What man? In 2005, 40 years after the creation of the Navy’s SEAL community, its leaders decided it needed a codified ethos. A hand-picked group of SEALs and a few “trusted agents” mustered at a remote location. Participants ranged from first-class petty officers to master chiefs and chief warrant officers and from lieutenants to captains—active duty, reserve, and retired SEALs. With only 48 hours to accomplish the mission, the pace was rapid, opinions were fierce, and debate even fiercer. Birthed in two days, the SEAL Ethos was promulgated quickly and adopted across the Naval Special Warfare (NSW) community. Key tenets of the ethos include:
In times of war or uncertainty there is a special breed of warrior ready to answer our Nation’s call. A common man with uncommon desire to succeed.
Forged by adversity, he stands alongside America’s finest special operations forces to serve his country, the American people, and protect their way of life. I am that man.
By wearing the Trident, I accept the responsibility of my chosen profession and way of life. It is a privilege that I must earn every day.
I serve with honor on and off the battlefield.
I lead by example in all situations.
If knocked down, I will get back up, every time. I am never out of the fight.
The execution of my duties will be . . . guided by the very principles that I serve to defend.
I will not fail.
When the final version of the ethos was read aloud, one master chief expressed the collective sentiment when he exclaimed, “I want this read at my funeral. I want my children and grandchildren to know this was the type of man I was.”
Since its publication, the SEAL Ethos has been read, cited, and published far beyond the bounds of NSW and the special operations community. It has been alternately described as inspired, egotistical, motivational, and chauvinistic. These descriptors notwithstanding, the SEAL Ethos was intended to be neither descriptive nor prescriptive; it was written to be—and shall remain—aspirational.
Yet, even as the words and message of the ethos resound, events have called into question SEALs’ judgment, honesty, and behavior—on and off the battlefield. These events ultimately have led to concerns regarding individual and collective integrity. A reputation for integrity should be the touchstone and lodestar of any organization. Those who don a military uniform—the cloth of our nation—to serve as defenders of the nation’s liberties and values must personify uncompromising integrity.
Rather than delve into specific lapses in SEAL culture, behavior, or leadership, I want to focus more broadly on some lessons. None is exceptional or unique to Naval Special Warfare; all should resonate with military leaders from any service and warfare community. Taken aboard, these lessons will elevate professionalism and leadership development throughout the fleet.
The U.S. military relies heavily on lessons learned as a means of sharing individual and unit experiences so others may benefit from the positive and avoid the pitfalls. A large part of SEALs’ operational success is attributable to their innovative and tireless integration of such lessons learned. Where other measures of effectiveness are concerned, however, it has been observed with more than a little facetiousness that SEALs do not have lessons learned, but rather lessons relearned . . . again! In other words, SEALs are less attentive to—and slow to rectify—nonoperational shortcomings and waywardness.
Lesson 1: Elite Versus Elitism
The U.S. military exists to protect and preserve the rights and liberties enshrined in the Constitution. While today’s military is an all-volunteer force, this does not mean members are free to pick and choose which standards apply to them, which rules they follow, or which missions they will undertake. “Voluntary” merely distinguishes one who volunteers for military service from one drafted or pressed into service. Within each service are programs for which a member can volunteer if he or she meets the associated screening criteria. Such programs typically are highly technical, highly competitive, extremely demanding, sensitive, or some combination. Those who earn positions in these programs often view themselves as belonging to elite organizations. Frequently not understood, however, is the fact that elite imparts greater responsibility; it demands surpassing all service standards, not simply unit standards.
Being elite neither grants individuals a license to ignore, perceive themselves to be “above,” or feel unconstrained by rules nor empowers units to selectively choose roles and tasks or policy enforcement. These attitudes are hallmarks of elitism and constitute a misguided arrogance that ill serves the service and nation. Service in an elite unit is a privilege to be earned every day. On occasion—and in small but telling numbers—SEALs have conflated membership in an elite organization and elitism. In doing so, the actions of a few have tarnished the reputation and called into question the judgment of all.
Lesson learned: Leaders at all levels must understand, educate, and aggressively guard against elitism in their ranks. This is easier said than done and requires constant vigilance, a strong hand on the tiller, and clear understanding of the consequences should members come up short.
Lesson 2: Never Believe Your Own Propaganda
The SEAL Ethos is intended to inspire, humble, and remind SEALs to strive relentlessly to be better individuals—physically, mentally, emotionally, ethically, professionally, and personally—than they were the day before. This is an admirable goal, and NSW has aggressively promoted this message. But has this well-intended effort confused young men into believing that once they wear the SEAL Trident they have become “that man”? I, for one, have never met that man . . . and likely never will. But I have had the honor and privilege of serving with generations of SEALs who strive daily to be that man.
These sailors constitute the vast majority of SEALs past and present. In earlier days, SEAL egos were tempered by quiet professionalism (due in equal parts to disciplined modesty and operational necessity). The deluge of media attention, SEAL-authored books, and general public fascination, however, has tended to make NSW less quiet—and, in some cases, altogether too loud. Once SEALs could exist largely in the shadows, but those days are gone. The present NSW community—larger, encompassing much more than SEALs, and far more visible—is still coming to grips with this reality.
Lesson learned: Replace the word “SEAL” with a term describing any who put service before self and the aspirational message remains unchanged. Leaders must guard against allowing themselves or their subordinates to become either too self-enamored or insufficiently self-critical. While pride in unit and self are militarily essential, none of us is as good as we think we are. Messaging must be constant—particularly through personal example. Humility and quiet professionalism are far greater force multipliers than braggadocio and cockiness. Those not taking the message on board must be dealt with swiftly and firmly.
Lesson 3: Loyalty Versus Integrity
Numerous surveys reveal that the nation views the military as an institution built on and exemplifying the principles of loyalty, integrity, and steadfastness. Within the military, however, there is confusion, and the NSW community serves as an example. From day one in Basic Underwater Demolition/SEAL training, SEAL trainees are taught: Look after your swim buddy and he will look after you. Reinforced throughout training, this mind-set inculcates the operational selflessness evinced time and again throughout the SEALs’ storied history. An unintended consequence of instilling this mind-set, however, is confusion between loyalty and integrity. Loyalty is the glue of unit cohesion; integrity the moral compass guiding both individual and unit choices and actions. Problems arise when buddy allegiance supersedes foundational military loyalty—loyalty to nation, to service, to unit, to buddy . . . in that order.
Problems also arise when loyalty is allowed to trump integrity. Integrity is the bulwark of sound, ethical judgment; compromise integrity and you put at risk everything to which you apply your hand, heart, or reputation. Breaches in integrity tarnish individual and unit reputations, undermining confidence in both.
Lesson learned: All must clearly understand and adhere to standards that prioritize integrity over loyalty and comport with the correct hierarchy of loyalty.
Lesson 4: Trust and Respect Versus Popularity
A problem not unique to but constantly challenging Navy SEAL Teams is relaxed interpersonal dynamics. Cross-paygrade and officer-enlisted familiarity is both a strength and a bane in the highly charged, high-risk, demanding environment of NSW. Relaxed protocols foster camaraderie, candor, and an egalitarianism (every voice heard and every suggestion weighed equally, regardless of seniority) that consistently enriches innovation; but relaxed interpersonal relationships can also break down time-proven, requisite hierarchical practices and erode good order and discipline. Successful senior-subordinate relationships are built on mutual trust and respect. Subordinates follow leaders they trust and respect; liking the leader is not part of the equation. Seniors who are fair and balanced, set high but achievable expectations, and create opportunity for those expectations to be met earn trust and respect. The ability to establish and maintain this dynamic balance is both an essential element of a leader’s development and critical to good order and discipline.
Lesson learned: Leadership, respect, order, and discipline are inextricably linked and are at all times and under all conditions the responsibility of all hands. Concepts of leadership, followership, trust, and respect can be taught, but they must be experienced to be fully grasped. Good leaders must model leadership as well as create opportunity for subordinates to learn and develop as leaders.
For developing leaders—officer or enlisted, junior or senior—viable experience can be garnered only under demanding circumstances—such as leading a SEAL platoon in a live-fire night assault; standing officer-of-the-deck during a nighttime, high-seas underway replenishment; or coxswaining small craft through congested, contested littorals. Creating circumstances that challenge budding leaders—in training and operationally—is critical to gaining the respect of subordinates, seniors, and themselves.
Lesson 5: Rules, Ambiguity, and Leadership
Leading at every level requires enforcing rules, regulations, and standards. Anything less is an abdication of responsibility. In the world of special operations, ambiguity is a constant, rules can be pliable, protocols modified, and exceptions made to meet the challenges of a mission. It is in this world that SEALs frequently operate and in which unique authorities and responsibilities often are shouldered. Difficult, “no fail” missions demand creative ways of approaching problems.
More than a few SEALs have found themselves challenged by complexities and contradictions not understood outside the special operations domain, but this does not excuse inappropriate action or irresolute inaction. Absent a few notable exceptions, SEALs have borne these challenges well. But in reviewing instances where they have faltered, it is evident not all SEALs fully understand or exercise the immutable tenets of leadership that must prevail under any circumstance. Seeking to reverse this trend, NSW is engaged in a holistic review of SEAL basic and advanced training, personnel evaluation protocols and advancement, instances of misconduct, and general accountability. As important, NSW is reinvigorating compliance with Navy regulations and protocols.
Lesson relearned: There is no sensitive, intrusive, negative, transformational, or transactional leadership. There is simply good leadership—founded on basic tenets, adaptive to any situation, and exercised well—or poor leadership.
Standing Tall and Moving Out
Laser-focused for years on combat operations, SEALs and NSW allowed a professional malaise to insinuate itself into the ranks and undermine basic military standards and protocols. While the vast majority of the force has performed and continues to perform honorably, ethically, and professionally, a small percentage has besmirched the community’s reputation. Former Chief of Naval Operations Admiral John Richardson stated in an interview that while he was satisfied with the behavior of Naval Special Warfare personnel “in aggregate,” they must continue to emphasize “the ethical dimension of what we do.”
Addressing these issues in his 20 August 2019 Guidance to the Force, Rear Admiral Collin Green, Commander, Naval Special Warfare Command, wrote: “Our force has drifted from our Navy core values . . . and the tenets of our NSW Ethos due to a lack of action of all levels of Leadership.” He goes on to say, “The cause of these issues and the solutions to them stem from the same source: Leadership . . . We are U.S. Naval Officers and Sailors first and foremost and we will realign ourselves to these standards immediately.” Stressing that “trust is earned by demonstration of competence and character,” he concludes,“We own the problem and the solutions.” Rear Admiral Green’s words resonate with the age-old counsel espoused in Royal Navy Rear Admiral R. A. Hopwood’s 1896 poem, The Laws of The Navy:
On the strength of one link in the cable,
Dependeth the might of the chain.
Who knows when thou may’st be tested?
So live that thou bearest the strain! . . .
Take heed in your manner of speaking
That the language ye use may be sound,
In the list of the words of your choosing
“Impossible” may not be found.
Now these are the Laws of the Navy,
And many and mighty are they.
But the hull and the deck and the keel
And the truck of the law is—OBEY.
NSW has a history of self-initiated adaptation and improvement. The community will come out of this experience stronger, but only if it embraces and reinforces the character traits and quiet professionalism that enabled it to excel in the first place. The integrity review ordered by General Richard Clarke, Commander, U.S. Special Operations Command, is an opportunity to lay bare the root causes of compromised integrity and formulate remedial actions. Both General Clarke’s and Admiral Green’s initiatives are to be applauded. These reviews afford an opportunity to assimilate lessons learned, aspirational elements articulated in the SEAL Ethos, and the timeless wisdom of The Laws of the Navy to strengthen professionalism and bolster synergy between the Navy fleet and Naval Special Warfare. While senior officer efforts can catalyze action across the force, aggressive, dedicated deckplate leadership is imperative to affect the course change necessary to right the ship.
A Final Lesson
The U.S. military is ultimately answerable to the American people. If it fails to maintain the highest standards, it will fail not only its service members and the mission, but also the citizens it has sworn to protect. In today’s increasingly divisive political environment, every military member—active, reserve, and retired—can and must play an active part in preserving and advancing the reputation, professionalism, and capabilities forged by our forebears.
The SEAL Ethos
In times of war or uncertainty there is a special breed of warrior ready to answer our Nation’s call. A common man with uncommon desire to succeed.
Forged by adversity, he stands alongside America’s finest special operations forces to serve his country, the American people, and protect their way of life. I am that man.
My Trident is a symbol of honor and heritage. Bestowed upon me by the heroes that have gone before, it embodies the trust of those I have sworn to protect. By wearing the Trident, I accept the responsibility of my chosen profession and way of life. It is a privilege that I must earn every day.
My loyalty to Country and Team is beyond reproach. I humbly serve as a guardian to my fellow Americans always ready to defend those who are unable to defend themselves.
I do not advertise the nature of my work, nor seek recognition for my actions. I voluntarily accept the inherent hazards of my profession, placing the welfare and security of others before my own.
I serve with honor on and off the battlefield. The ability to control my emotions and my actions, regardless of circumstance, sets me apart from other men. Uncompromising integrity is my standard. My character and honor are steadfast. My word is my bond.
We expect to lead and be led. In the absence of orders, I will take charge, lead my teammates and accomplish the mission. I lead by example in all situations.
I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish our mission. I am never out of the fight.
We demand discipline. We expect innovation. The lives of my teammates and the success of our mission depend on me—my technical skill, tactical proficiency, and attention to detail. My training is never complete.
We train for war and fight to win. I stand ready to bring the full spectrum of combat power to bear in order to achieve my mission and the goals established by my country. The execution of my duties will be swift and violent when required yet guided by the very principles that I serve to defend.
Brave men have fought and died building the proud tradition and feared reputation that I am bound to uphold. In the worst of conditions, the legacy of my teammates steadies my resolve and silently guides my every deed.
I will not fail.