Applying Military Special Operations Concepts to Grow Your Business and Career

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    Think Like a Green Beret and A Navy SEAL: Applying Military Special Operations Concepts

    to Grow Your Business and Career

    Chad StorlieAuthor, Iraq Combat Veteran, Business Leader

    www.CombatToCorporate.com

    http://www.combattocorporate.com/
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    Chad Storlie Background

    Military Education

    Deployments

    Operational Units

    Outside Experience

    Education

    Author

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    Objective for Today

    What Are Military Special Operations Forces? How a Special Operator Becomes Special Five Lessons of Special Operations for Your Business

    and Your Career:

    1. Use of Reconnaissance2. Commanders Intent

    3. War Gaming

    4. P-A-C-E5. After Action Review (AAR)

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    What Are Military Special Operations Forces?

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Navy Special Warfare

    Army Special Operations

    Air Force SpecialOperations

    Logistics + Other UniqueSupport Roles

    Marine Corps SpecialOperations

    Fewer Than 60,000 About 4% of USMilitary Special Selection,Training, Equipment

    & Missions

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    How a Special Operator Becomes Special

    Assessment & Selection -

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    Your Focus on the Value of Spec Ops for Business

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Focus on How Spec OpsLeads, Plans, Acts &Problem Solves to Benefit

    Your Career & Business

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    Leadership & Personal Characteristics of Spec Ops

    World Class Performance. Driven to Excellence. Combined Individual & Team

    Player. Focused on Improvement. Ability to Self Regulate in High

    Stress Environment. A Teacher.

    Humble. Focused on What You Will

    Do & Not What You Did.

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    How Special Operators Think for Problem Solving

    Understand

    Plan

    Execute

    Improve

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Reconnaissance

    Commanders Intent War GamingP-A-C-E

    After ActionReview

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    Selection of Spec Ops to Business Tools for Spec Ops

    Reconnaissance

    Commanders Intent

    War Game P-A-C-E

    After Action

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    Spec Ops Reconnaissance: SEALS in Afghanistan

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Reconnaissance

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

    Reconnaissance A MissionUndertaken To Obtain InformationAbout The Activities And Resources Of An Enemy Or To Secure Environmental

    Data Of An Area. A Successful Plan Must UnderstandCharacteristics of the Enemy, Terrain,

    Population and Society in Order to BeSuccessful.

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    Conduct a Commercial Reconnaissance Identify the Top 3-4 Issues That You Want Answered. Identify 1-2 Indicators Per Issue in a Question Format. People Schedule a Regular Time to Discuss with Sales Force, Customers,

    Suppliers with Customers. Literature Read Key Industry Journals, Google News Alerts, and

    Customer / Competition Web Postings.

    Metrics ID Available Government and Competitive Data Sources to Track. Four Keys:

    1. Communicate Results to Entire Team.

    2. Combine Qualitative & Quantitative Results.3. Perform on a Regular, Scheduled Basis (Monthly, etc).

    4. Ethical Collection Practices Only.

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Spec Ops Cdrs Intent: Normandy Invasion in WWII

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Commanders Intent

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

    Question: What Does Winning &

    Success Look Like? McChrystal In Inc Magazine The

    Idea Of Clearly Expressing YourVision Of An End Result Is Know AsCommander's Intent.

    Commander's Intent Describes HowThe Commander (Read: CEO)Envisions The Battlefield At TheConclusion Of The Mission. It ShowsWhat Success Looks Like. GEN (ret) Stanley McChrystal

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    How To Use Commanders Intent Describe In Detail What Success Looks Like:

    Price Revenue Customer Service Scores

    Long Term Relationship Operating Efficiency Etc

    Focus On The Why This Makes Sense For The Company. Emphasize What Success Looks Like And Why It MakesSense Leave The How Alone . . . For Now.

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    War Gaming

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    War Gaming

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

    Question: Have You Fully

    Anticipated How the CompetitionWill React When You Execute Your Plan?

    War Game: An Independent Process That Matches a Draft Plan Against Anticipated Competitor and Important Stakeholder Actions

    to Determine Necessary Plan Adjustments to Create the OptimumChanges of Success. The Result of a War Game Reveals Anticipated Actions of Competitors, Customers, and Suppliers Against a Draft Plan. TheBusiness Plan Should be Updated / Modified / Adapted to EnsureThat The Plan Has Its Best Chance of Success.

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    How to Use Commercial War Gaming

    1. Come Up With Your Best Plan.

    2. ID Key Actors to Make the Plan a Success / Failure.3. Divide Your Plan Into Distinct Phases:

    Contract Example: Phases: Price, Duration, Revenue, Priority,Payment Terms, Geographic Locations, Curreny, etc.

    4. Conduct the War Game Identify Independent People to Play Customer, Finance, Operating,

    etc. Have a Recorder / Judge. Determine What Customer, Operating, etc Will Say & Do on Your

    Proposals. Record The Results. Determine an Action (s) to Counter the Negative Effect. Update Your Plan.

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    Spec Ops Pace Planning: Bin Laden Raid

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    0

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    PACE Plan in Business Planning

    PrimaryAlternateContingency

    Emergency

    The Value of Career Fairs for Veterans

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    Plan and CreateMultiple Optionsfor a SuccessfulBusinessVenture.

    P-A-C-E Format Helps YouCreate a Robust

    and Successful Plan

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    After Action Review

    Question: How Do We Sustain What WentWell & Improve What Did Not Go Well?Steps in the AAR:

    Step 1: Establish an environment forreview and introspection.

    Step 2: Provide a brief overview of whathappened and divide the operation intosegments.

    Step 3: Identify strengths, weaknesses,and recommendations for improvement

    in each business function. Step 4; Create an action plan for

    improvement, and follow-up to ensurethat the improvements are happening.

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    Use Spec Ops Principles in Career Planning

    Reconnaissance

    Network Commanders Intent

    Describe Perfect

    Position Communicate to

    Family & Friends War Game

    Interviews Different Industries

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    P-A-C-E

    Is Your Co / IndustryVulnerable?

    Checkerboard CareerPlanning &Advancement

    Other Firms &Industries To Go To

    After Action Events Meetings, etc

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    Additional Military Skills For Business & Career Use

    Military Skill Commercial Business UseRehearsals Rehearse Most Important Business Activities

    Intelligence Analysis Analysis of Competition

    War Gaming of Military Plans War Game a Store Opening or New Idea

    Planning Synchronization Matrix Synch Matrix a Business Process

    Risk Management Mitigate Risks in Company Operations

    Standard Operating Procedures Create an SOP for a Critical Process

    Back Up Plans (P-A-C-E) Create Back Up Plans for Critical Processes

    Team Leadership Help Develop Company Leaders

    Crisis Management Use Rehearsals & Planning to Prevent a Crisis

    The After Action Review (AAR) Use the AAR to Improve a ProcessMentoring & Coaching Mentoring

    Unique Military Experiences Selective Translation Into Business

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

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    T l d Mili Skill C U i C i i 24

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    Translated Military Skills Create a Unique CompetitiveAdvantage in Business and Career Progression

    Translated Military Skills in Planning, Leadership, Competitive

    Analysis, Safety, Coaching, Crisis Management, EmployeeDevelopment, Teaching, Budget, Fiduciary Responsibility, And

    Training That Employers Need and Cannot Easily Acquire

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    www.CombatToCorporate.com

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    Chad Storlie Contact Information

    [email protected] www.CombatToCorporate.com

    Think Like a Green Beret and a Navy SEAL: Applying Military Special OperationsConcepts to Grow Your Business and Career

    Follow Us on Twitter, Linked In, Facebook

    Sign Up for the Mon th ly New s L et ter o f Mil i tary -to-B u sin ess Ski l ls

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    mailto:[email protected]://www.combattocorporate.com/http://www.combattocorporate.com/mailto:[email protected]
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    ResourcesThink Like a Green Beret and a Navy SEAL: Applying Military Special Operations

    Concepts to Grow Your Business and Career

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    Chad Storlie Article Links

    (1)Inc. Magazine - http://www.inc.com/articles/201109/chad-

    storlie-on-managing-with-commanders-intent.html (2) Oxford Leadership Journal -http://www.oxfordleadership.com/journal/vol2_issue1/storlie.pdf .

    (3) HBR Blog - http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html (4) HBR Blog - http://blogs.hbr.org/frontline-leadership/2010/11/dont-play-golf-in-a-football-g.html

    (5) McChrystal Video -http://www.inc.com/video/201111/united-states-army-general-stanley-mcchrystal-on-how-to-communicate-in-crisis.html

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    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-golf-in-a-football-g.htmlhttp://blogs.hbr.org/frontline-leadership/2010/11/dont-play-golf-in-a-football-g.htmlhttp://blogs.hbr.org/frontline-leadership/2010/11/dont-play-golf-in-a-football-g.htmlhttp://blogs.hbr.org/frontline-leadership/2010/11/dont-play-golf-in-a-football-g.htmlhttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://blogs.hbr.org/frontline-leadership/2010/10/the-value-of-military-skill-se.html&urlhash=qMG8&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.oxfordleadership.com/journal/vol2_issue1/storlie.pdf&urlhash=1pEM&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.oxfordleadership.com/journal/vol2_issue1/storlie.pdf&urlhash=1pEM&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_dischttp://www.linkedin.com/redirect?url=http://www.inc.com/articles/201109/chad-storlie-on-managing-with-commanders-intent.html&urlhash=7LVa&_t=tracking_disc
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