventually, where are we going to be? We're going to say, "Hey, dude, that was awesome, but hey, remember we got school on Monday, right?" And you kind of pull me back. That's we we got to find balance in life
and ourselves. And then and then we gota as much as we can provide balance for other people because people are emotional and they get caught up in what they're doing and you want to you want to keep people balanced. You seem to
have a very strong sense of context and self. Was there something in your upbringing your parents or or was it just kind of how you always imagined Because I actually think that many people do not have a very firm sense of
people do not have a very firm sense of self or their sense of self is so rigid that they can only operate in this like narrow trench of one domain of life and they end up very very isolated. As far as kind of where I became me, I I just
actually have to kind of give a lot of credit to the music that I grew up listening to and the attitude that we had back then listening to hardcore had back then listening to hardcore music, being able to stand up against
what other people were saying, which is what you're doing when you're in that what you're doing when you're in that scene. And the whole DIY nature of it. we can just make this happen for ourselves. We don't need anybody else.
We can do this. And that hardcore attitude and sticking by your friends and standing up and getting in fights and like that's what you're going to do. That's kind of my attitude. That music is the soundtrack to my life. And so I
always would have that music running in my head. But to your question, I had something in me that when I heard that music for the first time, I was like, "Okay, here it is." You know, here it is. this is, you know, I hear the
Beatles, I hear the Grateful Dead, I hear the Rolling Stones, I hear the whoever, and you go, okay, that's fine. But when I heard hardcore music for the when I heard Agnostic Front, when I heard the Bad Brains, I thought it was
that was just like it was part of me already. I'm like a kid living in the woods in Connecticut. I I'm just kind of hearing what I'm hearing. Listen to the Threat. Listen to the lyrics. and you go, "Okay, this stuff, I agree with this
stuff." And I I just think that that kind of set a datam in my head of being okay with being outside, being okay with saying no, being okay with being a saying no, being okay with being a rebel, being okay with not going along
with what everyone else is doing. That became very important when I was in the became very important when I was in the military and I looked at what leadership think to myself, "Hey, that doesn't seem like a good idea." and having the the
sure this is a good idea." Not to be a jerk about it, but just to say, "There boss, can I ask you a question about that?" So, I I think if I had to trace it back, you know, having Black Flag My War side 2 on my record player for like
a year and a half straight, that's going to leave a mark, man. And I think it left a mark on me. >> What are your sources of motivation? >> Well, you pro you probably heard me say that. Mo motivation isn't something that
that. Mo motivation isn't something that I am going to count on because it's just an emotion that's going to come and go. Just like feeling happy, you feel happy 15 minutes. You feel sad now, maybe you won't feel sad in 15 minutes. Feel
motivated in 15 minutes. Therefore, I can't rely on it. So, I'm not going to can't rely on it. So, I'm not going to put any money on just being motivated because it doesn't really matter to me. So the daily
actions that I take aren't from motivation. They're they're just from I'm not going to get up and go through some big debate about well really do I feel like doing but it doesn't matter so I'm just going to go do it. You
particular have said several times today, rather than looking for sources of things outside you like a job or a relationship, which are all great um but as sources of energy or motivation or inspiration to use action as a positive
action as a source of energy. >> Yeah. And and positive action is when there's something that you're afraid of, right? Step into it, move towards it. You don't solve problems by running away from them. You solve them by moving
towards them and figuring out what's going on. Then we could go down the whole path of talking about the indirect approach which is a theory of combat which I completely believe in but it also applies to you know interacting
with some other person to think to myself, well I got I got a problem with Andrew. I'm going to go confront him on it. And that might not be the best best solution for me to go confront you with the problem because now we're going
to have a confrontation. it might be better for me to take an indirect instead engage in a conversation with you about something that's maybe adjacent to the problem that I have. And then eventually that builds our
relationship to a point where you start to recognize, oh, I bet Joo feels something about this thing. And we can move towards a solution instead of me trying to punch you in the face with some truth that I believe versus the
truth that you believe. And now we're engaged in combat and that's bad. rather take an indirect approach and build a relationship where we can solve >> I also heard you say something earlier that's still flagging in my mind, which
is, you know, not thinking too much. And you've talked about third personing of more about this even though it's a topic you've delved into before. And in particular, the topic of meditation. Do you meditate? And if you don't do a kind
of standard meditation, are there times throughout your day and your routine and your week where as I'm describing this, it maps to something that kind of feels meditation? >> Yeah. So, no, I don't meditate. I
actually meditated for one second in my life. And I I I've never tried to do it. life. And I I I've never tried to do it. That being said, if the goal is to take a step back and detach from what's going on, I do that all day every day. And so,
you know, that's that is something that I've talked about and it's something I tried to teach, you know, I tried to teach the young SEAL leaders not to get caught up in what's happening right in front of them, but to take a step back,
detach from the situation, detach from their emotions on the battlefield. I want people to be able to see more angles, more maneuvers, more opportunities, more of what the enemy might do, more perspective. And it goes
mob. Being able to be part of a team, part of the mob, part of the gang, but still have the ability to take a step back, detach from that, and assess what is the best way for this team to move forward to me is the true superpower of
life. And you know, this goes back to when you start talking about people that are having going through struggles in life, right? And I've described this before as, you know, if I'm looking at you and you're
you're in a bad state, right? You're depressed, you're sad, you're moping done, and I'm looking at you from the outside and and I'm thinking, for me, I see this storm cloud around your head. All you
see, no matter what direction you look, is storm. All you see is darkness. I'm man, this guy's got a great education. He's healthy. He's got a good team around him. Like, he's got all these things going for him." But you in that
things going for him." But you in that state, you literally cannot see anything but the darkness of the storm. And that's what's so scary about when people enter that mode is you can look I can look at it from the outside and be like
feet forward and you're going to be through this thing and yet you're you Jaco I'm looking ahead there's nothing but darkness. So helping people move
forward, take action, and be able to get that perspective, detach and get outside themselves, get outside their own heads. You know, Tim Ferrris said, "Get out of one way to do it. Take action, go do
you've had this experience where you're talking to someone that you know, and No, it's going to be okay." Like, you can clearly see that whatever they're whatever is bothering them and dragging
them. You can clearly see, you know, a lot of times it's a relationship, right? The the girl or the guy, they got they got dumped and you go, "Hey, man, that person was a disaster anyways. You're better off without them and they cannot
compute that. They are stuck there." Or maybe it's the school that they didn't get into or the job that they didn't get and they get so wrapped up in that they can't they can't get out of that storm. It's such a helpless feeling. And that's
trying to give people that superpower of detachment where they can take a step back and say, "You know what? You're right, man. That that girl, she wasn't who I really thought she was. I should move on." Yes. The solution to
your problem is not going to be found in the problem. It's not going to be found in there. You have to get out of the problem so that you can look at it, make an assessment, and you can assess how to solve the problem or whether you need to
solve the problem or not. So detachment is a superpower. What is your process for engaging detachment or for disengaging? >> I recognized like in a moment what detachment was and how helpful it was on
detachment was and how helpful it was on an oil rig doing a training mission. My whole platoon is in a skirmish line looking at a a large area of the oil rig Again, this is not combat. This is in the '9s. There's nothing going on. We're
just doing training. And I'm standing in this skirmish line. And by the way, I'm platoon. And I'm standing there looking down the sight of my weapon. And I'm tell us what to do. And I wait for 5 seconds. And I wait for 10 seconds. And
saying anything. And we're waiting for a leader in my platoon to to make a call, to tell us what to do, to tell me what to do. And finally, after like 30 seconds, which seems like an eternity, I can't take it anymore. I take a step off
the skirmish line. I look to my left. I look to my right. And what I see is every other guy in my platoon is staring down their weapon, which means their field of view is tiny. It's like a 20 degree field of view. You're looking
down the the the scope of your weapon or the sight of your weapon. And that's how looking and I'm thinking, "Oh, there's my platoon commander. He's looking down There's my platoon chief. He's looking down the side of his weapon. There's my
assistant platoon commander. He's looking down the So, everyone in the their weapon, which means they all have a very narrow field of vision. Well,
left and look to my right, guess what kind of field of vision I got? I got a massive one. I can see the whole scene and I can see exactly what it is we need keep your mouth shut. You don't say anything. And I'm thinking, well, but no
one else is saying anything. So, I muster up all the courage I can and I open my mouth and I say, "Hold left, clear right." Which is a basic tactical call. This is not a patent level genius maneuver. It's just a normal call to
make in a situation that we were in. I say, "Hold left, clear right." And I'm "Shut up, new guy." But instead, left, clear right. Hold left, clear right. We get to the the top of the oil
thing. We're on the Hilo deck at the top, and we go into a debrief. And now get told, "Hey, what were you doing? You need to keep your mouth shut." And instead, the platoon chief goes, "Hey, Jono, good call on the seller deck down
there." And I was kind of like, "Yeah, that's right." But then I thought to youngest, most junior guy in this platoon, why was I able to see what we that why did that just happen? And then
I realized it was cuz I took took a step back. I broadened my field of view which allowed me to think more clearly because instead of being hyperfocused and narrowly focused, I broadened my range of vision. I took a breath before I made
my call, right? I had to take my take a a nice breath to speak clearly and I realized that taking a step back and detaching, I got to see infinitely more than even the most experienced guys in my platoon.
mean, I started doing it in land combat. I started doing it in all these tactical training scenarios. These are started doing these training scenarios and it always allowed me to see what we
like when I was having conversations with people. I'm having a conversation he's starting to turn a little red in the face and, you know, we're we're "Oh, wait a second. I'm taking a step back looking. He's getting mad right
say, "Hey, you know what, Chief? That sounds good. let me go take a re let me go reook at the plan or whatever. And so I started to do this kind of with my normal life was to not get wrapped up in my own emotions, not get wrapped up in
the the the gunfight that was happening right in front of my face, not to get wrapped up in the details of what was going on, but instead take a step back, going on, but instead take a step back, detach, look around, and then you can
make a much much better decision. Now listen, if you are the only person in a you to do that because you got to be focused on whatever you're shooting at. But when you have 16 guys or 20 guys, they're all looking in the same
that goes, "I want to take a step back. Look around, make a call." When I teach Look around, make a call." When I teach this to people now, the mechanics of it, know, you and I are at a meeting, there's a bunch of people, this starts
to get heated argument. I will literally push my chair back away from the table. change my perspective. Perspective open like in the SEAL teams, you don't want to sound panicked on the radio for a
you panic on the radio, it's going to cause other people to panic. Number two, panicked, everyone's going to make fun of you. So, what would I do before I would key up my radio? Take a breath. And so, here I'm manually
slowing down my breath. I'm broadening my field of view. So, if you're in a meeting or you're in a, you know, you're at the at the supermarket parking lot and someone starts to yell at you, take a step back, take a breath, broaden your
field of view, detach from those emotions that you're having, and make some space. And I'll tell you, here's another like weird little nuance thing.
going to do? I'm going to raise my hands up and put my chin down. That's like a having a discussion and I'm starting to get heated and I'm starting to like, "Oh, he's not listening to me." Instead of me putting my chin down and and
putting my hands like up up to where I can put them in your face a little bit. back. I'm going say, "Put my chin up." It changes my perspective a little bit more. Changes my visual perspective just by changing the angle of my head. Take a
being in a defensive mood. I actually want to hear what you have to say. And if I start listening to what you have to say and not talking, it's very hard to be detached when you're talking. It's another key component. You want to
detach, shut your mouth. I'm in a meeting in my companies. I'm not the one I'm doing mostly listening. And that way, I'm detached. I'm listening to what they have to say. I'm more capable of seeing what holes there are in their
plans by not moving my mouth, not talking. I'm listening. So those are some of the methodologies that I use and that I advise people to use in order to effectively start down the pathway of being able to detach in various
scenarios. It applies to everything that we do. If you're having a conversation with your significant other and you start to see that they're getting frustrated about something, now look, if you're in the conversation 100%, you're
going to get frustrated that they're frustrated. Next thing you know, you've got a you've got an emotional argument going on. Whereas, if you take take a mental step back and say, "Wait a why are they frustrated right now?" Oh,
problem when really what they're looking to do is vent. Okay, got it. Let them vent. Okay, cool. Oh, that sounds horrible. H, you know, what do you think "Well, if that's the problem, here's what you should do." Because people are
this thing, this ability is and it's something that can absolutely be trained and that's what's cool about it. can absolutely be trained. It's not a natural gift. It's it's some people will be better at it than others, but it's
to see guys develop it and I see people develop it now in the business world. >> Do you think there's value to doing things each day that suck a little bit or from time to time doing something that's, you know, puts one into a state
of deliberate uh discomfort. >> 100%. I mean even you in order to improve yourself, you gota you got to impose some discipline on yourself, right? Just like you would develop your legs by doing squats and you would
develop your back by doing pull-ups, I think you would develop your resiliency by doing repetitions of things that require you to be tougher. I just want to extend an enormous thank you. Um, you know, as a civilian, thank you for the
teaching people about the military. I think a lot of people don't realize what about your experience there and what you've observed, bringing other people's broadly is super important and sharing
this and being able to entertain some of my um scientific riffs. So, thank you. Thank you. Thank you. >> There's plenty of people that have done way more than I've ever done and and sacrificed infinitely more than I ever
sacrificed infinitely more than I ever sacrificed. So, I'm um thankful for being here. I know that you uh put all kinds of information and I the same back at you. You know, I I have greatly benefited from the information that you
put out and so I thank you as well and uh appreciate coming on here and appreciate you spreading the word about how people can be better yourself. So, thanks for having me. I appreciate it, man. Let's do it again.