#197 – Jocko Willink: War, Leadership, and Discipline

Jocko Willink is a retired Navy SEAL, co-author of Extreme Ownership, and host of Jocko Podcast. Please support this podcast by checking out our sponsors: – Linode: https://linode.com/lex to get $100 free credit – Indeed: https://indeed.com/lex to get $75 credit – SimpliSafe: https://simplisafe.com/lex and use code LEX to get a free security camera – Ground News: https://ground.news/lex EPISODE LINKS: Jocko’s Twitter: https://twitter.com/jockowillink Jocko’s Website: https://jocko.com/ Jocko’s Podcast: https://jockopodcast.com/ Extreme Ownership (book): https://amzn.to/3qYmcgh Discipline Equals Freedom (book): https://amzn.to/3hFXOMa The Dichotomy of Leadership (book): https://amzn.to/36ehH7C PODCAST INFO: Podcast website: https://lexfridman.com/podcast Apple Podcasts: https://apple.co/2lwqZIr Spotify: https://spoti.fi/2nEwCF8 RSS: https://lexfridman.com/feed/podcast/ YouTube Full Episodes: https://youtube.com/lexfridman YouTube Clips: https://youtube.com/lexclips SUPPORT & CONNECT: – Check out the sponsors above, it’s the best way to support this podcast – Support on Patreon: https://www.patreon.com/lexfridman – Twitter: https://twitter.com/lexfridman – Instagram: https://www.instagram.com/lexfridman – LinkedIn: https://www.linkedin.com/in/lexfridman – Facebook: https://www.facebook.com/lexfridman – Medium: https://medium.com/@lexfridman OUTLINE: Here’s the timestamps for the episode. On some podcast players you should be able to click the timestamp to jump to that time. (00:00) – Introduction (09:01) – The beauty and tragedy of war (14:35) – Soviet Union in World War II (20:54) – What makes a just war? (34:30) – Jordan Peterson (37:42) – Fear of death (41:53) – Autonomous weapons systems (53:28) – What makes a great leader? (56:15) – Elon Musk – a leadership case study (1:10:03) – Steve Jobs – a leadership case study (1:20:16) – Sundar Pichai – a leadership case study (1:27:15) – Young Jamie (1:31:23) – Discipline (1:34:15) – A day in the life of Jocko (1:40:30) – Jiu Jitsu (1:56:18) – Books

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:00Lex Fridman?

  The following is a conversation with Jaco Willink, a retired US Navy SEAL, co-author of Extreme Ownership, Dichotomy of Leadership, Discipline Equals Freedom, and many other excellent books. And he's the host of Jaco Podcast. Jaco spent 20 years in the SEAL teams. He was the commander of SEAL Team 3's Task Unit Bruiser that became the most highly decorated special operations unit of the Iraq War. This conversation was intense and to the point. We agreed to talk again, probably many times. And what I find very interesting, aside from the talk of leadership, is the conversation about military tactics of specific battles in history.

• 0:43Lex Fridman?

  Quick mention of our sponsors: Linode, Indeed, SimpliSafe, and Ground News. Check them out in the description to support this podcast. Since it's the 4th of July, a holiday in the United States, let me say a few words about what this country, my country, the United States of America, means to me. First, by way of background, I was born and raised in the Soviet Union, just long enough to get a bit of the Russian soul, an appreciation of Soviet history, music, culture, of wrestling and mathematics, of engineering and philosophy, Stoicism and humor, tragedies and triumphs of war and revolutions, all in ways that

• 1:23Lex Fridman?

  are uniquely Russian. I do happen to at times mention that I'm Russian. This is what I mean, that I got a bit of that Russian soul. But of course, who I really am is an American. This country gave me the opportunity, the freedom to become and to be who I am, to stand as an individual. This seemingly simple freedom to be a sovereign human being in the face of all the beauty and cruelty of life is why I love this country. Much of life can be unfair, unjust, even tragic. But this is the country where if I'm clever enough, work hard enough, and just get lucky enough, I have a chance to dream big and make my dream a reality.

• 2:06Lex Fridman?

  The United States welcomed me, my family, and millions of immigrants throughout its history so that we can make something meaningful of ourselves, to love, to dream, to create, to find joy and meaning. It lets me be the weird kid I am, who wears a suit, talks about love, and has a fascination with robots. I know some people these days have an aversion to pride and love for their country. I don't. I love America. I also love humanity. I believe these two, patriotism and humanism, are not in conflict, much like loving your family and loving your country are not in conflict. They are all manifestations of the human spirit, longing to strive for a better world.

• 2:50Lex Fridman?

  I was born a Russian, but I believe I'll die an American, a proud American. Hopefully not too soon, but life is short. I already had one hell of a fun journey, so I'm ready to go when it's time. As usual, I'll do a few minutes of ads now, no ads in the middle. I find those to be annoying as a listener. I think they get in the way of the conversation. I also do give you timestamps. I hope you don't skip because I try to make these interesting, but if you do skip, please still check out the sponsors by clicking the links in the description. It is the best way to support this podcast. This episode is sponsored by Linode, Linux virtual machines. Anytime I mention Linux anywhere brings joy to my heart.

• 3:32Lex Fridman?

  Linode is an awesome compute infrastructure that lets you develop, deploy, and scale what applications you build faster and easier. This is both for small personal projects and huge systems, both things I hope to be involved with in the future. It's lower cost than AWS, but more important to me is the simplicity quality of the customer service with real humans 24/7/365 as opposed to all the fake humans trying to pass the Turing test on Twitter. I honestly think computer infrastructure don't- Well, both customer service, ease of use, debugging, maintenance, understanding the pricing structure, all those things, that's essential. I really like what Linode is doing. Also, its

• 4:14Lex Fridman?

  competition for AWS is very good. Competition is always good, especially in this space where more and more of our world is running on on computer infrastructure. The bloodline of our human civilization is becoming computation. So companies like Linode are essential. Their tagline is if it runs on Linux, it runs on Linode. Visit linode.com/lex and click on the create free account button to get started with $100 in free credit. That's linode.com/lex. This episode is also sponsored by Indeed, a hiring website. I've used them as part of many hiring efforts I've done for the teams I've led in the past. They have tools like Indeed Instant Match, giving you quality candidates whose resumes on Indeed fit your job description

• 4:59Lex Fridman?

  immediately. If doing ad reads was a job, I would not get hired by anybody. I'm terrible at this. I like these companies. I'm just not very good at emoting my passion for them. I'm not sure if emoting is a word. I'm just going to keep running with it without looking it up. Hence, why I would never get hired to do ad reads. Anyway, right now, get a free $75 sponsored job credit to upgrade your job post at indeed.com/lex. Get it at indeed.com/lex. Offer is valid through September 30. Terms and conditions apply. Join 3 million businesses that use Indeed by going to indeed.com/lex. I've used it. I love it. Check it out. You might love it, too.

• 5:44Lex Fridman?

  This show is also sponsored by SimpliSafe, a home security company. It was designed by Chad and Eleanor Lawrence to be simple and effective. I don't know why they asked me to mention the names of the creators, but I think the point is that there's real human beings that really care behind this company. And that actually, when it comes to security systems, is very important.

• 6:08Lex Fridman?

  It is indeed simple. Takes 30 minutes to set up. You can customize the system for your needs on simplisafe.com/lex. I have it set up in my place and I love it. I do try to live life not paranoid because I think minimization of stress versus maximization of safety is the more effective way to live life for me. But I do make sure I make intelligent decisions of how to protect myself, how to protect my data, how to protect my physical safety, especially as my platform grows and gets trickier and trickier. Because I do want to keep myself open and fragile. All the people I meet on the street that recognize me from the podcast are just incredible people. I really enjoy those conversations. So I

• 6:53Lex Fridman?

  never want to close myself off from that. Anyway, go to simplisafe.com/lex to customize your system and get a free security camera plus a 60-day risk-free trial. Again, that's simplisafe.com/lex. This show is also sponsored by Ground News, an apolitical news website that helps me get all perspectives on a story and analyze my blind spots politically. They draw from 50,000 outlets across the world and across the political spectrum. The point is to see every side and come to your own conclusions. I think this approach is the future of news. That's why I'm a big supporter of Ground News. That's why I took them on as a sponsor.

• 7:34Lex Fridman?

  I see my membership there as support for the ideal of what they stand for, not just this particular company. Hopefully you can see it the same way. It's been said before, but probably can't be said enough, is that clickbait journalism is truly damaging our ability as a society to have difficult, long-form conversations as we strive towards the truth. Truth is not an easy thing to arrive at. It requires understanding context. It requires understanding history. It requires understanding lived experiences of different people, to be empathetic, to be data-driven, to be rigorous with your analysis, all of those things. And clickbait journalism is completely antithetical to that. So that's why I think you should support Ground News and other

• 8:17Lex Fridman?

  Other companies of that kind. Anyway, try them out by signing up at ground.news/lex. It's inexpensive, so it's definitely worth it. But like I said, it's also a good way to support all the different efforts that try to fix our current state of journalism in the media. Go to ground.news/lex to sign up and show your support. This is the Lex Fridman Podcast, and here is my conversation with Jocko Willink.

• 9:01Lex Fridman?

  Is it tragic or beautiful to you that some of the closest bonds that are formed between people are through war often?

• 9:10Speaker 01

  I think it's both, both tragic and beautiful, and for the obvious reasons.

• 9:20Lex Fridman?

  What are the obvious reasons? Why is it so obvious?

• 9:25Speaker 01

  Well, it's tragic because a lot of people die. And it's beautiful because you form bonds with people that are very difficult to break once you've been through them.

• 9:39Lex Fridman?

  What is it about the trauma of war that makes bonds difficult to break?

• 9:47Speaker 01

  Because what you realize when you're in a war is that the people that are next to you,

• 9:55Speaker 01

  you rely on them and they're relying on you to survive.

• 9:59Speaker 01

  And without them, you will not survive. And when you realize that you need to work together as a team to, to live, that forms a very strong bond.

• 10:11Lex Fridman?

  And there's nothing like that team outside of the realm of war?

• 10:16Speaker 01

  I don't know, because I've, there's a lot of things that I haven't experienced in my life. But I think the pressure and the consequences of war, there could be similar situations in survival scenarios, in various atrocities where people need to work together in order to survive. And I think you could probably get something that was.

• 10:42Speaker 01

  Similar.

• 10:43Lex Fridman?

  There's a very particular nature to the kind of war that World War II was, especially for the Soviet Union, where it didn't just influence the lives of people, it created culture, the music, the poetry, the literature. It's in the, it's in the way people think. It's in the way people see the world, it's in the way they talk even still to this day. And

• 11:10Lex Fridman?

  of course, I was talking about the directly relationship between two soldiers. But there's something about the depth of human connection that results from the almost like reverberations of war, like generations later, you're still close to other humans. You're, you're, there's a coldness towards other humans like in Russia. But once you open up, it's depth, you seek depth of connection versus like breadth of a career kind of thinking. How can I make friends with this so I can move into this direction? What can this person benefit me? Instead, you seek a depth of human connection and appreciation that brings a lot.

• 11:55Lex Fridman?

  And maybe I'm romanticizing war here. But it feels like that's inextricably connected to World War II for Russians. Is there, does that resonate at all?

• 12:06Speaker 01

  So if you look at military training, what they do is they take people in the military from the civilian world. They bring them into the military and they put them through boot camp,

• 12:19Speaker 01

  which is the stereotypical thing that you see on TV. You're going to get yelled at, you're going to get screamed at, you're going to get, you're going to get put in the mud and you're going to made to be made to do hard things together. And

• 12:32Speaker 01

  what does that do with those civilians? Well, it gives them a common background. It gives them a common suffering that they've been through together. And they form some sort of connection, some sort of bond.

• 12:46Speaker 01

  Now, to make that bond a little bit stronger, after you get done with boot camp, they send you to advanced infantry school. And you suffer some more together. And when you suffer more together, now you're in a smaller group too, because now it's infantry. It's not supply people anymore, or logisticians, it's strictly.

• 13:07Speaker 01

  People that are going to fight their infantrymen. So they go through a school together and now they get a little bit tighter. Get done with that and maybe you go to an airborne division. So you go to airborne school and now you all overcome this fear of jumping out of an airplane together and you celebrate surviving that. Then maybe you get done with that and now you get at an airborne division. Now you're an even tighter group because you've suffered together. What comes next is special forces training or ranger training and what they do is they put you in these situations where you're going to suffer together and you're going to build these bonds because as I said earlier, you have to rely on each other to survive. And by the way, not everyone does. Not everyone makes it through this training. So you sort of have these memories

• 13:50Speaker 01

  of people that didn't make it. You share that connection as well. And you can keep going down this road until you go into combat with a military unit and military units that go through combat have an even tighter bond. And the harder the combat that they go through, the tighter the bond is going to be. So I think when you talk about what the Soviet Union went through in World War II, there was a shared suffering to survive. And so the entire nation has that common thread and that's probably the thing that you sense or feel when you refer back to the bond that resonates all the way back to World War II.

• 14:35Lex Fridman?

  So on your podcast and your writing, you talk about some of the most fascinating things I listened to you talk about in terms of military conflict is tactics and sort of the details of combat. But allow me to stick on World War II for a second. There's a particular aspect to that war. I don't know if you can speak to it where twice the number of civilians died than military personnel. So the Soviet Union especially.

• 15:14Lex Fridman?

  You know, my, uh, my grandfather was a machine gunner on, uh, the, in, um, Ukraine as the Germans were marching towards Moscow. There's this main, there's this important push in 1941 where they were trying to get before the winter to, uh, to Moscow. And what Stalin was doing is he was basically throwing bodies at, at, uh, to slow the attack. And what that meant is everybody understood that you, your job was, you have this heavy machine guns. It's very, it's almost unreasonable to be able to be mobile in any kind of way with them. So you're, you're thrown at the front and you're just

• 15:55Lex Fridman?

  nonstop shooting and you know, 95 plus percent of people are just dead. All the soldiers are just dead. And then you just go back and back and you're trying to protect as many civilians as you can throughout this whole process, but you don't. And so you have millions of civilians that die along the way into this march. Is there something you could say about this complete, perhaps it's naive of me to say, but a war that lacks tactics, that lacks strategy and

• 16:29Lex Fridman?

  is purely about just, um, no consideration of human life and just throwing bodies and bullets

• 16:44Lex Fridman?

  into a mix together where millions die. And that in particular felt much less like conflict and much more like torture or suffering.

• 16:59Lex Fridman?

  It didn't, it didn't come off as torture, only that interestingly enough, as you probably know, my grandfather, including everybody else volunteered. They were proud to do this. They were proud to march to their death for country, for love of country.

• 17:19Lex Fridman?

  But the question on the civilian side, when, when more civilians die than military personnel, what do you make of that?

• 17:28Speaker 01

  It's awful. It's awful when a soldier dies. It's awful when a civilian dies. It's awful when ten civilians or ten soldiers and it's even more awful when millions and millions of soldiers and civilians die.

• 17:44Speaker 01

  I think it's safe to say that the Soviet Union was facing an existential threat to their existence against the Nazis. So to not fight would be to die as well. Maybe die a death a few years later, maybe die a different way, but

• 18:07Speaker 01

  the choice was die now trying or die later on your knees. And I think the choice was pretty clear. As far as the tactics go, I mean, there is, this is attrition warfare. That's what that is. We are going to keep, you know, you said throwing bodies at the problem. That's attrition warfare. And the Soviet Union had a lot of bodies, more than the Germans. And when you fight with attrition warfare, whoever has more men and material will eventually win. It's an awful, it's an awful way. But that's the, that's, that's what the strategy was.

• 18:50Lex Fridman?

  You often talk about leadership.

• 18:54Lex Fridman?

  Let's put the evils of Hitler aside.

• 18:58Lex Fridman?

  The boldness of Hitler in making some of the strategic decisions he did was considered by many military historians quite brilliant early in the war, or insane and brilliant.

• 19:14Lex Fridman?

  Stalin, on the other hand, I think universally is seen as somebody who is terrible military strategist, especially early in the war. He did not see all the possible trajectories that the war could take. Is there something you could say about failure of leadership? Stalin, also the United Kingdom before Churchill, and also FDR on the United States side, who

• 19:39Lex Fridman?

  Basically was trying to turn a blind eye to everything that was happening over there.

• 19:47Lex Fridman?

  With a perspective of we just want to make, we want to keep America's interest. As the primary interest and everything else, let other countries work out their problems.

• 19:58Speaker 01

  You know, I think one of the things with Hitler was in the beginning of the war, he listened to his advisors, he listened to his generals. And therefore they did pretty well with that. I think as the war went on, he believed that he was smarter than he was. And made decisions that were bad, that cost him dearly. You know, I mean, case in point, as everyone knows, going and attacking the Soviet Union while you're still fighting a war on the other front is not, not a good move. There's an example of, yeah, bad leadership, letting your ego get in the way, believing that you can do things that you, that are beyond your capabilities. But, you know, as you mentioned in the beginning with Blitzkrieg.

• 20:43Speaker 01

  Those were really dynamic and bold moves and they worked. And that, what does that do? That fuels your ego and makes you think that you can win.

• 20:54Lex Fridman?

  Many people consider that war a just war.

• 20:59Lex Fridman?

  What do you think makes a just war?

• 21:02Speaker 01

  I think you have the Nazis and the Imperial Japanese trying to impose their will on other nations and other peoples. And when that happens, I think on a grand scale, people look at that and

• 21:18Speaker 01

  believe it's just to step in and do something about it.

• 21:22Lex Fridman?

  Is there some gray area here?

• 21:25Speaker 01

  There's, there's nothing but gray area.

• 21:29Lex Fridman?

  The United States has been involved in a lot of military conflicts since then. How do you draw the line to the gray area? What, what war should we engage in and not? I know you don't get into politics much, but what the decision to go to war?

• 21:46Speaker 01

  You have to look at the situation that you're going into and you have to make sure that you have. The will to go to war. And the will to go to war means that you are willing to kill people. And when I say people, I don't just mean enemy, because in war civilians are going to die. Women and children are going to die. Every, a lot of people are going to die. And so you, and you are going to kill them. Doesn't matter what kind of smart munitions you have. Doesn't matter how disciplined your soldiers are. When you go into a war. Civilians are going to die and you have to understand that. And the other thing that you have to understand is that.

• 22:27Speaker 01

  Your troops are also going to die.

• 22:32Speaker 01

  And it seems like sometimes we're a little bit naive about the calculation of what that's going to look like.

• 22:38Speaker 01

  And maybe we think, well, not that many civilians and maybe not that many of our, our personnel are going to die. And that's where you get into sticky situations. And you know, another thing when you were talking about. The Soviet Union versus the Nazis. That's total war. That's what that is, and we don't engage in that very often. It's total war. It's we will do absolutely anything to win. And America doesn't fight like that very often. In fact, the last time we fought like that was World War Two. We, we, it was total war. We will do whatever it takes to up to and including the atomic bomb to destroy the enemy. So those are the kind of things you need to think about.

• 23:22Speaker 01

  Before you go to war. And I don't think we think about that very often.

• 23:27Lex Fridman?

  You know, even the United States, the atomic bomb. Nuclear weapons is an interesting one because there's a lot of.

• 23:37Lex Fridman?

  There's a lot of hesitation on that. There's a lot of critics of that decision as it was happening.

• 23:44Lex Fridman?

  So even America, you could imagine other countries like Germany would not be so hesitant to use nuclear weapons.

• 23:52Lex Fridman?

  It's interesting to think about

• 23:56Lex Fridman?

  in deciding military strategy to inject ethics into it, into morality. It's not just about winning the war, but should we do this? And doing the calculation of human life.

• 24:12Lex Fridman?

  Usually those decisions are made by leaders, not by the soldier that's going to be implementing that decision. Do you put some responsibility, I should even say blame, on the leaders and not doing that kind of calculation here? You could say that about the Vietnam War, you could say that about even the war that you were involved with in Iraq. Is there some criticism here that you could apply to leaders for failing not to consider the broader moral questions?

• 24:48Speaker 01

  Yes.

• 24:52Lex Fridman?

  Natural? Like, all leaders will make these mistakes? Or should leaders not make these mistakes?

• 25:01Speaker 01

  Leaders are going to make mistakes. It's impossible to know what's going to happen in war, just like it's impossible to know what's going to happen in life. You make decisions based on the information that you have at the time.

• 25:14Speaker 01

  And you will make mistakes. And if you fail to admit that you made a mistake, that's where I have a more significant problem than someone that makes a mistake and says, hey, this is the mistake that I made. This is the intelligence that I thought we were utilizing. And it actually is not what I thought it was going to be. And here's the new direction that we're going in. We don't have enough of that type of ownership in leadership globally.

• 25:48Lex Fridman?

  Saying I made a mistake

• 25:52Lex Fridman?

  that resulted in the loss at scale of human life? Being able to say that?

• 25:58Speaker 01

  And when you don't say that, you end up with a more loss of human life.

• 26:05Lex Fridman?

  Can I ask you about the loss of human life?

• 26:09Lex Fridman?

  How does killing a human being change you?

• 26:15Lex Fridman?

  What does it mean to kill a human being? What does it feel like to kill a human being?

• 26:24Speaker 01

  Well, I mean, I guess you'd have to look at what circumstances a person's in when this is taking place. If you've got someone that's in a a fit of rage that goes and kills somebody.

• 26:36Speaker 01

  You know, they're gonna come out of it and think, wow, I've just really messed up. If you've got a, someone that is a sociopath, right? They're not gonna feel anything and that person deserved to die and that's why they died. If you've got a soldier who feels like they're trying to protect their friends.

• 27:00Speaker 01

  They'll move through that.

• 27:03Speaker 01

  If you've got a soldier that's doing it because they want some kind of personal glory, they'll probably not feel good about it later. So I think it depends on the situation. I think it depends on the psychology of the individual that's going through it.

• 27:20Lex Fridman?

  You said move through that.

• 27:25Lex Fridman?

  Is there some calculation here that a soldier?

• 27:30Lex Fridman?

  When they kill another soldier? A realization that is just another human being? I mean, is there some heavy burden to that aspect?

• 27:42Lex Fridman?

  That it's ultimately just human on human?

• 27:48Speaker 01

  I think it depends a lot on the scenario. I know that when I was in Iraq fighting, you, we, we talk a lot about the dehumanization of the enemy. And it's something that the governments will do. I mean, governments and will do that to each other. I mean, the, the Japanese dehumanized the Americans and the Americans dehumanized the Japanese. And the Americans dehumanized the Nazis and the Nazis dehumanized the Americans. So that to remove as much of that human on human killing aspect that you're talking about. And what I what I've said is that in when we were in Iraq, we didn't have to dehumanize the enemy because the the enemy dehumanized themselves

• 28:33Speaker 01

  through their actions, through their behaviors. When when we know that they are torturing and raping and murdering the local populace,

• 28:45Speaker 01

  they've been dehumanized. And so as far as looking at them and thinking, oh, this is a, you know, a human, another human that's that's on the level of, you know, my my uncle or my brother. I didn't I didn't think of them out that way. I thought of them as

• 29:07Speaker 01

  as murdering, raping, evil

• 29:15Speaker 01

  subhumans.

• 29:17Lex Fridman?

  Yeah, Iraq is different and America's position is different. You're right that America is not involved in a war where it's quite like two humans fighting, like teenage boys fighting against each other.

• 29:31Speaker 01

  And you've got to remember, I mean, we're we're seeing these Iraqi kids that are living under this sadistic sadistic terror. The Iraqi women that are being raped and abused by these insurgents. And so on the one side, we become the the Iraqi populace is very humanized to us because we're talking to them. We've got interpreters. We understand we're seeing them day after day, the same individuals. And so we form a bond with the local populace. And yet we see what the insurgents are doing.

• 30:11Speaker 01

  And so it's, again, not difficult to dehumanize people that behave in that manner.

• 30:19Lex Fridman?

  Yeah, I suppose I'm I worry about the dehumanization at a much larger scale when it's not the kind of case that you're talking about, even now.

• 30:32Lex Fridman?

  Hopefully, I'm not fear mongering, but there's a sense in which there's the drums of war slowly starting to build with China.

• 30:43Lex Fridman?

  There, in the best case, it would be a Cold War of there's a dehumanization aspect that's happening with China currently, which is they're the other and they're after stealing all of your data. There's a cybersecurity, it starts with cybersecurity and it worries me because it creates the other out of a very large population that that may ultimately lead to conflict, in the worst case, hot conflict, that would no longer be the situation you are in in

• 31:22Lex Fridman?

  Iraq and more similar to the Soviet Union conflict with Germany, that it's kids and then they're dehumanized to where you're at scale slaughtering them, or at least hurting their quality of life in a way that's maybe, you know, suffering has many forms. It doesn't have to be through just a hot war. It could be through starvation, through camps, all those kinds of things. And I worry, I worry about that. We kind of tend to think that these wars are behind us and I'm not always so sure that's the case.

• 32:03Lex Fridman?

  And at least in the way that it ultimately starts with hate. And if, again, hopefully I'm not being too dramatic, but I, I see that there's a kind of brewing of, it starts with dehumanization, then turns to hate of the other. You see that with China, you see it a little bit with Russia.

• 32:25Lex Fridman?

  And you have an early podcast between the, where you break down the tactics of the Chechen war versus Russia. It's fascinating, but that's the kind of conflicts I'm referring to and.

• 32:40Lex Fridman?

  I don't know. There's a, I know you're a bit of a musician. I love, I love Dire Straits song called Brothers in Arms. I don't know if you know that one. And there's a line in it. I think they, they play it quite often in military funerals, which I just recently learned. But it's this powerful song. There's a line, we're fools to make war on our brothers in arms. Do you think there's some sense in which at the leadership level, but just as human beings, we're perhaps foolish in engaging in military conflict? As much as we have?

• 33:23Lex Fridman?

  Or is fool a very inappropriate word here?

• 33:28Speaker 01

  Well, I think the, using the term brothers in arms means the people that are on my side. Right? So it doesn't make sense to start wars with people that are on your side. So that's, that might just be the, the way the lyrics are written so that it fit the song or whatever. I think broadly what you're asking me is, is war foolish?

• 33:50Lex Fridman?

  Yeah.

• 33:51Speaker 01

  And I would say the answer is yes. And if you can avoid it, you absolutely should. But if there is a bear or a wolf that is trying to get into your house, is it foolish to shoot that bear or shoot that wolf? I think the answer is pretty obvious. So when you're, you're threatened or your family are threatened or your way of life is threatened, then you have to do something to try and defend your family, your way of life. It should be the last resort. Should be the last resort.

• 34:30Lex Fridman?

  You had a conversation with Jordan Peterson. Where he asked you a question.

• 34:41Lex Fridman?

  In terms of war being last resort, whether you would like your kids to grow up in peace in a time of no war? You said yes, but. And so happens, Jordan didn't let you finish. Can you, uh, can you elaborate what follows the but?

• 35:01Speaker 01

  Well, you, you and I have been talking about the fact that struggle brings people together and, and brings out the best and, and the worst, brings out the worst in people. War brings out the worst in people. It also brings out the best in people.

• 35:15Speaker 01

  So

• 35:17Speaker 01

  would you want your kid to go and enter in a wrestling tournament where

• 35:25Speaker 01

  you paid all the other kids off and your kid won?

• 35:32Speaker 01

  Or you enter them in a jujitsu tournament where they're a purple belt? And you know that everyone that they're going to fight against is a white belt. And so they get the, they get the big W. They get the win. But they don't really get tested and they don't really struggle. And if you don't struggle, you don't grow. So that's the but, right?

• 35:55Speaker 01

  The, the absolute best times of my life were in combat. And the worst times of my life were in combat. And so even though I wouldn't want any of my children to suffer through the worst of times, at the same time, the but is I would want them to have the opportunity to feel that bond that you're referring to earlier and to see human beings that are willing to sacrifice their lives for their friends.

• 36:31Lex Fridman?

  You mentioned the worst. What are some of the worst aspects of when you were in Iraq? What, what are the things that, um?

• 36:43Lex Fridman?

  The hardest on you?

• 36:46Speaker 01

  Having my guys killed.

• 36:49Lex Fridman?

  Is there absurd cruelty to it? Was it due to mistakes? Or natural consequences of fighting? Is there any difference? Is that at the end is just losing those are brothers in arms?

• 37:07Speaker 01

  There's a million different ways to get killed in a war. And you can go out in an operation and you can do everything wrong and you can survive. And you can go out in an operation and do everything perfect and you can get killed.

• 37:21Lex Fridman?

  Is there some aspect which makes it worse when there is mistakes made?

• 37:26Speaker 01

  Well, yeah, if there's mistakes made, then you're gonna sit there and beat yourself up eternally for mistakes that were made.

• 37:34Lex Fridman?

  But to you, the things that hurt is just losing, losing people close to you.

• 37:41Speaker 01

  Yes.

• 37:43Lex Fridman?

  Are you yourself afraid of death?

• 37:46Speaker 01

  No.

• 37:49Lex Fridman?

  Do you think about it? Does it make sense to you that this thing ends? Like, do you, the Stoics contemplate a death? It gives flavor to life. It makes you appreciate. There's something about finiteness of life that makes it, that makes it this

• 38:09Lex Fridman?

  Jocko Discipline Go drink sour apple that I'm enjoying. It's delicious, makes it taste better because I'm going to die one day. And I think about that a lot. Do you think about it?

• 38:24Speaker 01

  Other than I know that it's gonna end. I mean, but I don't think about it on a daily basis. I think about

• 38:30Lex Fridman?

  It's just a fact.

• 38:31Speaker 01

  I think about, I know that I'm lucky to be here. I know that many people sacrificed to give me this opportunity to be here. So, but I don't dwell on it.

• 38:47Lex Fridman?

  What about when you were in combat? Nothing. There's, there's tactics, there's strategy, there's the mission. And then

• 38:57Lex Fridman?

  your mortality is not part of the calculation.

• 39:01Speaker 01

  I think you get to a point where you accept the fact that you can die. Like I, I, you know, like I said, you can do everything right. You roll out the gate, you hit an IED, a triple stack subsurface IED and you're dead, you're done. And there's nothing that's going to stop that. It's going to happen. And I think if you're scared of that, or you're thinking about that, it's going to inhibit your ability to do your job properly. And I think it's also going to drive you crazy. The thing that I thought about more was that happening to my guys. And that's the gut wrenching terror that you feel when

• 39:38Speaker 01

  when operations happen.

• 39:40Lex Fridman?

  Can I ask you about love of country? Is it's a, it continues to

• 39:47Lex Fridman?

  just how much I've studied Stalin recently in the past few years.

• 39:52Lex Fridman?

  It continues to surprise me, not surprise me. It's, it's just tragic in some kind of way. I'm not sure exactly if I could put words to it, but how many people still do, but at the time were willing, loved Stalin and were willing to die for country, for the love of country. And I too, maybe because I was born there and now I am a red blooded American.

• 40:22Lex Fridman?

  I love nationalism is a bad word, but I love the love of country. It gives, it somehow gives a meaning, like a brotherhood, like we're in this together.

• 40:37Lex Fridman?

  I love, that's why I love the Olympics.

• 40:41Lex Fridman?

  That's just the, the unity of it. It takes a step out of the selfish pursuits of any one particular ant and looks at us as a big ant colony. And it's inspiring, it's, uh, it's exciting. But at the same time, it seems to get us to do horrible things. If, um, if manipulated by charismatic leaders. What do you make of this love of country? Is it, is it a bad thing? Is it a thing that gets in the way? Or is it a good thing?

• 41:17Speaker 01

  Well, I think like anything else. If it's balanced correctly, it's great. And if it goes to some extreme level, then it becomes a negative. And I think it, I think it's probably sourced in some sort of

• 41:32Speaker 01

  animalistic tribalism that we all have to be part of a tribe. And this is a real big tribe that you get to be a part of. And all you have to do is kind of show up. And so when someone says, hey, we're going to play hockey against the Russians.

• 41:49Speaker 01

  Well, we're going to cheer for the American boys.

• 41:53Lex Fridman?

  So my, my area of work is artificial intelligence. It'd be interesting to ask your thoughts about something, which is autonomous weapon systems. U S has now officially

• 42:07Lex Fridman?

  released a report saying that they're open to, uh, not open, they're engaging in, um, adding more and more autonomy in artificial intelligence into its weapon systems because China is doing it. So there's, these are the first steps in something that AI folks worry about, which is, uh,

• 42:27Lex Fridman?

  A race, an AI race in the space of autonomous weapons that can run away too quickly. Is that something, I don't know if in general, if you have thoughts about weapon systems that make autonomous decisions at the small scale of just targeting where to shoot and at the larger scale of military strategy of just being given a mission of destroy this particular target, this particular, say, terrorist human being, and then figure out what is the right bombing campaign on your own to accomplish this task that minimizes civilian death.

• 43:09Lex Fridman?

  And then just loading that in and letting the AI system automatically decide that. What are your general thoughts about it? Do you worry about it? Because there's the positive effects that in the best version of that world, you kill fewer civilians, you kill hurt fewer of your own human beings. But at the negative side of that, you might lose the thing we kind of talked about, which is the basic humanity, even in the individual soldier of what is right and what is wrong,

• 43:48Lex Fridman?

  and not making huge mistakes that hurt thousands or millions of people.

• 43:55Speaker 01

  I guess what you're asking me is if they could make a machine that could do more surgical attacks on enemy individuals, would I be for it? Yes, I would be for it.

• 44:07Lex Fridman?

  The problem is, if you've ever used machines of any kind, their initial design may not be, there's unintended consequences. There's ways in the machine actually behaves that you realize there's bugs in this thing.

• 44:29Speaker 01

  So do we not put protocols in place to prevent something from going too far outside the boundaries of what we wanted to execute?

• 44:36Lex Fridman?

  You do, but the question is, this is the first time in human history, you can create things, machines, toaster, microwave oven, that's smarter than you in this particular task. I mean, it's not yet there. What you're learning a lot with military strategy is humans are actually really damn smart. It's very hard to improve on a human. And so most actual drones that are unmanned are still piloted by humans. It's very difficult to do every aspect of war. But it's not out of the realm of possibility that machines will start doing those things better in certain, certain things.

• 45:20Lex Fridman?

  Certain more precise targeting of the enemy. The question is, so what happens when you start to rely on the machine to do some of the task is you get lazy. You forget what it is like to do that task, or more importantly, you lose the knowledge of the intricacies of that task. And you forget the ways it can go wrong. So the protocols may not be sufficient to constrain the power of the ways that things go wrong. Especially when things are moving really quickly. Especially when the ethics of the two sides aren't perfectly aligned.

• 46:05Lex Fridman?

  When people are, some certain sides, like on the Chinese side, may be more willing to take risks for dangerous consequences than others. So what happened on the bioweapon side is internationally, maybe you can speak to this more, but my sense, what I was told, there's a sense globally that bioweapons are not going to be used. They're unethical. There's a sense like, we're not going to engage in this. And with AI currently, China and US said, green light. I'll go ahead. It's totally ethical. If it can decrease the loss of human life,

• 46:49Lex Fridman?

  why not? And my worry is that it's much more, it's much easier to design weapons that are effective.

• 47:02Lex Fridman?

  Then design weapons who have the the depth of ethics and morals that humans do. Which I think we don't as human beings don't acknowledge enough. That even like the cold calculated killing of others, like precise, effective execution of a mission still has ethics in it at every level. You know what's right and what's wrong. And I don't know if that, I don't know if you take that away. You're not going to make huge mistakes that you regret. Is that something you don't?

• 47:39Lex Fridman?

  Worry about?

• 47:40Speaker 01

  I don't really worry about it.

• 47:43Speaker 01

  But as you design something, like I said, you you put protocols in place. And and from what I am hearing you say, or trying to hear you say, there's be a point where our protocols wouldn't be, wouldn't be sufficient to stop the machine from doing something that was unethical.

• 48:06Lex Fridman?

  I'm kind of worried that this is something you don't worry about. Because a lot of people I respect don't worry about it. And I don't know what to do about that. A lot of generals don't worry about it. A lot of people who know much more about war like you than me, don't worry about it. And that worries me.

• 48:26Speaker 01

  Well, that's because you have a vision into the shortfalls of AI. And I don't, I don't have a vision of the shortfalls of AI. I don't know enough about it. As far as I'm concerned, you put a on off switch somewhere. You put a a kill switch on a system. And if it starts going awry, you hit the kill switch and that's it. So if, you know, when you look at me and say, well, there's no possible way to put a kill switch, that would be 100% effective. And here's, you draw out those concerns to me. And we could talk through it and say, OK, well, here's where we should draw the line.

• 49:02Lex Fridman?

  Yeah. I mean, it's like, again, for the Soviet Union Chernobyl meltdown. There's always the ability, I believe, to have a kill switch. The problem is the more power you give to the machine, the more

• 49:20Lex Fridman?

  opportunity you give to the

• 49:23Lex Fridman?

  to the human supervising that machine to make a mistake and not shut off the switch at the right time. So, yes, the solution, I mean, you're putting the responsibility still in the human hands, and I think that's the correct place to put it. There should be good protocols, good leadership, good execution, competency all around. Your protocols should consider the basic failures of human nature, the human factor of how things go wrong. So there should be multiple people supervising the system, all those things. But I am just very skeptical of greater and greater power in the machine that can create war, that can not lead to death.

• 50:00Speaker 01

  Yeah, and that's why, like I said, and like you just said, you have protocols in place that that are a kill switch. And if you think about the amount of nuclear weapons that we've had on planet Earth for the past however many years. And there's been, you know, no rogue element that said, you know what, I'm gonna shoot this thing. There's been no protocol that took place where all of a sudden we said, oh, no. I mean, there's been, there's been escalations, but the protocols worked, have worked so far. Now, that's a scary thing to think about, that we rely on these protocols to stop

• 50:39Speaker 01

  some rogue element out there from launching a missile that could kill millions of people and trigger a global war. So, yeah, the protocols should be strict.

• 50:52Lex Fridman?

  Okay. Can I ask Jack Wilk a ridiculous question? If human civilization goes extinct, what would be the reason? You mentioned nuclear war. Do you worry about this? The reason I bring that up, a lot of people in the AI community worry about artificial general intelligence. So, super intelligent AI systems creating a lot of damage. Autonomous weapon systems is one possibility. A lot of folks recently, especially with this pandemic. If you want to be terrified, listen, somebody I talked to recently, Sam Harris, did a four-hour podcast on how bioengineering of viruses is likely to destroy human civilization.

• 51:36Lex Fridman?

  I recommend that highly if you were too optimistic about the future of the human species. So, apparently, in the space of bioengineering, it's becoming easier and easier and easier to engineer viruses, engineer pathogens.

• 51:56Lex Fridman?

  This is the world's most depressing question. What is, do you, is there something in particular you worry about? Like, that we should be thinking as a human species about?

• 52:08Speaker 01

  Yeah, I'm sorry to disappoint you again with my lack of worry for all these problems, but I don't worry too much about it. You know what? We've made it through a bunch of wickets so far as a species, and we'll make it through some more, or we won't. And if we don't make it through some of these wickets, and someone decides that what they're going to do over the weekend is create some crazy virus that spreads and kills everybody? Yeah.

• 52:39Lex Fridman?

  You know what? I'm usually extremely optimistic about this stuff. I am now. I'm with you, except that we won't.

• 52:48Lex Fridman?

  Well, there's always a chance we won't, but I have a sense that human, first of all, I believe that most people have much more capacity for good than evil. All of us are capable of evil, I believe, but most people are much more capable of doing good and want to do good.

• 53:06Lex Fridman?

  And I also believe in the resiliency of the human species that we're an innovative bunch, and we can respond to tragedy, especially we respond more to tragedy as the scale of tragedy grows, and our response is much better.

• 53:21Speaker 01

  So that's why I'm not worried about it, bro.

• 53:28Lex Fridman?

  What makes a great man? Let's start at the individual. What makes a great man? What makes a great woman? What makes a great human being?

• 53:37Speaker 01

  Somebody that puts others above themselves.

• 53:41Lex Fridman?

  What makes a great leader of humans?

• 53:44Speaker 01

  Same thing.

• 53:45Lex Fridman?

  But that sentence does a lot of work. There's, when you're a leader, there's a lot of egos, there's a lot of tension, there's the humans, the human factor. There's people who are timid, there's people who are assholes, there's people who are incredibly competent but self-obsessed. I don't know, there's complexities of human nature. How do you get all those people

• 54:11Lex Fridman?

  to do, to be the best version of themselves and to lift up everyone else around them?

• 54:16Speaker 01

  Okay, so now that that question is a little bit different now. So now it's getting into a more specific question, but at the same time, a more broad question of what elements does it take to make a good leader?

• 54:28Lex Fridman?

  Yes.

• 54:28Speaker 01

  So you're right, that different people have different personalities, different tendencies, different levels of ego, and the, the way that I try and explain this is

• 54:42Speaker 01

  like a video game, and I'm not even a video game player, but I've seen this before, where video game characters have various skills, various strengths and weaknesses. So maybe they're strong, but they're dumb, or maybe they're strong and smart, but they're slow. They just give them these, these ratings. And so that's what human beings are. And that's the way leaders are. And you can have different leaders with different characteristics.

• 55:07Speaker 01

  And depending on how all those characteristics match up, you can have somebody that is very introverted, but they're, but, but they're still a very good leader. Because when they do communicate, they do it in a clear, simple manner that everyone understands. So even though they're a little bit introverted, people still respect them and listen to them because they communicate in a clear way. You could have somebody that's extremely charismatic, extremely charismatic. And everyone looks to them, but they're slow in making decisions. And so now we've got someone that can't really make decisions when decisions need to get made. So even though they're charismatic, they're still not a good leader.

• 55:51Speaker 01

  So depending on the human being that we're talking about, and you just mentioned earlier that human beings are, you know, more complex than anything and do a better job at just about everything than a robot. So that's the same thing with leadership. You've got all these different characteristics and you, you match them or mix them together. And depending on where the ratings come out, depending on how that thing does in the end.

• 56:15Lex Fridman?

  Can we almost like as a case study, look at a few people in the tech area that I'm familiar with that I know well?

• 56:21Speaker 01

  We can, the only caveat being that I may have no familiarization with them whatsoever. You may have to brief me on them.

• 56:28Lex Fridman?

  Yeah. So I'll do my best to brief, I'll do my best to reduce human beings into simple descriptions. And then you can give me insights of why the hell they're such effective leaders. Uh, based on my description, not based on your actual deep knowledge of the human beings. Uh, so, uh, that caveat of my inability to speak both the English language and describe humans well. Let's talk about first Elon Musk. So he's known as being quite harsh in the sense of, first of all, a very high bar of excellence.

• 57:05Lex Fridman?

  And, uh, also willing to what he calls the kind of first principles thinking of asking the, the questions that hurt, which is, why the hell are we doing it this way? Why can't it be done a lot better? Not just better, but a lot better.

• 57:21Speaker 01

  So, so let's.

• 57:25Speaker 01

  I don't want to hear his whole character. I'll go one at one section at a time. So we got a guy that's harsh.

• 57:29Lex Fridman?

  Yeah.

• 57:30Speaker 01

  And and asking the really hard questions. How can that be good? Or why is that good? Well, first of all, it can be horrible. And there's leaders out there that are harsh and they're hated and no one likes them and no one wants to work for them and they never do anything. So what is it that Elon Musk does that makes gives him the ability to be harsh? So I was, I was hearing a description of me.

• 57:56Lex Fridman?

  Yeah.

• 57:56Speaker 01

  When I would give feedback to young SEALs that had made mistakes during training operations. And the description was that I same thing, like this harsh blunt force trauma. And just totally direct

• 58:17Speaker 01

  sledgehammer of truth that I would hit guys with.

• 58:21Speaker 01

  But it's interesting because I always talk about, you know, building relationships and making sure you're not offending someone.

• 58:26Lex Fridman?

  Yeah.

• 58:27Speaker 01

  So how do these things match up? Well, I can tell you how they match up. When I was being harsh, the guys that I was being harsh with knew without one shred of doubt that I cared about them more than anything else. And that the reason I was giving them this feedback is because I wanted them to be able to lead their troops. I wanted them to be able to go accomplish their mission and I wanted them to be able to bring their guys home from war. So I wasn't being harsh because it elevated my ego. I wasn't being harsh because I wanted to denigrate them. I was being actually being harsh because I wanted them to accomplish the mission. So if that's where Elon comes from, hey, listen, we got to make this happen. This is for, this is for the good of the world to do this.

• 59:12Speaker 01

  And people know that, then it works.

• 59:15Lex Fridman?

  I'll bring this point back up with another guy, Steve Giles. But let me stay on Elon for a second. The

• 59:23Lex Fridman?

  the other thing he does, which is interesting, I'm, I see the value of this. It'd be great to hear you speak about it. It's unlike many of the other CEOs, very rich billionaires. You know, involved in leading a lot of people, he

• 59:41Lex Fridman?

  Puts a lot of time into making sure he's on the factory floor. He famously sleeps on the sort of like in the middle of things. And he puts a lot of effort. He's also very good at it is being a low level engineer. So like whatever the task is, he wants to understand the details and he'll talk to the lowest level person in terms of like, you know, somebody who's like working literally on putting parts together. He wants to understand what the problem is, what the challenge is. If there's an emergency, he wants to understand the actual details of the problem, not like delegating it to a manager, but like, cause a lot of CEOs, a lot of managers

• 1:00:23Lex Fridman?

  will, will talk about sort of the, the power and the importance of delegation. Here he wants to know if there's a big problem, he wants to know the exact detail. He wants to know the exact problem. He wants to, at the fundamental level, understand how to solve that problem. Whether it has to do with materials, whether it has to do with the actual manufacturing, the mechanical engineering aspect, like we're talking about like engineering. This is a guy who wears a suit, is a CEO, tweets about Dors coin. But like actual job, he's low level engineering. And that to me was always inspiring to see somebody who knows what the fuck they're doing.

• 1:01:03Lex Fridman?

  That's what it like, he gains the respect of engineers at the lowest level.

• 1:01:11Lex Fridman?

  I don't know if that's scalable, but that's always been inspiring to me. And I wonder how many people it's inspiring to. Maybe you could speak to the value of doing that of, of no matter how high your level of leader is, to be able to do the low level shit.

• 1:01:25Speaker 01

  Yeah, and that's, that's a common trait that good leaders have. And maybe he doesn't necessarily know how to do everything, a good leader. But they go down there and talk to the frontline troops and say, hey, what, what is the issue that you're dealing with or, you know, how can I support you? How can I give you help? And what, one key point that you said is he said, when there's a problem, he gets in there. So there's things happening at his companies that they're working. And so he doesn't have to die. I'm not saying he never does, but he doesn't have to spend as much time working on or, or looking at some subsystem that's functioning well. He's got a good leader in there that's handling it and he checks in with that leader and the leader says, yeah, it's working perfectly. He says, great.

• 1:02:09Speaker 01

  When there's a problem, that's when he might have to get down there and dig into some details so that he fully understands it, so that he, when he digs down in the details, and this is important, he's coming from an altitude where he has a better, bigger perspective, not necessarily better, but a bigger perspective. So if you sit there and work on a problem, whatever, for eight hours, and you're staring at, you know, if you were planning a mission, and you were, you were planning it for eight hours, you're staring at the, the maps and the charts, and you're figuring out where all the troops are going to be located, and I come in after eight hours and I look at your plan from a, from a distant perspective, there's a good chance I'll be able to see holes in your

• 1:02:51Speaker 01

  plan that you couldn't see because your perspective was too close. So, so that's good for me to be able to come in from a higher perspective and have a look at it. But also, there's times where I need to get down there and actually look. You know, if you're looking at a problem and you say, "Look, I can't figure out, boss, I can't figure out how to get to this target." And I'm looking at it from a distance and I don't see, I might need to start digging in and looking and saying, "Oh, here's a route that we can take that actually makes sense. Let's try that." So I think it's a good example of someone going up and down in altitude to look at problems, understanding what's happening with the frontline troops, and at the same time, being able to go back to the strategic

• 1:03:32Speaker 01

  level. And I can, i- it's probably this way, the reason that he's successful is because he doesn't get stuck down there. Because if he felt the need to micromanage each and every part on a Tesla, it wouldn't be, it would be very unlikely that he would have the capacity to do all that. Now, he can hand over some broad chip design and say, "Hey, this is what the function needs to be", and he gives it to Lex, and Lex goes there with your team, and you figure it out and you make it happen. If he had to actually do that all himself, most likely not possible. So that's what leaders should be doing. They should go elevate and, and, and then get down in the weeds when they have to, and then go back up.

• 1:04:14Lex Fridman?

  The sad thing, this is the part that makes me not want to do a startup. Is basically his whole life is dealing with emergencies. Just like you said, he's not dealing. This is not shooting the shit about details of engineering. It's dealing with like in this, in the case of the company, life and death. Like something that can just completely damage the production line. Right. So he's constantly dealing with emergencies, putting out fires. And I don't know if there's something to be said about the psychology of that, of how like he, he's spoken himself that he's worried whether his mind can hold up much longer.

• 1:04:55Speaker 01

  So hopefully in the near future, he will start to form more decentralized command where he has some subordinate leadership that he fully trusts. And most important that he is properly trained so that they can handle these day to day fires, at least 80% of them. So only 20% of the time does he actually need to go in and solve a problem. If he's not doing that right now, then that's going to end up being a problem. Anytime, so I work with companies all the time. And that's what's interesting about this is I go and work with a CEO or with a, with a C suite of a company. It takes a little while to figure out what's going on. I'm kind of going off of the things that you're telling me.

• 1:05:34Lex Fridman?

  Yeah.

• 1:05:34Speaker 01

  Almost anecdotally, right?

• 1:05:36Lex Fridman?

  Yes.

• 1:05:36Speaker 01

  But let's say that what you, and also I don't know how familiar you actually are with the inner workings of his companies. But if we were to assume that what you're saying is accurate, then my advice would be, hey, listen, you need to start putting a little bit more time and effort into training up some subordinate leadership that has the trust, knowledge and expertise that you will be able to turn over some of these, some of these details to. For two reasons, number one, so you can let your brain, you know, you can, you can survive a little longer, as he put it. But also all the time that you spend as a leader, looking down and into your organization is time that you're not looking up and out.

• 1:06:18Speaker 01

  So when you're not looking up and out, you're not seeing what the competitor's doing. You're not seeing where the market's going. There's problems that, that, that can come from that. So if right now he's spending too much time looking down and in, and you mentioned, you know, you said, I don't know if I want to do a startup. When you do a startup, you're going to be looking down and in for a while.

• 1:06:34Lex Fridman?

  Yeah.

• 1:06:34Speaker 01

  It's going to take a while. You're going to have to do all this work yourself. You're not going to have the finances to put people, manpower behind these things. So. That's probably, maybe he's in that mindset a little bit because he's done so many startups over the years and so he's in the, he's habitually in the weeds. So my advice would be, all right, let's start looking at formulating some subordinate leadership that has the, like I said, the expertise, the trust that you can, you can start to turn over some of these more minute details to them so that you can start looking up and out.

• 1:07:06Lex Fridman?

  Yeah, I think he's done that more successfully in some places than others. SpaceX, a lot of people give the credit to Gwen Shotwell for the CEO, the COO of SpaceX as a very successful person that runs shit, but in Tesla, not as much. So I wonder if you can comment on something a lot of people worry about, and this applies to a lot of tech companies, which is a lot of people worry about that if Elon disappears, the innovative spirit, the company is, as we know him today, will collapse, will stagnate,

• 1:07:48Lex Fridman?

  and will basically fail to do what they've been doing for so many years successfully. Is there some aspect to what makes a good leader that if you disappear, it's still, the thing still lives on, and not just lives on, but thrives?

• 1:08:05Speaker 01

  Yeah, so what we have to do in those situations is we have to establish a strong culture inside that organization. And if you're, there's reasons why this happens, right? If I have a big ego and I form a company and I love the fact that everyone looks at me and says, oh, Jocko made this company and he's the creative force behind this company and that fuels my ego and it makes me feel good. And, you know, I'm working with you, Lex, and every time you come up with an idea, I say, Lex, you need to stay in your box. Right? So I'm not creating a culture that rewards that sort of creativity. And eventually, when I die, I won't have educated my team on how to maintain that creative aspect.

• 1:08:50Speaker 01

  So again, hopefully, inside that organization, he's encouraging and growing that culture where creativity is rewarded, where it flourishes even when he's gone. That's what we have to hope for.

• 1:09:07Lex Fridman?

  He is, but I also seem to notice that there's not many people like him. People become complacent too easily. I've been disappointed by people a little bit. It's like success makes people soft. Now with Elon, it seems like success doesn't have any effect. It's like the reverse effect. It's always like, what's the next biggest thing? Right? He's living that exponential growth, which I think that's the problem, that you have to have somebody who's constantly trying to find the 10x solution,

• 1:09:49Lex Fridman?

  like trying to constantly improve things and restlessly. That, I mean, that probably has to do with finding the right people, not just creating the culture, but creating a culture with the right set of people. Speaking of which, Steve Jobs.

• 1:10:06Lex Fridman?

  There's two things I want to mention there. Once again, the harshness, but a very different kind. And the second is team building. So on the harshness,

• 1:10:18Lex Fridman?

  he is much harsher than Elon.

• 1:10:24Lex Fridman?

  In the following way, and I'm having a sense that you will not like this, but I'd like to defend it. Is he loses his shit quite a bit. He was famously, especially early on, being very emotional. He was letting passion dominate the discussion. There would be a lot of firings. There would be a lot of mean things said to people.

• 1:10:49Lex Fridman?

  I don't know what you make of that. How much as a leader are you allowed to just lose your shit? And your love for the thing you're doing? And how effective is that?

• 1:11:00Speaker 01

  As a leader, you shouldn't be doing that very often. So you can look back at me and say, well, Jocko, here's the most profitable company that's ever existed. And so you're wrong. Well, going back to that multiple multitude of characteristics that human beings can have. Well, it's the same thing with businesses. It's the same thing with companies.

• 1:11:23Speaker 01

  Steve Jobs was off the charts in some of his traits. His ability to understand design.

• 1:11:32Lex Fridman?

  Yeah.

• 1:11:32Speaker 01

  His ability to understand human interface with computer systems. So so far off the charts. That despite his bad temper, emotional behavior. The company still thrived.

• 1:11:51Speaker 01

  That's that can happen. You can have people that there's you can have people that are horrible leaders. That develop something that's so universally outstanding that you end up with a a company that's successful. I the reason, I mean, I get asked that a bunch. You know, people always ask me because I say, look, you you shouldn't be you shouldn't be losing your temples temper as a leader. Well, what about Steve Jobs? He used to yell and scream all the time. Great. I my when people say that to me, I say, oh, OK, are you as good as at design as Steve Jobs was? Were are you as good? Are you as good at marketing?

• 1:12:28Lex Fridman?

  Yeah.

• 1:12:28Speaker 01

  As Steve Jobs was there's he had a certain amount of skills that were off the charts. And so he was able to be successful despite the fact that he would lose his temper, treat people horribly. That's not that's not good. It's not good. And it would have been even more successful if you if you wouldn't had those characteristics. Now you might say, well.

• 1:12:52Speaker 01

  He, his anger is what pushed things. Well, let me ask you this. What leader wins? The leader whose team is afraid, who, the, the, the team who execute, executes the mission because they're afraid of their leader? Or executes the task because they're afraid of their leader? Or the team that loves their leader so much that they don't want to let them down? Which team wins?

• 1:13:19Lex Fridman?

  You're implying a confidence that love is more powerful than fear, but I'm not so sure. This is the Mucka Valley question. You're saying ultimately it's always better to lead by inspiration and love? Than by, by putting the fear into the team?

• 1:13:37Speaker 01

  What I'm, what I'm saying is that I've seen countless times is me leading through my authority, leading through my rank, leading through punitive measures, is infinitely worse than me and you working together as a team to win.

• 1:13:57Lex Fridman?

  On the second point of Steve Jobs, is he has this idea, philosophy of A players, where you have a group, like the power and the productivity of a group of what he called A players,

• 1:14:16Lex Fridman?

  is invaluable. So you want to get a team of people who are the best at what they do. But the most important aspect to him was that a single quote unquote B player on the team destroys the entire productivity of the team. Is there something that brings true to that? So he was, this could be a temper thing, but vicious about firing and removing the, what he felt was a toxic B player in a team. So A players feed off of each other unless there's one B player present.

• 1:14:51Speaker 01

  Depends on the nature of the B player. Is the player, is the player a B player? Because he's a little bit lazy? Is he a B player? Because he doesn't have good vision? Is he a B player because he's got a big ego? And always thinks he's right?

• 1:15:12Speaker 01

  And now creates conflict in the team. So there's a bunch of different B players. Look, if you're working for me and you're kind of a B player, but guess what? You're a grinder and you get stuff done. I want you on the team. You might not be the smartest person I have, but I know that you're committed to the team. And I want you on the team. So you're a B player. But that's okay. Now, if you're Lex with a giant ego, I'd rather have, I'd rather have Lex that's not quite as smart. Cause I got other people that are smart. I got other people that are smart on the team. Look, you're going to need some smart people on the team. But a team is made up, it's a team. And so you take these different components of a team. And if you have complementary components, you'll end up with a superior team.

• 1:15:59Speaker 01

  Then just basing it on the level of, and what's an A player? Sometimes in the SEAL teams,

• 1:16:06Speaker 01

  they would get something called the stacked platoon. And what that would be is someone, you know, some senior person in that platoon would manipulate and, and maneuver to get the quote, best guys that he could in that platoon. So, you know, the most experienced guys, the person that had great, great reputations. And sometimes those platoons would be great. Sometimes they would implode because what you end up with is a bunch of A players. And now no one wants to follow anyone else. No one wants to agree with anyone else. Everyone wants to do it my way, not, it's my way, not Lex's way. Lex is stupid. No, you're stupid. We end up with problems. So can one person derail a team? Absolutely.

• 1:16:50Speaker 01

  Under good leadership, one person should not derail a team.

• 1:16:57Lex Fridman?

  This could be a tech thing too. There's some multiplying effect of just pure excellence, no matter the personalities.

• 1:17:07Lex Fridman?

  I think for Steve Jobs, the ego doesn't matter, none of that matters. What matters is the quality of the output, the genius of the result. And that somehow multiplies itself. And the ego is actually, like, one of the problems with egos is, like, what does ego usually say? It says, I'm much better than you. When you have people that are really good together, it's very hard for the ego to flourish because you're like constantly being shown that you're not as good. And there's a competition. So like, I think his idea was that like, if you get people that are really good at what they do, it turns, as opposed to you being complacent and not doing much and thinking

• 1:17:51Lex Fridman?

  you're better than everyone else and your opinion is better, is you almost getting in that competitive race. You know that magic that happens when you're at the end of a marathon and you're just like head to head, like you're just going full steam with a person that is as good as you. There's no place for ego there.

• 1:18:07Speaker 01

  Which is great, which is great. Let's use that example. You and I are racing. We're at the end of the marathon.

• 1:18:14Lex Fridman?

  Yeah.

• 1:18:15Speaker 01

  We're both highly competitive, highly competitive. We have massive egos and we both want to win. We both want to win so bad that we give everything we've got.

• 1:18:28Speaker 01

  That's totally positive, right?

• 1:18:30Lex Fridman?

  Yeah.

• 1:18:30Speaker 01

  Isn't that totally positive? Now imagine this, same thing. We're in a race, we're in a marathon, we're in the last hundred meters, it's you against me and our egos are huge and we're pushing to win and you start to pull ahead of me. And my ego is so big and I hate losing so much that I somehow accidentally push my knee up against your foot on a backside and throw you onto your face.

• 1:18:57Lex Fridman?

  Yeah.

• 1:18:58Speaker 01

  So that's what ego, ego is an awesome driver unless you let your ego control you.

• 1:19:04Lex Fridman?

  Yeah.

• 1:19:04Speaker 01

  And you let ego drive your decision-making process, in which case it turns into an incredible problem. So you might have someone that is excellent. You might have someone that's outstanding. You might have someone that's tens across the board, but their ego is so big that they can't work with other people. They can't accept anyone else's ideas. They can't compromise on something because they think their idea is better all the time. And that is going to be problematic. And I don't want them on the team. Now, as a good leader, guess what I'll do? I'll put them into a situation where I can utilize their best aspects, but not have their ego destroy the team. So I might say, hey Lex, you know what?

• 1:19:48Speaker 01

  I actually want you to take lead on this part of the project over here. And since you're so smart and you work so hard, I know you're going to pull ahead of everyone else. So you grind on that. Once you get that result, give it to me and I'm going to disseminate it to the team. So I isolate you from wrecking yourself and the rest of the team with your giant ego.

• 1:20:13Lex Fridman?

  So then looking at a completely opposite person was this a fascinating person to me. Asanda Pichai, who's the CEO of Alphabet, CEO of Google.

• 1:20:23Lex Fridman?

  I admire the, in a romantic sense, the madness that is Steve Jobs and Elon Musk. So to me, the opposite of that, Asanda Pichai, who's a like, everybody loves him. And he's also a great listener. So he always brings people together. And so the, the, the energy of that person in the room is like, the basic energy, if I were to summarize it is like, I want to hear all the voices in the room. That's the energy he brings. And it's almost like he doesn't want to impose a final decision.

• 1:21:06Lex Fridman?

  He wants to hear all the voices and somehow always the decision just falls out.

• 1:21:13Lex Fridman?

  I don't know what to say about that style of leadership, but it's always surprising to me how that love brought a lot of people together. And still, I mean, some of the greatest things Google has done in the, over the past several years

• 1:21:31Lex Fridman?

  could be attributed to that continued innovation, bringing out the best out of people. There's of course bureaucracy, which I could criticize at the end of the day, which always happens with big companies. I would argue actually the dictatorial style of Steve Jobs and Elon Musk helped fight the bureaucracy, which is one criticism I would give of being a listener and being kind. Is sometimes you can't cut through the bullshit as effectively. But he, he's one of the only people I've ever heard of who everybody loves. He's inspirational figure to millions, especially in like in India. He's a celebrity in the best kind of way. Is there something you could say about that kind of leadership where you're never the asshole? You're never the dictator.

• 1:22:14Lex Fridman?

  You're always the listener and the compassionate empathetic glue that brings the team together. Basically with love.

• 1:22:24Speaker 01

  Yeah, that's that's great leadership.

• 1:22:28Lex Fridman?

  If you had to choose for Google, for large companies, is there something to be said about what is more effective? The dictator, the ruling by love or ruling by fear?

• 1:22:46Speaker 01

  First of all, everything's a dichotomy, right? And so to think that all the time, you're always going to be able to just bark orders at people and they're always going to listen to you and you're always going to get the best result. That would not be smart. To think that every single time you're going to come to a 100% consensus amongst the troops. And that decision is going to reveal itself without you nudging it along. That would also be short sighted and naive. So what you, what a good leader does is they, they, they stay balanced. And as much as they can, they listen to what the troops have to say. They take that feedback. Maybe they quietly nudge things and, and I'm sure he does that. I'm sure he does some nudging that maybe no one even picks up on.

• 1:23:31Speaker 01

  You know, I, I like to say the, the best forms of leadership is leadership with minimum force required. So if I can go into a room as a leader and not say one single thing and the team can come to the right consensus and move in that direction. That's my preferred method. Maybe I have to give them a little bit of a nudge, a 10% nudge in one direction. Okay, that's better than me walking in there and giving them 100% dictatorial direction of exactly what I want to have happen. Now, occasionally, if we have an emergency situation, people are starting to be frazzled and they're not sure which direction to go. Then sometimes as a leader, you have to walk in and say, all right, everyone, here's where we're going. And people get on board.

• 1:24:12Speaker 01

  Why? Because for many years or months or however long you've trusted them to come up with a plan. And when you trust, when you as a leader, trust your team to come up with a plan. The team starts to trust you and you get leadership capital. And as you build leadership capital, occasionally you need to cash in some of that leadership capital. You need to spend some of it. And maybe it is, hey, listen, here's the direction we're going right now. We'll debrief it later, but we got to make a move. And the team who trusts you says, Roger that boss, we got it.

• 1:24:47Lex Fridman?

  And all of them actually do this interesting thing. I'd love to hear your opinion on it. Sander certainly does it to a large degree, which is it's in the process of delegation, trusting a person to do a really difficult thing. Like tossing it up or saying like, I trust you can get this job done. For some, even if your resume does not support that. I'm actually kind of amazed that human beings, when they're given the trust to get the job done, they step up very often. That's kind of an amazing property of human nature.

• 1:25:31Speaker 01

  People often ask me issues about leadership and I always say that one of the best tools for teaching leadership and for teaching a bunch of other lessons is leadership itself.

• 1:25:40Lex Fridman?

  Yeah.

• 1:25:41Speaker 01

  So when it happens all the time, when you elevate someone into a leadership position, they do step up and they do make things happen. So that's not surprising to me. You do have to mitigate risks. So saying, hey, you know, Lex, I know you're haven't been in the military before. I know you have very limited weapons experience, but I want you to run a target assault on a real mission in whatever country. That would not be good. That would not be a good move on, on my part. Now, if I said, all right, Lex, you know what? I want you to get some leadership experience. I've got a training mission and it's going to be using paintball and I'm going to put you in charge of it. I got no problem doing that.

• 1:26:24Lex Fridman?

  Some of that is judging human character. It's like there's potential, there's something in this person that they are, they have enough demons or whatever the hell it requires to have that fuel. They'll figure it out. They'll hate themselves if they don't and they'll find the right, they'll find the tools, they'll find the path they'll to, to achieve the, whatever the level of perfection they can. It's been really surprising to me. It's been making me rethink the whole hiring process. Cause I often now I'm thinking, looking, so I'm looking for people, both for the startup, but just for my own life or help. And I almost want to see evidence of excellence. But maybe

• 1:27:07Lex Fridman?

  you want to just based on just judgment of human character without evidence of excellence, have people step up. Uh, like Joe Rogan with Jamie. It's a funny side of, I didn't understand how little Joe knew about Jamie when he hired him. And Jamie stepped up and now runs one of the most successful podcasts ever. And that's an incredible kind of, and he's one of the best producers in the world now, not to let it get to his head. And by the way, the funny thing about him.

• 1:27:37Speaker 01

  And one of the best Googlers in the world.

• 1:27:39Lex Fridman?

  Best Googlers. The, the funny thing about Jamie, this is, okay, you might, you might not like this, but what I, what I like, I'm constantly exceptionally self-critical to a point of like self-hating sometimes. I deeply appreciate every single moment I'm alive, but everything I've ever done, I feel like is shit. And when I talk to Jamie about everything he's done, he's so, just in every way he carries himself, he's so self-critical. He's so like worried that it's wrong, it's bad. That anxious energy, I love it. Cause that, that's how you lead to growth and progress. Like you might, like a therapist might say, that's probably not good for your like wellbeing. Fuck it.

• 1:28:24Lex Fridman?

  It's good for the, what's good for your wellbeing is to create awesome things. That's ultimately what leads to happiness. It's to, to create the best thing you can in your life. And, uh, so when I see that in, in somebody like Jamie or anybody I talk to, when you're really self-critical, that's a good sign to me. Is that ridiculous?

• 1:28:43Speaker 01

  It's not ridiculous at all. And it goes back, you know, you were, you were, the way you were phrasing these questions about what makes a good person and what makes a good leader.

• 1:28:52Speaker 01

  The way you phrase them kind of eliminated the normal answer that I give. The normal answer that I give, you ask me what makes a good leader, what makes a good person? Is is being humble. So when you're going to hire someone for your for your startup or whatever company you're creating, that is a key characteristic to look for is someone that has the humility like like young Jamie to say, yeah, you know, I I could have done this better and here's what I can improve and here's what I need to work on. When you have somebody that thinks they know everything, out of the gate, you're you're already got someone that's going to be hard to deal with. They're going to be hard to coach. They're going to be hard to mentor.

• 1:29:35Speaker 01

  When you have somebody that's truly humble, you barely, again, it's minimum force required because when you say to Jamie after a show, how do you think that went? He says, well, you know, I did this wrong and I didn't have this set up in time. You don't you don't barely have to do anything because he's got the humility. If you've got someone that's a big ego and you say, hey, how did that show go? He goes, I went awesome on my end. Now guess what you have to do? Now you have to start applying force as a leader, which is expending leadership capital, which we don't want to do because we always try and conserve our leadership capital as much as we possibly can. And when we have to expend it just to get Jamie to make some improvements, that's bad. So when you go looking for people, look for people that are humble. Now, does this mean you look for people that don't have any confidence?

• 1:30:18Speaker 01

  No, that's not what I'm saying. There's a balance to all these things. That's the dichotomy of leadership. You but people tend towards and look, I work with a lot of military troops in the past. Now I work with companies. The reason I talk about humility all the time is because for someone to be get into a leadership position in the military, they have to have confidence. So the tendency is that their confidence is going to outweigh their humility at some point. Same thing with with civilian companies. If you get to a point of leadership inside of a company, you have to have confidence to get there. You don't get to a position of leadership inside of a company lacking confidence.

• 1:30:59Speaker 01

  So the tendency is for confidence to to grow a little bit too much. And we have to put that put that confidence into check. We have to put that ego into check. Really good leaders, they're confident, but they're humble. That's the balance of the dichotomy.

• 1:31:16Lex Fridman?

  Hear that, Jamie? Don't get cocky.

• 1:31:20Lex Fridman?

  On occasion, rarely you talk about discipline. What does a disciplined life look like?

• 1:31:26Speaker 01

  Doing what you're supposed to do?

• 1:31:31Lex Fridman?

  What if I want to lay on the couch and eat Cheetos and watch soap operas? That's, that's not, that doesn't feel like discipline.

• 1:31:40Speaker 01

  Do you think you're supposed to do that?

• 1:31:45Lex Fridman?

  Well, you know, you could argue from a sort of meaning of life perspective that perhaps happiness is the most important. And if it makes me happy, perhaps that's, if it's fulfilling. Of course, eating Cheetos and watching soap operas is fulfilling for nobody whatsoever.

• 1:32:04Speaker 01

  Next question.

• 1:32:06Lex Fridman?

  But there's something about discipline that's more than that, which is like the rigor of habit. All right, you, you wake up early in the morning all the time. What is it Jordan Peterson talks about make your bed? One place we probably agree with Jordan.

• 1:32:26Speaker 01

  People ask me if I make my bed, I don't.

• 1:32:29Lex Fridman?

  Oh, there you go. There's a disagreement with Jordan.

• 1:32:32Speaker 01

  There we go.

• 1:32:34Speaker 01

  You know, when I was younger, before I was married, I didn't make my bed because I had one sleeping bag on it. And I would get out of the sleeping bag, there was nothing to make.

• 1:32:45Lex Fridman?

  Yeah.

• 1:32:46Speaker 01

  Now I'm married and I can't make my bed because my wife's in my bed, so I don't make my bed.

• 1:32:53Lex Fridman?

  Okay, so what in your life? Maybe we can talk about the one that's most publicly facing, which is you wake up at four o'clock or around four o'clock in the morning. You post

• 1:33:09Lex Fridman?

  on social media a picture of your watch. It being early, just to remind people that you are man of your word. What's that about? What's the philosophy of the four o'clock? What role does that play in a disciplined life for you?

• 1:33:27Speaker 01

  Okay, from that perspective, what role it plays is getting a jump on the day. And when you wake up early and you get a jump on the day and you've got your workout done and you've got a little bit of, little bit of work done.

• 1:33:40Lex Fridman?

  Yeah.

• 1:33:40Speaker 01

  By the time normal people are getting up, that that's a win. That's a psychological win and it's not just a psychological win, it's an actual win. It's an actual win. So that feels great. It doesn't feel great, maybe when your alarm clock goes off, but by eight o'clock in the morning and you've already accomplished some of the major tasks that you have, some of the most painful tasks that you have for the day. You're off to a great start and it's gonna feel great.

• 1:34:10Lex Fridman?

  Let's break this down then. What does then the rest of the day look like? What is the perfect

• 1:34:18Lex Fridman?

  productive, disciplined day in the life of Jocko Willink look like?

• 1:34:24Speaker 01

  Wake up, workout.

• 1:34:27Lex Fridman?

  Wake up when?

• 1:34:28Speaker 01

  Four, four thirty.

• 1:34:30Lex Fridman?

  Workout when?

• 1:34:31Speaker 01

  Five, five to six or seven.

• 1:34:35Lex Fridman?

  No eating?

• 1:34:36Speaker 01

  No.

• 1:34:37Lex Fridman?

  And then what does the workout look like?

• 1:34:39Speaker 01

  Depends on the day.

• 1:34:41Lex Fridman?

  What's, what's the perfect, we're talking about body weight, lifting, cardio, uh, heavy bag, uh, jiu jitsu?

• 1:34:51Speaker 01

  Okay, yeah, when I say workout, I mean no jiu jitsu. So jiu jitsu doesn't, jiu jitsu comes later in the day.

• 1:35:00Lex Fridman?

  So this is just you alone?

• 1:35:01Speaker 01

  This is me alone working out, yep. And I'm gonna be doing of a wide variety of things.

• 1:35:07Lex Fridman?

  This is the thing that has the pictures of the aftermath with some, with some sweat at the, so the goal is to do whatever the hell results in some sweat?

• 1:35:16Speaker 01

  Mm-hmm.

• 1:35:17Lex Fridman?

  And that takes an hour?

• 1:35:18Speaker 01

  Sometimes it takes 12 minutes, sometimes it takes three hours, depending on what kind of mood I'm in.

• 1:35:27Lex Fridman?

  You got some demons to work through or is this just, is this just work? Like, uh, are we, uh, so you got the David Goggins who's like, who clearly has demons screaming inside of his head that he's trying to work through. Are you just getting the work done out of the discipline? Or is this, uh, I think Joe was a little bit with David Goggins is like, there's some ego, there's some bullshit that you're trying to get out through some of the exercise. That's a good way to kind of humble you is just doing that exercise.

• 1:35:56Speaker 01

  Well, exercise is certainly humbling.

• 1:36:00Speaker 01

  I mean, it's, but it's physical conditioning, right? It's preparing your, your body so that you can handle whatever it is you're gonna do.

• 1:36:08Lex Fridman?

  Perfect. What does, uh, what, what do you do after? Let's talk about food.

• 1:36:14Speaker 01

  Hopefully surf if the waves are good.

• 1:36:17Lex Fridman?

  Surf for?

• 1:36:19Speaker 01

  How good are the waves?

• 1:36:21Lex Fridman?

  Let's say they're good. This is a perfect day. It's a perfect, perfect waves. Why do you surf?

• 1:36:28Speaker 01

  It's fun.

• 1:36:29Lex Fridman?

  Okay, this is fun. Okay, man, man and nature, which is like what surfing is ultimate is the power of the, the infinite power of the ocean versus a little silly looking man on a board.

• 1:36:45Speaker 01

  You could say it's the infinite power of the ocean versus a silly looking man on a board, or you could say it's fun.

• 1:36:52Lex Fridman?

  Cause it's Russian and romance. Okay, this is for fun in the morning. Beautiful. And this is, you still haven't eaten?

• 1:36:58Speaker 01

  No.

• 1:36:58Lex Fridman?

  Okay, so when do you eat?

• 1:37:00Speaker 01

  Uh, I'll usually start grazing around 11 o'clock.

• 1:37:05Lex Fridman?

  And grazing, what's the, what's the diet that's the, is there a perfect diet? Or do you graze?

• 1:37:10Speaker 01

  I'll, I'll eat some nuts, you know, something like that. I usually start grazing, maybe I'll have a little piece of meat or something like that.

• 1:37:19Lex Fridman?

  Does work enter any of this? I'm sure you have a lot of people that want your attention.

• 1:37:23Speaker 01

  Yeah, yeah, no, work is, work is about to happen. Cause you know, even if I, if I woke up at four, worked out from five to six, surf from six to eight, now I'm starting to work. Writing, recording, reading.

• 1:37:41Speaker 01

  Talking to clients.

• 1:37:43Lex Fridman?

  Is there parts of the day where you try to find moments to to think deeply, to read deeply, to sort of really focus? Because this world wants is full of distractions, right? Even talking to, like even work stuff, the emails and all those kinds of things that can they can scatter your mind. Is there times you seek to have that focus?

• 1:38:05Speaker 01

  Well, I read a lot of books. And so usually when I read, I'll be reading for a chunk of time, maybe an hour at a time, maybe a little bit longer. And I might do that twice a day. So I don't know if that counts as what you're describing, but then same thing with writing. When I when I'm writing something, I mean, I just, that's what I do. I write usually usually write for about an hour. I can get about a thousand words an hour out of me. So that's that's sort of what I do.

• 1:38:37Lex Fridman?

  What does the rest of the day look like? Just a lot of work, but one's the jujitsu? I want to find out about the jujitsu.

• 1:38:43Speaker 01

  So round, round four thirty or five o'clock at night?

• 1:38:47Lex Fridman?

  You train?

• 1:38:48Speaker 01

  Yep.

• 1:38:49Lex Fridman?

  And how hard? You still, how are you doing body wise? Are you still? Is the old man, is the old man still got it or?

• 1:39:01Speaker 01

  Are you talking to me?

• 1:39:05Lex Fridman?

  It'd be, it'd be good for viewership and ratings if I die before the end of the podcast, so.

• 1:39:10Speaker 01

  I I still train with the same guys and I'll train, you know? So I've been very lucky when it comes to getting injured and stuff like that. So haven't, I've had some injuries, but they're they're healed. And so, yeah, I train.

• 1:39:25Lex Fridman?

  And food wise, you mentioned grazing of some of some nuts, a very light kind of things. Is there a main meal here?

• 1:39:31Speaker 01

  Yeah, at night.

• 1:39:32Lex Fridman?

  At night?

• 1:39:33Speaker 01

  Yep.

• 1:39:34Lex Fridman?

  High in protein or is it anything?

• 1:39:37Speaker 01

  Yeah, I'll have like a steak and salad. I'll usually have for dessert, I have like a protein shake, so.

• 1:39:46Lex Fridman?

  Is there a thing where at the end of the, at the end of the day, you like, you have like a samurai sword and you meditate on death? And all those kinds of, is there some weird ritual you partake in?

• 1:40:00Speaker 01

  No.

• 1:40:01Lex Fridman?

  Or you just go to bed?

• 1:40:02Speaker 01

  When I get done with the end of the day, I might read a little bit more.

• 1:40:06Lex Fridman?

  Read more.

• 1:40:06Speaker 01

  Yeah, because.

• 1:40:07Lex Fridman?

  Read early on and read later.

• 1:40:08Speaker 01

  Reading makes me tired, usually. So I'll read a little bit more.

• 1:40:14Lex Fridman?

  Is there a key to you that you can speak to? That makes for a productive day? Just the way you approach it mentally?

• 1:40:21Speaker 01

  Yeah, write down what you're supposed to do. Wake up early and start doing it.

• 1:40:25Lex Fridman?

  And then get it done.

• 1:40:27Speaker 01

  Yeah. I know it's a miraculous trick.

• 1:40:31Lex Fridman?

  Can I ask you about jiu jitsu?

• 1:40:34Speaker 01

  By all means.

• 1:40:36Lex Fridman?

  What have you learned from being a practitioner, you're a black belt? What have you learned from this journey?

• 1:40:44Lex Fridman?

  Of being a martial artist?

• 1:40:49Speaker 01

  Jiu jitsu for me was the connective tissue that started to join my mind together with all the different aspects of my life. And so jiu jitsu for me was, was really important and I don't think I would be doing anything that I'm doing right now if it wasn't for jiu jitsu. So there's various aspects of my life that were in existence, but I didn't understand how they were connected until I started training jiu jitsu. The primary things are interacting with other human beings. And combat tactics and strategy and jiu jitsu. And all those things are connected. They all follow the same guiding principles.

• 1:41:31Speaker 01

  And I wouldn't have recognized those guiding principles if I didn't do jiu jitsu.

• 1:41:37Lex Fridman?

  Can you elaborate? Cause you've trained for many, many years. What uh is it the hardship? Is it the humbling nature of just being tapped all over, you know, nonstop? Or I actually don't know how many times.

• 1:41:51Speaker 01

  I've tapped more times than you.

• 1:41:53Lex Fridman?

  Okay. So good. I- is it just the hardship of physical training, like the honesty of the mat in the sense that like, you know what works and what doesn't work? Which which aspects were the most impactful for you?

• 1:42:06Speaker 01

  All all aspects. So yes, from a humility perspective, when you realize you think, when you think you know what you're doing, when you think you have certain skills and you realize that there's always somebody better than you and you realize that, hey, maybe I don't have all the answers all the time. And you bring that to a leadership perspective and you walk into your platoon and you realize that maybe you don't have all the answers all the time and maybe you should listen to what other people have to say. You bring that to a combat situation and you realize that you think, if you sit there and think that you're smarter than the enemy, you're going to be complacent, you're going to make mistakes. So there's one aspect out of the gate. As far as,

• 1:42:46Speaker 01

  you know, if I if I'm going to try and get your arm, do I attack your arm?

• 1:42:53Lex Fridman?

  Maybe not directly unless I'm a white belt.

• 1:42:56Speaker 01

  Exactly. What do I do? I attack your neck and when you reach up to defend your neck, that's when I get your arm. Well, if I'm out on the battlefield and there's an enemy position, should I attack frontal assault into that position?

• 1:43:09Lex Fridman?

  No.

• 1:43:10Speaker 01

  No, I shouldn't. I should put down some covering fire and I should maneuver around to the flank. It's the same thing. If I'm dealing with you and you're my boss and you've got a giant ego and you've come up with a plan and I don't like your plan, should I walk up to you and say, hey Lex, your plan isn't good?

• 1:43:25Lex Fridman?

  No.

• 1:43:25Speaker 01

  Or should I say, hey Lex, can I ask you some questions about how you want us to execute this? Cause I want to make sure I understand your vision.

• 1:43:36Speaker 01

  So all these things are connected.

• 1:43:37Lex Fridman?

  Yes.

• 1:43:37Speaker 01

  And I wouldn't have realized that we could sit here and do this forever. We could, we could, I could tell you these comparisons forever.

• 1:43:43Lex Fridman?

  Yeah.

• 1:43:45Speaker 01

  But this, all this connective tissue, bringing all these things together, I wouldn't have seen it without, I don't think I would have seen it without jujitsu. So jujitsu to me had it had a incredible life impact on me. Not, look, the physical part, yes, absolutely. Does it, does it keep you humble when you know that there's a hundred and forty five pound individual that can tap you out when you're two hundred and twenty pound, twenty five year old guy? And there's a hundred and thirty five or a hundred and forty pound, you know, forty six year old guy that can make you tap out? That's humbling. And, and what do you do with that?

• 1:44:29Speaker 01

  Do you run away from it or do you continue to pursue it? Same thing with life, same thing with anything. So jujitsu is an incredibly powerful, not just physical aspect, but it's, it's a way to understand, it's a way of thinking.

• 1:44:45Lex Fridman?

  You've also competed. Is there something you can speak to the value of competition? Obviously you've been through combat, actual military combat is many, many, many orders of magnitude more high stakes than competition in a, in a silly sport like jujitsu. Nevertheless, it still has some of the echoes of the same challenges. Is there something you can speak to the value of competition for you?

• 1:45:15Speaker 01

  Yep, competition will reveal weaknesses in your game that you can then go back and train to rectify.

• 1:45:23Lex Fridman?

  So that, that's very useful to sort of, uh, yeah, as a testing ground. Of course, training can be that testing ground as well, uh, or, um. That feedback.

• 1:45:33Speaker 01

  Yeah, but as you and I both know, if you and I train together all the time, you'll know my game, I'll know your game. And even if we have five other people, we all kind of understand each other's games. And you're not doing something to me that I don't expect. So when I go and compete, I'm good, you're good. You know, this random person is has a game that I've never seen before. I'm and I may or may not know how to deal with that game. If I know how to deal with it, great. I get the victory. Maybe I don't learn as much. If I don't know how to deal with their game, I get the loss and I get the win of learning what some weakness in my game is.

• 1:46:08Lex Fridman?

  So you mentioned offline that you're friends and you work with Dean Lister and Dean Lister is one of the people that inspired John Donahue, who I've very much been

• 1:46:21Lex Fridman?

  I've gotten a chance to talk to quite a bit recently. I don't know what you think about this. This is not a therapy session, but

• 1:46:31Lex Fridman?

  or maybe this

• 1:46:31Speaker 01

  It's turning into one.

• 1:46:32Lex Fridman?

  It's turning into one. I've that he's a fascinating person, John Donahue, in terms of

• 1:46:42Lex Fridman?

  creating almost a science of jujitsu to a level that I haven't seen before, which is systems thinking about like you can think about military combat as tactics in a particular situation, but then you zoom out and you want to create entire systems of tactics in all situations. Right. He's very kind of wants to keep zooming out and creating giant systems. And which I appreciate that even though the the task is probably impossible to do completely. But there is something that's in terms of competition that

• 1:47:22Lex Fridman?

  he kindled the fire in me that I want to get back out there. He has a particular thing that did it. Which is very different from my personal journey in jujitsu. Which was to degree that people I worked with cared about competition. It was always about winning.

• 1:47:45Lex Fridman?

  And or doing well, all those kinds of things. For John, it's about winning. Like, winning is not even the thing that's important. What's most important is winning by submission. Is or dominance. Right? And and not just the the end. It's the entire time competing. Such that the only thing that matters is that kind of victory. And that's a very different level of competition. That's actually liberating in a certain kind of sense. I remember so much of my competition was about kind of fear of not taking risks. You know, you get up on points or you hold a strong position.

• 1:48:30Lex Fridman?

  You kind of advance and you get more points. Maybe you chase the submission, but there's always a fear of risk. And for him, you embrace the risk. You're not, you should not be competing out of fear. You know, live and die by the sword versus stay in safety. I don't know if there's something to be said here.

• 1:48:50Speaker 01

  Well, I mean, this is not, you said it's novel to you. It's not novel to me. The entire, my entire journey on jujitsu, in jujitsu, was only about submission. And, you know, as you, as you mentioned, Dean Dean Lister is my coach and my main training partner for 20 something years. And if you ever watch Dean train or fight, that's what he's trying to do is submit is everyone. That's what he's always done. That's what he always will do. He, you know, he has the highest, I think he has, I'm back, I know. He has the highest submission victories in ADCC. He, that's what he does. So this is, in fact, as jujitsu got more popular

• 1:49:34Speaker 01

  and we started seeing people competing to win by points, that was what was novel to me in the beginning. Now it's the standard. So it's not novel to me. I, I love the fact that John Donahue and all of his troops go out and they try and submit people. I think it's awesome and I think that's what jujitsu is.

• 1:49:55Lex Fridman?

  All right, let's ask for some advice for white belts. There's a lot of white belts who listen to this. What advice would you give? You've been in jujitsu for many years in terms of.

• 1:50:06Lex Fridman?

  A successful journey through jiu-jitsu, what advice would you give them? People just starting out?

• 1:50:11Speaker 01

  Just keep training, keep your ego in check, don't freak out, try and use the techniques that you learn. And all this stuff, some like saying it, you know, notice how I'm saying it?

• 1:50:19Lex Fridman?

  Yeah.

• 1:50:19Speaker 01

  Hey, tap out, keep your ego in check. And everyone, but the thing is, everyone says this all the time. And white belts still start off by going completely nuts for at least, you know, three to six months of, I'm not gonna let this guy tap me out. And they're gonna, and I'm gonna tap this guy out, not by using technique, but by just using strength. And it's just a, it's just inhibiting your learning. So as much as you can, I know, I know you gotta get it out of your system. I know you don't wanna tap, and I know you wanna tap somebody. But as soon as you get, get that off your chest, then try and, try and relax and try and learn the techniques.

• 1:50:55Lex Fridman?

  It's perhaps counterintuitive, it never was to me, but it's counterintuitive that to, to start on the journey of really sort of mastering jiu-jitsu or whatever, or improving, is you have to relax. And that seems to be a very counterintuitive lesson. I learned that early on with, uh, that was thanks to the Russian system. I played piano and like music, but basically, actually, this is true for basically any sport that includes the human body is like relaxing is the way you, you start learning stuff. You have to learn, you have to literally, and most people don't seem to understand this, is like, you have to learn what it means for the human body to relax. Like, I guess you have to have enough knowledge of all the muscles involved

• 1:51:39Lex Fridman?

  to know what it means to relax those muscles. So for piano, you have to understand what it means to relax your wrists and your fingers in order to learn how to move them. Like if there's tenseness in the fingers, you're not going to, like, you have to learn how to try hard while relaxed. The, I guess the beginner.

• 1:52:02Lex Fridman?

  If you don't internalize this lesson, we'll try hard by tensing up hard and like trying hard tensing up more as opposed to relaxing more. And that lesson cannot be conveyed through words, I guess. I've had the great fortune of having dictatorial teachers as they do in Russia for piano and so on, where you get like hit if you don't learn to relax, which is a counterintuitive notion, but it works.

• 1:52:30Speaker 01

  Yeah, this brings me to one of my favorite pieces of coaching advice that I will tell white belts while they're struggling on the mat. I'll tell them to relax harder.

• 1:52:40Lex Fridman?

  Okay, that's beautiful. For somebody who studied war, who participated in war, what do you think is the best martial arts for, let's call it self-defense for hand-to-hand combat outside the constraints of sport?

• 1:53:04Speaker 01

  So it's not one answer. The answer to me is jiu-jitsu, boxing, wrestling, Muay Thai, Judo, Sambo, and on down the list. I definitely start with jiu-jitsu. The reason I start with jiu-jitsu is because in a self-defense situation, if you are a big monster human and you want to fight me and you square off with me, guess what I'm gonna do? Run away.

• 1:53:36Speaker 01

  Because I don't want, I don't want to get involved. Even if I see skinny little Lex out on the street and you start yelling at me and saying you want to fight me, I don't want to fight you. I don't, it doesn't matter. I don't care if I can beat you or not. What if you stab me? What if you sue me after I get done throwing you onto the concrete? There's a million bad things that can happen and almost nothing good. So for self-defense, my first self-defense is my feet to get away from you.

• 1:54:04Speaker 01

  And if you square off to punch me, I can run away from you. If you square off to kick me, I can run away from you. If you push me, I can run away from you. So, great. I don't need to know how to box to run away from you. Where this all changes is when you grab me. And now, I don't have the option to run away anymore. Now I actually have to know how to get away from your grip. And that's where jiu-jitsu comes into play.

• 1:54:32Speaker 01

  So, especially if you get me on the ground. If you, if you grab me and get me on the ground. Now I need to know how to get you off of me and get up and get away from you so I can run away.

• 1:54:43Speaker 01

  So that's why I say start with jiu-jitsu. And, and from there, boxing, wrestling, judo, sambo, Muay Thai.

• 1:54:53Lex Fridman?

  Yeah, there's a, there's in the standing position, I mean, I'm a judo person as well. And the judo is very limited in their understanding of the full grappling spectrum. Even though they do all the things on the ground as well, but it's so focused on the feet. But nevertheless, it's important to understand. The thing that judo has as a sport, that's good to practice, that jiu-jitsu doesn't, is not just the, the skill of grappling on the feet, but the skill of explosive aggression.

• 1:55:32Lex Fridman?

  That sometimes jiu-jitsu is more about, in terms of tactics, is more about patience. It depends how you practice it, but because so much is about control and technique, that sometimes you don't get to practice like aggression, explosive aggression. And judo is so much about aggression implemented in such a way that the demonstration of power is effortless, right? That's the beauty of jiu-jitsu.

• 1:56:00Speaker 01

  Yeah, and same thing with wrestling. Wrestling also has a high level of intensity and aggression as well.

• 1:56:04Lex Fridman?

  Yes, yeah.

• 1:56:05Speaker 01

  So that's where, that's where I agree. Judo and wrestling, absolutely. Awesome. Get some. And striking, boxing, Muay Thai.

• 1:56:14Lex Fridman?

  Yeah.

• 1:56:15Speaker 01

  You know, like the, you should train all these things.

• 1:56:18Lex Fridman?

  Are there books and movies in your life, long ago or recently, that had a big impact on you?

• 1:56:25Speaker 01

  Yeah, the main one is About Face, which is sitting right here.

• 1:56:31Speaker 01

  There you go. This is written by Colonel David Hackworth. It's the book that really had a massive impact on me from a leadership perspective. And I ended up, I talked about it enough that it started kind of coming back and started selling well. And they contacted me and I wrote a foreword for it. So that book had a huge impact on me and I still, when I read it, I still get lessons out of it just about every time.

• 1:56:58Lex Fridman?

  This is Vietnam War.

• 1:57:00Speaker 01

  And Korea.

• 1:57:01Lex Fridman?

  And Korea.

• 1:57:02Speaker 01

  And he got in towards the end of, right at the end of World War II. So he was kind of raised by the soldiers that fought in World War II. And then he went to Korea and then he went to Vietnam.

• 1:57:15Lex Fridman?

  An exceptional warrior, a soldier's soldier. If you can give a little inkling, what made him a soldier's soldier?

• 1:57:26Speaker 01

  So I, he died in 2005, so I never got to meet him. And I, I had a guy on my podcast who worked for him in Vietnam. A guy named General James Mukuyama. And luckily, his son had reached out to me and said,

• 1:57:48Speaker 01

  I think you're talking about my dad, because I read some passage in there that, that Jim Mukuyama was young captain, Jim Mukuyama, company commander in Vietnam. He said, I think you're talking about my dad. Would you want to talk to him? And I said, absolutely. Well, here's the thing that I didn't really understand, and you read one quote, but there's all these quotes in that book. That talk about how great Hackworth was and what incredible leader he was, and how he was the best combat leader anyone had ever seen. And all these just really complimentary things that are said by a bunch of different people. And when you read the book, you're reading this guy's account of what he went through.

• 1:58:27Speaker 01

  But I never really knew if that was all true. Or did he just cherry pick his friends quotes about him and cherry pick the stories that he wanted to tell? And so it was very interesting for me when I met Mukuyama, General Mukuyama, who he became a general eventually. When I met him and we were talking about his life and I was very curious and I was a little bit nervous going into this interview because I was thinking, maybe my hero, my mentor, this guy that I've never met before, maybe he's just an arrogant jerk that talked, talked himself up in this book.

• 1:59:03Speaker 01

  So I'm sitting down with, with General Mukuyama and I finally got to the part where he's meeting Hackworth for the first time. And I said, did you know, did you know who Hackworth was when he showed up? So he was Muky, Mooc, they call him Mooc. Mooc was the, was the, like the adjutant to the, to the general that, that was going to, that Hackworth was going to be working for. So when Hackworth comes into the office, the first person he meets is this guy, this guy, Captain Mukuyama.

• 1:59:37Speaker 01

  And so Hackworth walks in and I said, when Hackworth walked in, did you know who he was? And Mukuyama says, everybody knew who he was. Mr. Infantry. And so he ended up explaining that everything that is written in there about Hackworth, they, they just loved him, they adored him.

• 1:59:59Speaker 01

  Up the chain of command, it turned out a little bit different. And you know, the title of the book is about face. And if you're familiar, familiar with military drill about faces, when you turn around 180 degrees. And at the end of the Vietnam War, towards the end of the Vietnam War, he was so disgusted with the way that the war was being fought. He was so disgusted with the decisions that were being made by the leadership that he did an interview. He was the first Colonel, first senior officer to do an interview that spoke out against the war that was happening. And this is while he's in Vietnam, by the way. So he got drummed out of the army and he was forced to retire and that was that. So there's an element of rebelliousness to him.

• 2:00:44Speaker 01

  And, you know, when you talk to me about are there times when the leaders making the leadership, this absolute senior leadership, the civilian leadership is doing the wrong things? Yes. And there's times when people speak out against it. And there's an argument for and against that too, even even with Hackworth. You know, did he, when you get, when you quit your job or you do something that gets you fired, which is what he did. You immediately give up all your influence over what's happening. So they get another, they get another battalion commander to take his place. They get another Colonel to step in and take his place. That's what they do. And now he can't help anymore. He can't help his troops. But at that point in the war, he loved his

• 2:01:27Speaker 01

  men so much that he was sickened with the situation on the ground. And he, and he spoke out about it.

• 2:01:38Speaker 01

  So that book had a huge impact on me. And like I said, I still, I still read it all the time. I reread it all the time. And I always take lessons from it.

• 2:01:48Lex Fridman?

  Let me ask you about love. This is not usually associated with Jocko, but what role does love in terms of friendship, in terms of family, play in a successful life? And life in general?

• 2:02:01Speaker 01

  Again, this is putting other people above yourself.

• 2:02:05Lex Fridman?

  Do you see that as love? That's ultimately the implementation of love.

• 2:02:09Speaker 01

  I would say, yes.

• 2:02:12Lex Fridman?

  Jocko, I've been a huge fan of yours. You're somebody who inspires me to get up early, to get shit done, to be disciplined about my life and to be the best leader I can be. It's really truly an honor. And thank you for wasting all your too valuable time with me. I don't know what you were thinking, but thank you for doing it.

• 2:02:33Speaker 01

  Well, thanks for having me on. I can guarantee I'm not as cool as you just made me sound. I'm just out here, like I said, trying to help people out. And I, I think you're helping a lot of people out with your podcast. So thanks for having me up here to share some of my experiences.

• 2:02:49Lex Fridman?

  And hopefully I'll see you on the mat one day.

• 2:02:51Speaker 01

  For sure. Looking forward to it. Could be sooner than you think.

• 2:02:55Lex Fridman?

  It sounds like a threat. I love it. Thanks for listening to this conversation with Jocko Willink, and thank you to Linode, Indeed, SimpliSafe, and Ground News. Check them out in the description to support this podcast. And now, let me leave you with some words from Jocko Willink. "There are no bad teams, only bad leaders." Thank you for listening and hope to see you next time.