Category Archives: Leadership

Leadership

Train the way you Fight, Fight the way you Train

I recently read an article on the benefits of “interleaving” when trying to learn a new skill. Interleaving is the concept of interspersing or mixing different subjects while learning versus the more typical method of block training on one subject for a period of time. This truth has been demonstrated in physical activities as well, like weight lifting. My son, an exercise physiologist, notes that varying the amount of weight and volume is important in making effective gains. In my own training, I’ve noticed that interleaving has strengthened my stability muscles providing more real-world application to big lifts.

A deeper dive into the subject would have us understand that by varying the specificity of learning, we are making it harder to recall information. Neuroscience shows that the more difficult something is to recall, the stronger we reinforce those pathways.

Another example I read is a pitcher who only practices fastballs and then only practices curveballs. This is useful in honing his technique but fails him in switching pitches during the game. That reminded me of the Air Force adage “Train the way you fight, fight the way you train!”

This adage came about after the Vietnam war when we realized that pilots had to develop new capabilities and skills in combat that they hadn’t prepared for in training. The Air Force (and Navy) soon realized that once pilot’s achieved 10 combat missions they were more likely to survive their missions. The Air Force established a combat training exercise called “Red Flag” to give pilots 10 missions in the most difficult and challenging missions; while still providing a level of safety, experimentation, and training.

As a side note – a similar issue was found during the Korean War which spawned the Air Force “Fighter Weapons School” of FWIC or the Navy’s similar but more limited duration Fighter Weapons school nicknamed “Top Gun.” Both Red Flag and FWIC (now WIC) are based at Nellis AFB in Las Vegas.

Prior to Desert Storm, I was lucky enough to fly my first Red Flag missions. We flew against an advanced “red air” adversary and were engaged by the most sophisticated surface-to-air missile simulators (they would shoot Estes rockets at us to show we were being engaged. This practice proved invaluable five months later when I found myself flying missions over Iraq in Desert Storm. I felt confident in flying in large force packages of over 100 aircraft and while being engaged by anti-aircraft guns or surface-to-air missiles. When I think back, I was probably over-confident or naive in regard to those missions (my WSO – McMissile might disagree).

So, no matter how it is applied, our actual “game-day” results will always reflect how we our training day practice; “Train the Way You Fight, Fight the Way You Train!”

Leadership, Pilot Story

The 10% Rule

And, as I think about compiling the following stories into a potential book, I realize that these are old and some are very worn, so I must evoke the 10% rule.

You ask, “What is the 10% rule?”

It seems apropos to tell these stories playing upon our fighter culture. Normally, every story begins with “There I Was” with some maneuvering with my two arms to demonstrate whether I was in an offensive position (where I was most of the time) or defensive (and not for long).   As you can see, I’ve already only told 10% of the truth!

But before I begin writing these anecdotes; I must highlight the 10% rule. I have searched the internet and there are plenty of 10% rules that are discussed; most of them related to Pareto or other mental models; but surprisingly none reference the 10% rule in regard to telling a real fighter pilot story. And it relates to fisherman and golfers and other activities where truth cannot be verified. But few of these activities actually set forth rules and agreements on how their stories can be told.

In our world (either a bar, a hooch, a vault, or perhaps a backyard fire pit), when you evoke a “There I was”, your story MUST be 10% true. There it is, that is the rule, you can’t make something up that didn’t happen, there must be truth in the story. But hopefully, not too much truth!

Why you ask? Because the ego of a fighter pilot is fragile. They are often driven by competition, adrenal, and “fear” – fear of being seen as “not enough”. And, most good fighter pilot stories are not about one’s heroic glory but instead, one’s “got shot down in flames” failure. But the myth, the legend, and the lesson still exist in the story; so it must be told. As the subject of many stories told by my brethren; I have become frustrated, angered, or even downright mad when their story makes them a hero and me a goat; especially realizing they have spun 89% of the yarn to their benefit. Yet, within the confines of the 10% rule, I settle down and accept my waxing knowing the rule exists to serve a purpose: not to belittle me, but to pass what we learned.

That is it, the 10% rule ultimately allow aviators to learn from the mistakes of others. Without the 10% rule, nobody would tell the stories and nobody would want to hear them. They would be too raw, too painful, and too real. But once they are embellished, and deviated from reality, the lesson can be passed without shame, embarrassment, or harassment of that pilot’s ego becoming enflamed. We know that perhaps only 10% of the story is true, we just don’t know which 10%! So, if someone is telling a story about my flying, I know that no one knows what is true and what is not. My ego is protected. But I also know that there is enough “authenticity” in the story that what is important is passed.

We all listen, we all laugh, we all tease the subject harmlessly. And then we go on; and remember next time I’m entering a fight, I must see both my lead and the bandit… because there is very little room for failure in combat, so when it happens, it is better to be told holding a beer.

So, as I begin, I am envoking the 10% rule. If I remember the story differently than you …  my bad, but I only promised 10% truth.

Leadership

Smallest Viable Breakthrough

Seth Godin, in his workshop, asked us to write on my smallest viable breakthrough. I realize the subject is potentially complex, but the idea is simple… https://pierrepowell.com/distinctions/simple-beyond-complex/

I wonder, what is your smallest viable breakthrough that you aren’t passing on to others. Seth says this is the first step to moving beyond writer’s block. So, here is mine!

My smallest viable breakthrough is the basis for my book – pre-crisis leadership.

The smallest viable breakthrough is the construct of building capacity to prevent or prepare for a future crisis, the capacity to learn and grow during discomfort or disequilibrium. It is the capacity to face small obstacles and resistance every day so we are prepared to face big challenges in the future.

In the simplest pre-crisis metaphor, I go to the gym to increase my physical (and mental/emotional) capacity to take on load. And, I do that by showing up and moving weight beyond what is comfortable. I don’t need to push a lot – Steven Kotler says 4% discomfort (from a Google team study). I can’t bench 400 pounds and if I tried, I would be in crisis! However, I start with a challenging weight to do 5, 10, 15 reps… Then, over time, my capacity expands. It grows by showing up consistently. It grows by recovering (reflecting, rejuvenating, etc). It grows from appropriate nutrition and sleep. Then, I believe my capacity is enough to overcome that physical crisis in the future; whether a chronic disease, avoiding an injury, or living viably to 100 years old.

Pre-Crisis leadership recognizes the things I/we are doing (or aren’t doing) that will lead to crisis. Upon this recognition, stepping into discomfort builds capacity. Over time, if and when crisis arrives, I have the capacity to navigate it, potentially protect and serve others, and turn it into an opportunity.

This is my smallest viable breakthrough – (soon to be a NY Times Best Seller)