Josh Thurman

That one is not a multi-tool. It's not.

That one is not a multi-tool. It's not.

That one is not a multi-tool. It's not.

It's funny to watch. It's one of the things I do a good amount of public speaking. I have for shit well over a decade at this point. I actually caution people against... the SEAL leadership model, leadership culture.

It's funny to watch. It's one of the things I do a good amount of public speaking. I have for shit well over a decade at this point. I actually caution people against... the SEAL leadership model, leadership culture.

It's funny to watch. It's one of the things I do a good amount of public speaking. I have for shit well over a decade at this point. I actually caution people against... the SEAL leadership model, leadership culture.

Because if you don't have the same type of people who went through the same type of course, that had the same type of buy-in, you are going to be just throwing people out into space like an atom coming apart. The electrons are just flying off.

Because if you don't have the same type of people who went through the same type of course, that had the same type of buy-in, you are going to be just throwing people out into space like an atom coming apart. The electrons are just flying off.

Because if you don't have the same type of people who went through the same type of course, that had the same type of buy-in, you are going to be just throwing people out into space like an atom coming apart. The electrons are just flying off.

It can't be replicated.

It can't be replicated.

It can't be replicated.

And I think one skill is- I don't tell people it's bad. I just define the very narrow bandwidth that it can work in. Right. And I ask them the question, like, if your organization is tooled like this, this might be good for you. But if your organization is anything other than this, you better be really sparing. I've watched so many guys. Again, I'm not joking.

And I think one skill is- I don't tell people it's bad. I just define the very narrow bandwidth that it can work in. Right. And I ask them the question, like, if your organization is tooled like this, this might be good for you. But if your organization is anything other than this, you better be really sparing. I've watched so many guys. Again, I'm not joking.

And I think one skill is- I don't tell people it's bad. I just define the very narrow bandwidth that it can work in. Right. And I ask them the question, like, if your organization is tooled like this, this might be good for you. But if your organization is anything other than this, you better be really sparing. I've watched so many guys. Again, I'm not joking.

The number of times I have fucked up and used the feedback model that- we were just a part of and seen it fail. I watched guys get out of the military and I think it's why actually a lot of team guys will be like individual entrepreneurs or start their own business with just themselves because it's so ingrained. And if you can't get it back and check, it is just not accepted in the civilian world.

The number of times I have fucked up and used the feedback model that- we were just a part of and seen it fail. I watched guys get out of the military and I think it's why actually a lot of team guys will be like individual entrepreneurs or start their own business with just themselves because it's so ingrained. And if you can't get it back and check, it is just not accepted in the civilian world.

The number of times I have fucked up and used the feedback model that- we were just a part of and seen it fail. I watched guys get out of the military and I think it's why actually a lot of team guys will be like individual entrepreneurs or start their own business with just themselves because it's so ingrained. And if you can't get it back and check, it is just not accepted in the civilian world.

It's entertaining as fuck, but it's not accepted.

It's entertaining as fuck, but it's not accepted.