5 lessons entrepreneurs can learn from Navy SEALs

May 17, 2011

— Jeff Bussgang is a former entrepreneur and partner at Flybridge Capital Partners. This article originally appeared on his blog Seeing Both Sides. The views expressed are his own. —

There has been a surge in interest with the world of the Navy SEALs since the Osama bin Laden action (this piece in the WSJ was a particularly good profile) and I confess to being caught up in it myself.

One of my portfolio company CEOs, Will Tumulty of Ready Financial, is a former Navy SEAL (1990-1995). Will was kind enough to introduce me to a SEAL classmate of his, Brendan Rogers (SEAL 1990-2000), who joined me and 20 NYC CEOs/founders from the tech scene recently to talk about the SEALs – the training, the planning and the operations behind their combat operations – as well as draw out some relevant lessons for entrepreneurs. Brendan went on to HBS and McKinsey after the SEALs and then started his own hedge fund with a partner, so he had an interesting, multi-faceted perspective.

The discussion was wide-ranging and entertaining. The five key lessons Brendan highlighted were as follows:

  • What’s hard is good. SEALs go through an intensive 6-month training program called Basic Underwater Demolition/SEAL training (BUD/S). That training program is designed to test a candidate’s physical and mental limits. Traditionally, by the time of SEAL graduation, the attrition rate is as high as 70 percent. SEALs quickly learn that the punishment and pain of training hardens their minds and bodies to adapt to tough environs. Brendan pointed out that startup executives who go through hard times should learn to relish them, recognizing that the hard times will toughen the team and train them properly for “battle.”
  • 80 percent training, 20 percent execution. SEALs are incredibly well-trained and when they are not on actual combat deployments, they are spending the vast majority of their time training for a number of different types of missions. In contrast, at startups, executives typically spend 100 percent of their time executing and zero percent of their time training. Brendan emphasized the importance of training and practice in all areas – employee onboarding, management practices, etc. He commented on the importance of training for unexpected situations. The simultaneous shooting of three Somali pirates at sea as part of a hostage rescue two years ago was an example of the kind of outcome possible when SEALs train under all possible conditions. The CEOs in the room had wide eyes and were certainly thinking hard about their training regimens and scenario planning after that example.
  • Every seat counts. Brendan pointed out the price of settling for mediocrity, even in a big organization. Every SEAL needs to know with 100 percent confidence that the man behind them will be able to save their life and get them out of a bad situation. The CEOs in the room were asked if they could say the same about their management teams and if those management teams, in turn, could say that about their lieutenants. One CEO objected that he had 1000 employees in his company and couldn’t possibly hire all “A’s.” Brendan replied by citing the example of D Day. Eisenhower planned D Day with a small number of subordinates who he turned to and said, select 12 men underneath you who you can trust with your life to execute this mission. Each of those men did the same and so on and so on. That cascading effect resulted in the successful employment and combat engagement of over 2 million troops throughout Europe. The lesson? Don’t let a large organization be an excuse for mediocrity.
  • Everyone is expendable. The SEALs are trained in a nearly identical manner and no one SEAL is indispensable to the unit or the mission. The nature of combat is that anyone can be lost at any time. Entrepreneurial companies have a harder time executing on this philosophy since there are specialists and superstars, but Brendan’s message was to make sure contingency plans were thought through for any set of personnel circumstances.
  • You never know the measure of a person until they are tested. As mentioned earlier, the SEALs training program weeds out 70 percent of participants. Brendan conveyed that the people he thought would never drop out did while others proved to be more resilient and tougher than imagined. Until your people are really tested (see “what is hard is good”), you can never be sure who will step up and who will falter. One sure sign, based on pattern recognition, is that those that talk tough and are full of bluster are predictably those that are the first to blanche in the face of adversity. Quiet strength and determination in a startup are invaluable. When you see it in your people, bottle it.

Everyone left with a great appreciate for those brave men who serve our country so ably, and the system behind it that produces such a consistent, excellent “product.” Brendan is also the co-founder of the Navy SEALs Foundation, a non-profit that helps take care of the families of SEALs when things don’t go as smoothly as they did in Pakistan a few weeks ago. I was inspired to make a donation to the organization immediately after the dinner.

One final humorous note – Brendan observed that the spouses of Navy SEALs are as tough as nails themselves and impossible to impress. They still make their spouses take out the garbage, do the dishes and change diapers – no matter how impressive their accomplishments in the field of battle. I suspect many startup executives have similar, appropriately humbling marital arrangements.


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I am truly grateful for the sacrifice and dedication of these men. I would believe that the majority are some of the best possible specimens of mankind. But lets not get carried away, these men are human and capable of anything. Ocean City, Maryland could tell you all about that…

Posted by cocostar | Report as abusive

Professional atheletes are also often touted as having the competitive edge needed to succeed in business, but how often do we hear of big-time profession athletes having squandered their millions within a few years of retiring from their sport? Just because you are highly competitive, or can shoot a wanted criminal in the head w/ steely percision, does not mean that you can manage money or manage people; the two key qualities of a successful business person.

Posted by mcoleman | Report as abusive

The United States Navy’s Sea, Air and Land Teams, commonly known as Navy SEALs, are the U.S. Navy’s principal special operations force and a part of the Naval Special Warfare Command (NSWC) as well as the maritime component of the United States Special Operations Command (USSOCOM).

These men are a patriotic global force for good, who have to perform unthinkable acts of bravery as part of their jobs.

They deserve to be “spoken about” and treated with respect and dignity.

Posted by MikeStuart | Report as abusive

In the San Francisco Bay Area, training is called “experience”. Some startups have it and some don’t. If you don’t, you can usually get it on the job, if you are smart and agile enough. Make a bad mistake and the whole venture may fall apart. But then you have more experience!

I think the real nugget here is scenario planning. It is uncanny how little of that is done. Even a few “what if’s” can prepare an organization for the bumps in the road. Fortunately, if a startup gets any venture capital, the overseers will impose this kind of planning.

Lastly, and this is missing from this article, optimism is critical. Clearly the SEALS have it. Entrepreneurs have it too, otherwise how could they face the certain doom that any rational person would walk away from?

Posted by LEEDAP | Report as abusive

Jeff, you offer compare two of our countries finest groups – SEALs and entrepreneurs. On the surface, their roles are very different, but it’s interesting to see how some principles of success apply to both. I work with the Campaign for Free Enterprise, a project of the U.S. Chamber of Commerce and we believe that entrepreneurs are vital job creators in our country. In that way, they help protect our nation’s well being, albeit in a very different way than SEALs. We especially agree that being an entrepreneur is hard work and can be risky, but that hard work can payoff in a big way. Thanks for sharing this comparison.


Posted by Halpern | Report as abusive

First off, nothing but praise for the Navy SEALS! God bless them and their families. Trying to apply their mode of operation to the business world would lead to about 70% unemployment if not more. The important thing is to find the right pieces from their world that can translate to the business world. Finding the people within any organization who are capable of being leaders is a sifting process over time. The ‘Peter Principle’ of some years back showed the flaw in that approach. The quest to find the best and put them in the right places is the quest of the human race only most don’t know it.

Posted by Wulff | Report as abusive

Ya’ll just failed BUD/S in the first hour.

Posted by NoSuchName | Report as abusive

For more on these guys go read the book Unleash the Warrior Within by Richard “Mack” Machowicz. He was in the Seals for about 11 years. The book is packed with lessons.


Posted by StartupCapital | Report as abusive