Jocko Willink

Um, it was cool to work.

You know, it's, it's, people are, and this is another thing that, you know, I've learned along the way is like, people aren't going to be perfect and they're going to make mistakes and I'm going to make mistakes.

And, um, as long as their intention isn't bad, then, you know, I get it.

And also, um,

to ask someone to perform or behave in a way that they have to surmount their innate habits as a human being, it's a lot to ask of someone.

when someone gets mad, when someone gets frustrated, when you see someone's ego come out, when you see someone look out for themselves, I kind of understand that that's the way people are.

And I'm not gonna be mad about it.

I understand that people get, you know, there's... People do crazy things, man.

People do crazy things.

And I understand.

And I think that going to OCS was one of those things that said, yep, kids were trying, but kids were also doing things where you go, I see what he's doing, man.

He's worried about this test and he's looking out for himself right now.

And I get it.

I get it.

And I think just a little bit of understanding other people's perspective.

It was good for me to continue to be able to understand other people's perspective.

Because if you don't understand other people's perspectives, you're going to be very judgmental.

And if you're very judgmental, you're going to have a hard time interacting with other people.

And when you're in a leadership position and you're having a hard time interacting with other people, that's not going to be good.

At the time, the officer community, if you went from enlisted to officer, they made you switch coasts.