Podcast appearances and mentions of colonel john boyd

This episode of Karma School of Business explores how resilience, tenacity, and grit enable private equity professionals to turn risk into opportunity. Sean Mooney reflects on industry responses to the 2008 financial crisis and COVID-19, showcasing how frameworks like Colonel John Boyd's OODA Loop (Observe, Orient, Decide, Act) drive action during times of uncertainty.  Episode Highlights: 0:34 -Sean's preamble: How private equity reframes risk in uncertain times, with a focus on the 2008 financial crisis and COVID-19.  12:05 - Andrew Joy: Overcoming immense personal adversity, including a near-fatal injury, and rebuilding his life to graduate valedictorian from Emory University.  19:36 - Sean expands on Andrew's mindset shift: The power of small victories and how they mirror resilience in private equity.  26:19 - Rob Konrad: Surviving a 16-hour swim in open ocean by relying on clarity and determination.  31:12 - Sean reflects on Rob's story: Lessons on resilience and decision-making in life and business.    To listen to Andrew's full episode, go to https://www.bluwave.net/podcasts/andrew-joy-hidden-harbor/ To listen to Rob Konrad's full episode, go to https://www.bluwave.net/podcasts/rob-konrad-alterna-equity-partners/ For more information on BluWave and this podcast, go to https://www.bluwave.net/podcasts/

What military strategies and tactics can business leaders leverage to position their companies for success? In this episode, Rich sits down with four-star General Robert Brown, President and CEO of the Association of the United States Army. General Brown is an experienced commander who has led at every level, from platoon through Army Service Component Command, leading a group of over 100,000 soldiers. In this conversation, he discusses military strategy and best practices for navigating the modern Fog of War, sharing his insights on red teaming, after action reviews, and leadership principles. ---------Key Quotes: “Too much information has become the fog of war. It used to be not enough. Now it's too much… Now you've got to look through haystacks of information, thousands of haystacks of information, to try to find that golden needle in the haystack that will help you make a decision.” “ I've seen somebody say to me: ‘Here's my strategy, it's 15 pages.' And it's like, hey, it's gonna fail, You might as well stop. Start again. Can't be 15. Nobody's gonna read it.”“ The key is creating a learning environment where people want to learn and that after action review helps you learn and overcome those issues that may be buried if you didn't pull them out. It's like pulling a band aid off. You can't be thin skinned. Sometimes it's tough.”Practice Makes Profit: Increasing team velocity through a decision inventory. League of Strategic Minds [listener question]:   What's the best way to tell if someone is strategic? Winsights: Ideas for Advantage:    Sun Tzu, the Chinese general and philosopher, wrote, “Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances.” Are you and your team repeating the same tactics year after year and expecting some type of miraculous change?  Carve out time to think strategically about the changes in your market and with your customers. Stop procrastinating and start innovating.--------Time stamps:(00:00) Deep Dive Interview with General Brown(54:57) Practice Makes Profit(56:17) League of Strategic Minds (57:31) Winsights, Ideas for Advantage  ---------Links:Submit a question for Rich to the League of Strategic Minds: https://www.strategyskills.com/strategic-minds-podcast/ General Brown on LinkedIn: https://www.linkedin.com/in/robert-brooks-brown-1981usma/AUSA.org: https://www.ausa.org/Strategic Quotients Assessment: https://www.strategyskills.com/strategic-quotient-assessment/ Rich Horwath on LinkedIn: https://www.linkedin.com/in/richhorwath/Rich Horwath on YouTube: https://www.youtube.com/@RichHorwathRich Horwath on Instagram: https://www.instagram.com/richhorwathceo/Strategic Thinking Institute Website: https://www.strategyskills.com/Inc. Magazine's Top 4 book for 2024: STRATEGIC  Book: https://www.amazon.com/Strategic-Direction-Advantage-Executive-Excellence/dp/1394215339New executive development platform: Strategic Fitness System: http://www.Strategic-Fitness-System.comSign up for Rich's free Strategic Thinker Newsletter: https://www.strategyskills.com/subscribe/[Subscribe to the Podcast] On Apple Podcasts: https://podcasts.apple.com/us/podcast/strategic-minds/id1748877976On Spotify: https://open.spotify.com/show/57wbZTtLJhznc4OBCe0OE6?si=c2c74bbb9b4340e0&nd=1&dlsi=f9d56ce5aafd4941

Chet Richards discusses the intersection of military strategy and business leadership, offering valuable insights for navigating complex environments. Emphasizing the importance of agility and adaptability, Chet explores Colonel John Boyd's OODA Loop concept, highlighting the need for continuous observation, orientation, decision-making, and action. He underscores the role of leadership in shaping organizational culture, driving innovation, and maintaining an external focus for sustained success. The idea of being "certain to win" is derived from Sun Tzu's teachings, emphasizing the importance of constant self-evaluation and continuous self-improvement, conducted from an external perspective.Resources: Chet Richards on LinkedInCertain To Win: The Strategy of John Boyd Applied To BusinessZen Mind: Beginner's Mind: 50th Anniversary EditionShow Notes:0:00 | Intro3:00 | Chet's Perspective of Strategy: Strategy is about people09:22 | Vision: Attraction and Uplifting Spirit17:08 | Centrality of Time in General25:14 | Helping Companies with Reorientation: Many-Sided Implicit Cross-Referencing29:15 | Old and New Experiments and Allocating Resources for Success33:34 | Ambi Dexterousness: Chaos Theory, It's Called Explore and Exploit41:52 | Culture as Opposed to Organization42:24 | Wrap-Up: Culture as Developing External Focus and Acting on It

This week on Acta Non Verba, Mark McGrath discuses the importance of adaptability, decision-making, and embracing change in both life and business. Join me and Mark as he shares his insights on theories such as John Boyd's OODA loop and VUCA, emphasizing the need to constantly update our cognitive software to align with reality. He also discusses the role of trauma in shaping a person's orientation and the significance of prioritizing people, ideas, and things in organizations.   Mark McGrath is an adaptive strategy teacher and podcast co-host who helps leaders and teams thrive in complex and uncertain environments. He is the Chief Learning Officer at AGLX, a service-disabled veteran-owned small business that provides tools and methods for confident and agile decision-making and action (www.aglx.com).Mark is the co-host of the podcast "No Way Out," which advances and honors the legacy of Colonel John Boyd, the creator of the OODA loop, a framework for rapid and effective adaptation. He teaches and applies Boyd's theories to business and entrepreneurship, leadership development, and coaching. He draws on his cross-functional experience and education in strategic planning, process improvement, capital markets, economics, and the US Marine Corps, where he served as an officer for six years. He holds a bachelor's degree in history from Marquette University and a master's degree in economics from the University of Detroit-Mercy. He speaks Spanish and holds multiple professional certifications. He lives in Columbus, Ohio.   You can connect with Mark on Linkedin at https://www.linkedin.com/in/markjmcgrath1/ or at his website www.aglx.com/no-way-out   Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/national-security

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/science-technology-and-society

Flying Camelot: The F-15, the F-16, and the Weaponization of Fighter Pilot Nostalgia (Cornell UP, 2021) brings us back to the post-Vietnam era, when the US Air Force launched two new, state-of-the art fighter aircraft: the F-15 Eagle and the F-16 Fighting Falcon. It was an era when debates about aircraft superiority went public--and these were not uncontested discussions. Michael W. Hankins delves deep into the fighter pilot culture that gave rise to both designs, showing how a small but vocal group of pilots, engineers, and analysts in the Department of Defense weaponized their own culture to affect technological development and larger political change. The design and advancement of the F-15 and F-16 reflected this group's nostalgic desire to recapture the best of World War I air combat. Known as the "Fighter Mafia," and later growing into the media savvy political powerhouse "Reform Movement," it believed that American weapons systems were too complicated and expensive, and thus vulnerable. The group's leader was Colonel John Boyd, a contentious former fighter pilot heralded as a messianic figure by many in its ranks. He and his group advocated for a shift in focus from the multi-role interceptors the Air Force had designed in the early Cold War towards specialized air-to-air combat dogfighters. Their influence stretched beyond design and into larger politicized debates about US national security, debates that still resonate today. A biography of fighter pilot culture and the nostalgia that drove decision-making, Flying Camelot deftly engages both popular culture and archives to animate the movement that shook the foundations of the Pentagon and Congress. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/technology

The Silicon Valley Bank and Signature Bank collapses of March 2023 are top of mind for many investors and business leaders. In this episode, Sean Mooney explains what happened and how if affects the private equity industry. Additionally, Sean predicts how private equity will react to the crisis and gives advice on how to turn the situation into an opportunity for growth, rather than a setback. For more info, go to http://bit.ly/40hZQH2 0:52 What happened on the weekend of March 18, 2023 2:28 What happens next 4:35 How the bank collapses impact private equity 6:40 Turning crisis into opportunity 8:03 PE's reaction to crisis (Ooda Loops) 13:06 How all companies can learn from PE firms during a crisis  Colonel John Boyd's Ooda Loop concept: https://en.wikipedia.org/wiki/OODA_loop

One of the hardest parts of learning to ride a mountain bike is how to make good decisions on the trail in the heat of the moment. A lot of wrecks are caused by bad decisions about speed and line choice and bad decisions can also lead to you working harder than needed So how do you acquire the skill of good decision making on the trail? The best place to start is with the decision making process and the best model for this that I have found is the OODA Loop. OODA Loop was developed by Lt. Colonel John Boyd to explain where good ideas came from, particularly in the heat of the moment. It consists of 4 parts, with each part flowing into the next while also informing the previous stages as well.  Observe: You observe what is going on through your own observations and other information coming from outside sources. Example: You see what is coming up on the trail/ You have someone tell you about what is coming up. Orient: You orient yourself to the situation based on the information you have at hand, your past experience and even your genetics. Decide: Based on your Orientation to the situation you make a decision about the best course of action. Act: You take action based on your Decision.  The Orientation process is the generally most important part of The Loop. The more you are able to bring to the Orientation process the better Decisions and Actions you can take. To improve your Orientation process you can gain more experience through more riding, training camps/ clinics, reading books, watching videos and thinking about the problems you are facing. This is one of the reasons that new riders struggle with their Decisions on the trail - they simply don't have the resources for their Orientation process. New riders need to be able to ride, make mistakes and learn from those mistakes.Instead, well meaning riders tend to over-coach and over-recommend technology to make up for what is simply a lack of experience.  Another thing to take from this is that the faster you can go through the Loop the faster you can act. Being able to make decisions faster can make up for a lack of speed and power. Visualization can also help with the Action part of the Loop. Once you have Decided on an action, you can see yourself doing that action successfully.  This will help you be able to Act faster through familiarity of the action through visualization. You also can't get through the OODA Loop if you are stuck in the Fear Loop. You have to deal with your fear and make a decision to act before you can start to move through the OODA Loop. Controlling your breathing is one of the best ways to help you move through the Fear Loop and into the OODA Loop. Knowing where you get stuck can help you identify what you need to work on to improve your decision making on the trail. Fear Loop: Change your relationship with fear to move out of it and into the OODA Loop. Observe: Learn to pay better attention and to use your peripheral vision. Orient: Get the experience you need to improve the information you have to draw on. Decide: Visualization to try out different ideas. Act: Visualization to see yourself performing the idea you decided to act on. Your best asset on the trail is your brain and its ability to run through the OODA Loop faster and more effectively. Hopefully this information can help you ride with more confidence and flow. Until next time… Ride Strong, James Wilson MTB Strength Training Systems

This episode features the recording of a discussion that was held at the 2018 Leadership Under Fire National Conference in Evanston, Illinois. The team was grateful to all of the leaders who contributed to the event and the types of individuals who spent two days rigorously contemplating the moral, mental and physical aspects of mission-oriented leadership and optimal human performance. Of course, that includes our guest in this episode, retired Colonel Ronald Catton.    Catton was a graduate and instructor of the US Air Force Fighter Weapons School. He was the first of only two students to ever complete the course with a 100 percent score in all academic subjects. Catton also flew with legendary Colonel John Boyd, then the chief of academics at the Weapons School. He served in the Vietnam War, flying hundreds of missions and later flew hundreds of airshows, including those with the Thunderbirds. 

References https://github.com/cisotradecraft/Podcast https://cisotradecraft.podbean.com/e/84-gaining-trust-with-robin-dreeke/ https://www.youtube.com/shorts/vSART2mutwc https://www.peopleformula.com/selfmastery https://cisotradecraft.podbean.com/e/ciso-tradecraft-roses-buds-thorns/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-how-to-compare-software/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-shall-we-play-a-game/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-aligning-security-initiatives-with-business-objectives/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-promotion-through-politics/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-presentation-skills/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-avoiding-death-by-powerpoint/ https://cisotradecraft.podbean.com/e/ciso-tradecraft-partnership-is-key/ Hello, and welcome to another episode of CISO Tradecraft -- the podcast that provides you with the information, knowledge, and wisdom to be a more effective cybersecurity leader.  My name is G. Mark Hardy, and today's episode is something special for us and we hope for you as well.  It's hard to believe it but CISO Tradecraft has been producing episodes for about two years now.  This is our 100th episode!  We've covered quite a bit of ground over that time, and we thought we would do a little reflection on our previous episodes and highlight seven differentiators that set World Class CISOs apart from others.  So, stick around and learn these seven tips that will enable you to enhance your CISO Tradecraft and help you have a more successful career.   The first tip we want you to understand is that you must always help others to understand your viewpoints through Connection.  Now there is one thing to note:  the way you connect depends on the size of the audience.  We observe that there's usually three different audience sizes that you will connect with: Individuals or 1:1, Small Teams (between 2 and 20), and Large Groups (more than 20).With Individuals it's all about building the one-on-one connection.  An example of folks who excel at building connections are spies.  Spies have a mission to build connections with others and recruit them to share important information.  Now if you go back to Episode #84, we brought Robin Dreeke on the show to talk about Building Relationships of Trust.  Robin was a long time FBI agent who excelled in recruiting and turning Russian spies.  In the episode, Robin talked about the key to building relationships of trust.  He mentioned four key recommendations:Seek the thoughts and opinions of others; Talk in terms of priorities, pain points, and challenges of others; Use nonjudgmental validation (i.e., seek to understand others without judging); and Empower others with choices and give them the cause and effect of each choice. There's a lot more detail in that episode, so be sure to check it out if you haven't yet listened to it.  We would like to add one more key point to these thoughts from Robin.  It's about seeking the thoughts and opinions of others.  You might be thinking to yourself, how do I connect with others, so they actually tell me their unfiltered opinions?  Jim Lawler, a 25-year veteran CIA operations officer came on Robin's Dreeke's Forging Trust podcast and provided a very interesting quote, “You don't recruit people when you are in transmit mode.  You recruit people by listening.”  Therefore, find ways to listen with great questions.  Imagine if you asked these three powerful questions from Andy Ellis: What is the stupidest risk that we are not taking care of that no one has dealt with? What is the dumbest security control that gets in your way? What is something that you wish we did better in security? Now after you ask those three questions, take Jim's advice, and just listen.  We mean to actively listen to every word coming off of the other person's lips.  Don't just listen for the purpose of responding right away and providing your opinion and guidance.  Remember, good listeners are very hard to come by.  It's uncommon to find people who really take an interest in others.  So, listen with the purpose of understanding what the other person wants, not what you intend to say back.  When you care enough to truly listen, people feel heard, which generates a connection. Small Teams - In addition to listening with others you will often need to connect with small teams.  This might be your executive leadership team.  It might be your boss and your peers.  To build connections with small groups you must enable Conversations of Candor.  If you haven't heard of the word candor it means the quality of being open and honest in expression or frankness.  Here's two examples of doing that:On Episode #27, we talked about how the Boy Scouts use the concept of Roses, Buds, and Thorns.  For those who were scouting leaders, after each campout you would talk about what's going well (i.e., roses), what new ideas are working (i.e., buds) and what are the things you want to stop (i.e., thorns).  By consistently asking these questions in each of your staff meetings, you enable everyone the opportunity to speak their mind.  They have a venue to speak up.  Now if you really want to connect with small groups and build trust, then please act on their guidance.  If someone says a particular person isn't responding, reach out to that other individual and say, "I would appreciate if you could assist so-and-so with this problem."  You're using the power of your leadership position to influence this other person.  When you step in for your team and work to help them, they will consider you as a good leader who helps his or her people.  [Navy story] By doing this, you enable trust and strengthen connections. Another example of creating conversations of candor is problem framing.  Note you can learn about all the steps in problem framing from Episode #14, How to Compare Software.  Now in today's discussion we're not talking about software but about people, but in that episode, we talked about the importance of applying problem framing to understand limitations and politics.  The first two steps of the seven in that methodology were defining the problem and stating the intended objective.  To best solve problems in an organization, it's important everyone agrees that something is a real problem worth focusing on.  If each person has a different problem in mind, then there really isn't going to be any meaningful agreement.  Start by getting consensus -- we all agree this is the exact problem we are solving today.  Once the room agrees on a problem, you need everyone to agree on an intended objective.  You can think of these as SMART goals.  You know the acronym: specific, measurable, achievable, relevant (or realistic), and time bound.  For example, let's say that today our organization is unable to retain quality talent.  We see many of our best and brightest going to other companies for more money.  So, your organization creates an intended objective.  For next year, we will seek to retain 80% of our employee population throughout the year that are not retiring.  This metric will enable our company to measure ourselves each month to see if we are successful and will allow everyone to connect by working together on the same issue.  Naturally, there needs to be resources allocated to achieve this goal; but if you have this stated objective in place, you're much more likely to set up your organization for success. Large Groups- The last audience size is large groups.  In large groups you don't have the opportunity to connect with everyone and have detailed conversations.  Additionally, with over twenty folks it becomes very difficult to have a conversation with everyone being able to provide their opinions and feedback.  So, for this audience, we recommend using gamification techniques to build connections.  Most executives are competitive.  We have all been involved in friendly competitions growing up as well as many of us have played some type of organized sport.  So, if we can create a game that increases active participation, provides immediate feedback, includes dynamic interaction, has competition or novelty, and improves a company's ability to achieve a goal, then you are on to something truly special.  If you would like to learn more about gamification concepts and the four player types that you need to support, please check out Episode #65 which is entitled, "Shall We Play a Game?"   The second differentiator of the seven used by World-Class CISOs involves understanding how to build an effective metrics program that drives ownership and accountability.  If there isn't someone accountable, then chances are the project is going to fail.  So, we need to have an accountable party and a good metric to show progress.  Remember, that which gets measured gets done; that which gets done well gets funded again.  To create good metrics, we want to you use the 4 Lines Approach.  Every metric needs a start line, a trend line, a goal line, and a timeline.A metric needs to have a Start Line to show the current status of where the organization is right now.  This allows the accountable parties to have a scoreboard.  You can think of playing a pick-up game of basketball.  If you are just playing for fun, people might not play their best.  However, if you put up a scoreboard, suddenly it becomes competitive, and players put forth a little more effort.  This helpful competition increases individual as well as team productivity. A metric should have a Trend Line to show how things have gone over the past four months.  Are things getting better, getting worse, or staying the same?  This tells management when something is going wrong, because negative trends indicate we need to change our course of action.  For example, if we see that the number of high and critical vulnerabilities on our SOX applications continues to increase, then we need to identify the root cause.  Are there enough resources on those teams, is something wrong from an architecture perspective, are our vendors not giving us the support we need, and so on?  If you are not watching the trend line, you will miss identifying when things are forecasted to go bad and end up taking corrective action much later than you could have. Metrics need a Finish   Line- This is a goal that the organization is targeting.  It has a clearly defined definition of done.  For example, let's say we really care about ransomware and being able to restore critical applications from offline backups.  We need to be specific on our restoration capabilities.  If a server goes down do we have 4 hours, 8 hours, 24 hours, or more before it catastrophically impacts the business?  This matters since the business is going to have to both recreate all of the data lost in that amount of time as well as account for loss of operational efficiencies when key IT systems are down.  Compliance can have a big impact on this as well, so make sure you know your requirements. Metrics also need a Timeline- We need to set a time to which we hold people accountable for reaching the finish line.  Goals or definition of "done" might go on forever, which isn't what you want.  You want results and that comes from accountability.  Therefore, ensure every task has a clear owner with a clear deadline.  Note if you want to hear more about these four lines, please check out Episode #69 on aligning security initiatives with business objectives.   The third differentiator of seven for World-Class CISOs is understanding the shift between being competent versus being effective.  On Episode #62 entitled Promotion Through Politics, we talked about the four major phases in your career and the different skillsets you must display to get promoted.  At first you are an individual contributor.  In this role you get promoted by demonstrating technical skills.  This phase usually lasts several years, and if you are proficient in your area of expertise, you'll get promoted to first line manager.  [If we use the Navy as an example, if you're a skilled pilot you'll compete well for promotion to Lieutenant Commander, or Major in the non-sea services.]  Here you must demonstrate your management skills -- executing to budget, managing paperwork effectively, meeting deadlines.  If you learn and do all this well, you get to become a manager of managers and are welcomed into middle management.  [Back to the Navy, if you do well as a department head, you'll be a strong candidate to promote to Commander (or Lieutenant Colonel) and select for Executive Officer or Commanding Officer.]  This is where you must demonstrate leadership skills -- inspiring and strengthening your team, setting and achieving stretch goals, accomplishing your mission through innovation.  [Today, less than half of those officers will be offered a promotion to Captain (or Colonel.)]  If you've seen the Top Gun Maverick movie, you'll see that Tom Cruise's character as a Captain does all of these things -- he portrays a seasoned leader building a team, teaching teamwork skills, inspiring confidence, and leading by example rather than just playing a hotshot pilot competing against his peers as he did in the first movie (although he still is the best of the best in the cockpit, but I don't want to spoil any of the plot if you still want to see it.)  This is where you get some of the most rewarding opportunities in your career -- leading men and women in accomplishing great tasks.  Many careers top out here.  Brigadier General Jeremy Horn writes in his article, The 10 Secret Rules of the Colonel, "Colonel is the last rank that you can make through personal effort.  Everything from here on out is luck and timing."  He's right.  Invitations to the executive suite, known in the military as Flag Officer, requires excellence in your record, your reputation, and your relationships.  If you want to read some more of my thoughts on that topic, look up my article on Running Up the Flagpole.  Finally, if you are lucky and haven't burned too many bridges you get welcomed into the executive level.  [In the Navy, that would be promotion to Rear Admiral (Brigadier General), a selection rate by the way that was less than 1% in my community.  Think about that -- 99% of Navy captains retire as captain.  Essentially, you can consider this as your terminal pay grade.  That realization does one of three things -- there are a few that hit cruise control and are on what we call the ROAD program -- retired on active duty.  The majority work well in their roles and serve honorably and effectively while looking for a good civilian job to transition out of the military.  But for a handful of us, it became "no fear" -- leadership couldn't hold not getting your promotion over your head if you took a risk and lost, so you go for things that are considered impossible and make them happen.  [pin on story]  If you consider some of the names you might remember from the military -- Colonel John Boyd's OODA Loop -- observe, orient, decide, and act; Colonel David Hackworth, the most decorated officer from the Korean War and the Vietnam War with two Distinguished Service Crosses, ten Silver Stars, and eight Bronze Stars -- they retired as Colonels, not Generals].  In this final career phase at the very top, it's not about leadership, it's all about politics.  Leaders show their political acumen to get recognized as being able to serve at this level.  Those who do not understand this think they're just brown-nosing, but it really is a manner of virtue-signaling, IF done at the right point in one's career.   Now as you are moving between levels in your career there's one subtle thing that we want to you understand about executives.  It's this concept of being competent versus being effective.  When you are in an individual contributor and first line manager roles, you must be competent.  For example, a pentester who can't go hands-on to the keyboard to find vulnerabilities isn't providing much value.  A firewall engineer who can't change the access control rules isn't helping.  You must display competence.  However, by the time you are a manager of managers you aren't touching a keyboard much anymore.  So, your competence isn't as important.  It's important you know what good looks like so you can provide your team guidance.  However, your ability to troubleshoot a firewall is probably behind you.  You need to make the shift to focus on effectiveness.  Instead of improving only yourself, you need to improve the effectiveness of the people assigned to you.  If you could make everyone 100% more productive, then that is like having twice as many people on your team.  Here's another example.  There was a company that hired a CISO who wasn't technical.  He had never had traditional cyber security roles such as running a Security Operations Center, building a compliance organization to keep auditors happy, or implementing antivirus and firewalls.  However, this CISO was really good at connecting with others and getting resources.  After meeting with all the technical experts within the cyber organization, he learns they needed funding.  So, he plays a round of golf with the CEO and gets the resources necessary to increase the team size to the appropriate levels.  Later on, he gets asked technical questions by the CIO about why the application security tools have so many false positives.  He responds that he will discuss this concern with his technical experts.  Later on, he brings those experts into a meeting where they brief the CIO on why the AppSec tools have issues and the recommended way forward to fix them.  This resolves the CIO's concerns.  We mention this story because the CISO was not competent as an application security expert.  However, he was extremely effective in his role.  Of course, competent CISOs can do more, but the main point we want you to understand is at the executive level you need to spend your time learning how to get things done more effectively, and you do this by enabling (or coercing) others to accomplish the work, not by becoming increasingly competent as a technical contributor.   The fourth differentiator of World-Class CISOs is they are amazing communicators.  Who wants to listen to a boring presentation?  The answer is no one.  So don't be that type of speaker.  Imagine you are a world class communicator that your CXO peers love hearing from.  That type of speaker is going to get invited to talk again and again.  When that happens, you get the opportunity to influence, to change behavior, to discuss high priority risks, and to be seen.  This is all goodness.  On Episode #61, we talk about presentation skills and how to give great presentations.  We discuss a JP Phillips Ted Talk that explains if you want listeners to remember your talk, try adding a cliffhanger.  If you want to build trust with a team, then tell something vulnerable about yourself.  Finally, if you want people to be focused and relaxed, try being overly dramatic or funny.  Also don't just try to communicate via email and PowerPoint.  On Episode #75, Avoiding Death by PowerPoint, we talk about using escape rooms, tabletop exercises, and polls to create unique experiences that others will enjoy.  Mix it up a little and you'll improve your ability to influence others.   The fifth differentiator that sets up World-Class CISOs for success is they align security initiatives with business objectives.  In Episode #69 we talk about profit generation, cost reduction, service enablement, and customer and market outreach as the four key objectives that build profitable growth for businesses.  To best learn the business objectives and build relationships of trust with the C Suite, you need to learn how to partner.  We give detailed explanations of this process in Episode #70, Partnership Is Key.  One example is the marketing department.  They often direct where the IT organization needs to build its next webpage or widget.  However, marketing folks are often not technical.  Now imagine if you are the CISO that really gets on well with them.  So, you and they both partner together to identify a way to send marketing material via text and social media platforms such as TikTok, WeChat, and others.  Marketing estimates this will create millions of dollars of new sales.  So, the marketing team, the CIO, and the CISO brief the CEO and CFO to ask for an additional budget to perform this effort.  The CEO and CFO hear the business case and listen to the CIO saying this can be built in a six-month time frame.  The CEO and CFO also hear from the CISO that this can be done securely.  After due consideration, they approve the funding request.  Guess what?  That's a big win for the company.  Since you were involved early with marketing, you also have the greatest opportunity to design security correctly on the new solution, versus being asked to approve something the week before going live.  So, find ways to connect through partnership and always focus on enabling business objectives.   The sixth differentiator that sets CISOs up for success is they can create effective risk governance and management processes within an organization.  The business must see that cyber is a business risk and not just an IT risk.  For example, when system XYZ is unavailable, how does that affect each of the users of that IT system?  What business processes fail?  What are the potential impacts on revenue and customer service?  This is why cyber risks need to be acknowledged by both the business owners who can identify the consequences of downtime and the IT maintainers who can actually remediate the findings.   Now one important thing to remember is approval authorities.  For example, who in the organization has purchasing authority for two million dollars of software?  Can any manager do this, or does it need to receive approval from a director, vice president, or senior vice-president?  A quick conversation with the CFO can confirm spending levels.  Once you know the spending authorities, then you can make a comparison that accepting two million dollars in cyber risk is the same as approving two million dollars in additional spending.  If a third-party risk assessment identifies two million dollars in new software risk, then the business must acknowledge the risk by either moving forward, rejecting the software, or finding a way to remediate the vulnerability before using the software.  Remember, the purpose of cyber isn't to say "no."  The purpose of cyber is to be in the business of revenue protection.  Cyber protects revenue when the business owners can make business decisions in their best interest.  Most business executives will not understand the likelihood of a system being compromised, but that's where cyber can show real value.  Cyber can communicate the vulnerabilities within systems to the business in risk committees and governance boards.  This allows cyber and the business to document the risk decisions being made.  When you document discussions and decisions based on risks and money, then you are acting like an executive.  This is the way to success.   The last world class differentiator for CISOs is they are successful in their jobs.  Want to know how to set up for success in any job?  If so, then please follow this piece of advice.  You must accomplish three things:First you need to get the job done.  If others refer to you as a "closer" for finishing the job, then you build trust.  When leadership knows they can trust you with little things, you get bigger responsibilities.  Mission accomplishment is the coin of the realm. The second thing to being successful in any job is you must cover all the angles.  Never let an overlooked detail derail you.  Good executives run efficient programs and projects that finish on time and within budget.  When things don't go as forecasted there should not be big surprises to anyone since you keep a close watch of the details.  If you keep track of the details and think things through, then you can be successful.  You can succeed in this area by creating a culture of no-fear, specifically of not shooting messengers.  Are your people confident they can come to you early with potential issues for situational awareness, consideration, or possible resolution?  Can even your most junior person speak up and point out what might be a problem?  If it isn't, don't  cut them down, but patiently point out that that issue is already covered, but thank you for keeping your eyes open, and if you see other potential problems, continue to speak up.  You make better decisions when you don't have people afraid to bring you bad news.  I think we can all imagine a global leader today that none of us would want to approach saying things aren't going well and according to plan.  Don't be that kind of boss. The final and most important thing to succeed in any job is to keep the customer happy.  Remember, if the customer isn't happy, then it doesn't matter what you have done.  The key thing to remember is determining who is the customer with every project.  Sometimes it's your boss, sometimes it's the business, sometimes it's actually an external corporate customer.  If you know who that is and you keep them happy, then you usually have a high probability that you will stay gainfully employed.   Well, we hope you have enjoyed listening to the seven ways world class CISOs set themselves up for success.  Let's recap: They focus on building connections; They leverage effective metrics programs that drive ownership and accountability; They know effectiveness is more valuable than being competent at the executive level; They are great communicators; They align security initiatives with business objectives; They create effective risk governance and management processes; and finally, They practice the three tips to be successful in any job. If you want to learn more great tips on being an effective CISO, please take a look at our GitHub Page which lists each of our podcast episodes under ten high-level topics.  Also note there's a link to each of the episodes we mentioned in our show notes.   And finally, if you learned something that you like, please help us celebrate one hundred episodes of CISO Tradecraft by leaving us a 5-star review on your favorite podcast platform -- those ratings really help us reach other security leaders.  The more CISOs we can help, the more businesses we can protect.  This is your host, G. Mark Hardy.  Thanks again for listening and stay safe out there.

How do the principles of chaotic, agile operations in the military apply to software development and event-driven systems? As a former Royal Marine, Ben Ford (Founder and CEO, Commando Development) is also a software developer, with many years of experience building event streaming architectures across financial services and startups. He shares principles that the military employs in chaotic conditions as well as how these can be applied to event-streaming and agile development.According to Ben, the operational side of the military is very emergent and reactive based on situations, like real-time, event-driven systems. Having spent the last five years researching, adapting, and applying these principles to technology leadership, he identifies a parallel in these concepts and operations ranging from DevOps to organizational architecture, and even when developing data streaming applications.One of the concepts Ben and Kris talk through is Colonel John Boyd's OODA loop, which includes four cycles:  Observe: the observation of the incoming events and informationOrient: the orientation stage involves reflecting on the events and how they are applied to your current situation Decide: the decision on what is the expected path to take. Then test and identify the potential outcomesAct: the action based on the decision, while also involves testing in generating further observationsThis concept of feedback loop helps to put in context and quickly make the most appropriate decision while understanding that changes can be made as more data becomes available. Ben and Kris also chat through their experience of building an event system together during the early days before the release of Apache Kafka® and more. EPISODE LINKSBuilding Real-Time Data Systems the Hard WayMission CtrlMission Command: The Doctrine of EmpowermentWatch the video version of this podcastKris Jenkins' TwitterStreaming Audio Playlist Join the Confluent CommunityLearn more with Kafka tutorials, resources, and guides at Confluent DeveloperLive demo: Intro to Event-Driven Microservices with ConfluentUse PODCAST100 to get an additional $100 of free Confluent Cloud usage (details)   

It's a new year at RE/MAX Lake of the Ozarks and a new season for Grow, Thrive, Inspire Podcast.  We are so excited to share this first episode of season 4!  Kaylen Banks and Jeff Krantz have an upbeat and informative conversation with our guest Adam Cantos.  Adam was a previous deputy sheriff, SWAT team leader, and police officer, and served in the U.S. Military.  He now serves as CEO of real estate giant RE/MAX Holdings and Motto Mortgage. Author of his new book, Start with a Win, Tools and Lessons to Create Personal and Business Success, Adam brings wisdom and insight for being a leader in any profession. One of the many valuable discussions in this episode is when Adam, Jeff, and Kaylen break down the difference between Curiosity and Judgement and how this can make a difference in our personal and professional life.  Adam references Dale Carnegie's How to Win Friends and Appreciate People, and reminds us how small acts of kindness can go a long way.  He says, “Share some love.  It costs you nothing, and you never run out of it.” In the business of real estate, things can sometimes be overwhelming and stressful.  Tune in to find out what Adam shares about Colonel John Boyd's OODA Loop.  This is a great tool to have in our toolbox. A highlight is when Kaylen references Chapter 3 of Adam's book.  He explains who or what ‘the Beast' is he refers to and tells us how we can have a party with it! Adam and Jeff give some key points at the end of the episode on how we can reset for 2022 and think positive!  Thank you Adam for coming on the show, for sharing your knowledge and insight that can help us all “Start with a Win!”  Connect with Adam Cantos: https://www.startwithawin.com/ https://www.facebook.com/REMAXAdamContos https://twitter.com/REMAXAdamContos https://www.instagram.com/REMAXadamcontos/ Connect with Jeff Krantz: Ig: @krantzandassociates fb: @krantzandassociatesRE/MAXlakeoftheozarks https://www.krantzproperties.com

On this episode of Lessons from the Cockpit: The good Lord gave us all two ears and one mouth for a reason. Important information is often given up because we spend too much time talking when we should be listening. One day my Boss set up two TOPGUN wannabes to be humiliated and it cost them $30 each! On a trip to San Diego, Jim and I visited the USS Midway Museum (https://www.midway.org/). Sitting in the F-4 dogfight simulator in Midway's Hanger Deck, my two adversaries' competitiveness and egos gave me a VERY important piece of information about themselves. I'm much more observant about my surroundings after flying for over 24 years. Spending a few moments with Colonel John Boyd's Observation - Orientation - Decision - Action or OODA Loop concept when I died during one dogfight gave me valuable knowledge to kill these would-be air aces over and over again. Special thanks to Wall Pilot (www.wallpilot.com) for sponsoring this episode of the Lessons from the Cockpit show. During the Vietnam war, the USS Midway's F-4 Phantom squadron VF-161 shot down five North Vietnamese Air Force MiG-17 fighters during the LINEBACKER II campaign. VF-161's F-4B Phantom II ROCK RIVER 100 downed two MiG-17 Frescos in one air battle on 23 May 1972. The graphic of Rock River 100 can be purchased for the walls of your home or office at https://wallpilot.com/product/f-4b-161-vietnam/ Please share this episode with your friends, loved ones, and colleagues. Thanks once again for listening to Lessons from the Cockpit!  

On this episode of Lessons from the Cockpit: The good Lord gave us all two ears and one mouth for a reason. Important information is often given up because we spend too much time talking when we should be listening. One day my Boss set up two TOPGUN wannabes to be humiliated and it cost them $30 each! On a trip to San Diego, Jim and I visited the USS Midway Museum (https://www.midway.org/). Sitting in the F-4 dogfight simulator in Midway's Hanger Deck, my two adversaries' competitiveness and egos gave me a VERY important piece of information about themselves. I'm much more observant about my surroundings after flying for over 24 years. Spending a few moments with Colonel John Boyd's Observation - Orientation - Decision - Action or OODA Loop concept when I died during one dogfight gave me valuable knowledge to kill these would-be air aces over and over again. Special thanks to Wall Pilot (www.wallpilot.com) for sponsoring this episode of the Lessons from the Cockpit show. During the Vietnam war, the USS Midway's F-4 Phantom squadron VF-161 shot down five North Vietnamese Air Force MiG-17 fighters during the LINEBACKER II campaign. VF-161's F-4B Phantom II ROCK RIVER 100 downed two MiG-17 Frescos in one air battle on 23 May 1972. The graphic of Rock River 100 can be purchased for the walls of your home or office at https://wallpilot.com/product/f-4b-161-vietnam/ Please share this episode with your friends, loved ones, and colleagues. Thanks once again for listening to Lessons from the Cockpit!  

On this episode of Lessons from the Cockpit: The good Lord gave us two ears and one mouth for a reason. Important information is often given up because we spend too much time talking when we should be listening. One day my Boss set up two TOPGUN wannabes to be humiliated and it cost them $30 each! On a trip to San Diego, Jim and I visited the USS Midway Museum (https://www.midway.org/). Sitting in the F-4 dogfight simulator in Midway's Hanger Deck, my two adversaries' competitiveness and egos gave me a VERY important piece of information about themselves. I'm much more observant about my surroundings after flying for over 24 years. Spending a few moments with Colonel John Boyd's Observation - Orientation - Decision - Action or OODA Loop concept when I died during one dogfight gave me valuable knowledge to kill these would-be air aces over and over again. Special thanks to Wall Pilot (www.wallpilot.com) for sponsoring this episode of the Lessons from the Cockpit show. During the Vietnam war, the USS Midway's F-4B Phantom II squadron VF-161 shot down five North Vietnamese Air Force MiG-17 fighters during the LINEBACKER II campaign. VF-161's F-4B Phantom II ROCK RIVER 100 downed two MiG-17 Frescos in one air battle on 23 May 1972. The graphic of Rock River 100 can be purchased for the walls of your home or office at https://wallpilot.com/product/f-4b-161-vietnam/ Please share this episode with your friends, loved ones, and colleagues. Thanks once again for listening to Lessons from the Cockpit!

The legendary Fred Leland came on the show (one of the first guests we had - THANK YOU!) again and slapped Ayman and Peter around. FULL DISCLOSURE: Ayman was drinking. Peter was NOT as he had shift in a couple hours.  (Savagery)  Fred's mental capacity to understand and TEACH the OODA loop is beyond any teacher's comprehension and ability (Short of Colonel John Boyd himself - although we believe Fred brings it to some next level application) observe–orient–decide–act - the OODA loop is now applied to understand any operations and learning processes.  Even if you have heard of it - have a listen to get the UNDERSTANDING we all need.    Email us: ProjectSapient2020@gmail.com #StaySafe #StaySapient Please like our YOUTUBE channel- Click here  Thanks to our thousands of listeners worldwide and check out our awesome (and NEW) supporters links below!  Vector Shields Gym Junkies Havok Journal LiveBoston617  WellnessForWarriors ODkit.com Eagle Eye Firearms GunTrack.app          

This week, a profound exploration of abstract strategy - and specfically Colonel John Boyd's OODA loop concept - with former Commando and professional technology strategist Ben Ford. If you are interested in any aspect of good decision-making under pressure, this is one you won't want to miss.Boyd's OODA (Observe, Orient, Decide, Act) loop, is a powerful concept that describes how individuals and groups (and even entire armies or organizations) make and optimize decisions. Boyd, a US military fighter pilot, developed the concept over many decades of research, reflection, and practical experience. Ben Ford has studied Boyd's theory and its implciations extensively, drawing on threads from mathematics, evolutionary biology, manufacturing, and military command structures to provide a deeper context for his work. the origins and central concept of the OODA loop using OODA in combat to disorientate and destroy decision-making structures how expectation shapes observation (and leads to dangerous biases) implicit guidance as applied to everything from martial arts and military combat to motorcycles and manufacturing Many thanks to Ben for such a fascinating and powerful discussion. Find out more about John Boyd and the OODA loop in his biography, Boyd: The Fighter Pilot Who Changed the Art of War Find out more about Ben's work at https://commando.dev, or follow him on Twitter at @commandodev

Do your everyday actions and your technical competence effectively serve the stewardships you are appointed to? Just how does that work? Well, Colonel John Boyd is a strong example of striving to do just that. And so is Jesus Christ. Join Kevin as we explore “designing for stewardship.” // Download this episode's Application & Action questions and PDF transcript at whitestone.org.

In our latest Armada Electronic Warfare Podcast we catch up with Anthony Nigara of L3Harris to discuss how multifunction EW can help Multi-Domain Operations. Descriptions differ but broadly speaking Armada defines Multi-Domain Operations, known as ‘MDO' in Pentagon parlance, as integrated operations with sea, land, air and space forces at the tactical, operational and strategic levels enhanced by the integration of personnel, sensors and platforms for the rapid sharing of data. This integration is intended to allow friendly forces to navigate the famous OODA (Observe, Orient, Decide and Act) loop of strategist Colonel John Boyd at a quicker pace than one's adversary. In our latest Armada EW Podcast, we chat to Anthony Nigara, vice president of strategy and business development in L3Harris' space and airborne systems division. He shares his views on multifunction electronic warfare and what it can contribute to MDO.

On today’s episode, Greg and Brian are doing a breakdown of Colonel John Boyd’s OODA Loop. Some of you may have heard of this before but for those that haven’t the OODA loop stands for Observe Orient, Decide, Act and it is a decision-making process that can be used effectively in rapidly unfolding situations. The reason they are discussing this highly complex decision-making model is that it is often misrepresented or oversimplified to the point of it becoming cliché. Brian and Greg cover a number of topics in this episode including psychological intimidation & De-escalation, information theory, decision theory, and what Greg refers to as the “Willy Wonka Effect.” We’ve provided some links in the episode details that will lead to the books or publications that we reference in the episode. Please don’t forget to follow us on social media, you can find the links in the episode details, and if you enjoy the podcast, please tell your friends about it!Thanks for tuning in and we hope you enjoy the show! Episode LinksBrian’s Facebook: https://www.facebook.com/BrianM12345Daniel Kahneman: https://www.amazon.com/s?k=kahneman&crid=3TVD0D29W1W89&sprefix=khan%2Caps%2C247&ref=nb_sb_ss_i_3_5 Gary Klein: https://www.amazon.com/s?k=Gary+Klein&ref=nb_sb_noss_2Marty Seligman: https://www.amazon.com/s?k=marty+seligman&crid=3TF97ZZFJMFQU&sprefix=marty+seligma%2Caps%2C317&ref=nb_sb_ss_i_1_13 Contact LinksFollow us on FaceBook: https://www.facebook.com/HBPRA/Instagram: https://www.instagram.com/arcadia_cognerati/YouTube: https://www.youtube.com/channel/UC1S7E4hgSfLVWi4jGlKKqawWebsite: https://www.arcadiacognerati.comTwitter: https://twitter.com/A_CogneratiItunes: https://podcasts.apple.com/us/podcast/left-of-greg-podcast/id1448181902Spotify: https://open.spotify.com/show/1BgPDLkWp5iptfZOnXvSSEMusic from https://filmmusic.io "District Four" by Kevin MacLeod (https://incompetech.com)License: CC BY (http://creativecommons.org/licenses/by/4.0/)Support the show (https://www.patreon.com/LeftOfGreg/)

Rear Admiral Paul Becker, USN (Retired), is an author, speaker and board member with extensive experience in intelligence operations. During his 30 year career as a naval intelligence officer he lead major operational intelligence efforts, rising to the position of Director of Intelligence (J2) for the Joint Chiefs of Staff. Upon retirement from the Navy he formed a consultancy delivering solutions and lessons learned around intelligence to corporate America. He is also a professor, teaching at the US Naval Academy and the University of Virginia.  Paul is renowned for his ability to translate military leadership principles into corporate pillars of performance, productivity and profit. In this OODAcast we ask Admiral Becker for his insights into what intelligence is and how to evaluate it, the difference in leadership and management, and the nature of the shifting threats in the modern geopolitical environment. We examine some of Paul's personal heroes and discuss the continuing legacy of Colonel John Boyd. We also ask Admiral Becker about his reading habits including the books he taps into for inspiration. Related Resources: The Intelligent Enterprise Series: Special reports from OODA focused on corporate intelligence Useful Standards For Corporate Intelligence: Based on lessons learned from the US intelligence community and corporate America Optimizing Corporate Intelligence: Tips and best practices and actionable recommendations to make intelligence programs better. A Practitioner's View of Corporate Intelligence: insights aimed at corporate strategists seeking competitive advantage through better and more accurate decision-making. An Executive's Guide To Cognitive Bias in Decision Making: Cognitive Bias and the errors in judgement they produce are seen in every aspect of human decision-making, including in the business world. Companies that have a better understanding of these cognitive biases can optimize decision making at all levels of the organization, leading to better performance in the market.

The Big Themes: • If you’re a CEO, CFO, CIO, or board member – how “natural” and “normal” are your video meetings? Some suggestions on excellent and inexpensive gear to optimize effectiveness of video meetings. • You wouldn’t fly on a cropduster to meet a big client in person—so don’t use crappy video/audio gear to meet them online. • Embrace the OODA Loop: fighter pilot Colonel John Boyd invented the notion of an OODA loop – we Observe, we Orient, we Decide, we Act. That’s an ideal model for today’s sense-and-respond world. • As budget season approaches, some helpful hints on how to strategically set IT budgets to align with our always-on digital world. The Big Quote: “So over the years, I've amassed a whole bunch of toys that helped me work in what used to be airports. I remember airports.” This episode is brought to you by BMC Software.

We’re still in the midst of COVID-19. We wanted to see how someone like David Purdy would approach this problem from a data and data science perspective. He didn’t let us down by introducing high-level concepts like the OODA loop, developed by Colonel John Boyd for combat operations process, and his own Onion Diagram which Read More ...

As a military aviator he was exceptional.  From a starting point that had him at a disadvantage, 40 seconds was how long it took him to get behind you for the kill! His flying skills weren't the reason we remember Colonel John Boyd as his ideas would change the whole direction of military aviation.  A maverick who would lead a like minded group known as the Fighter Mafia, he was a brilliant as he was controversial.  His lasting legacy would include the concept of fighter manoeuvre diagrams and the OODA loop. This is his story.       Images under Creative Commons with thanks to the US Gov, P E Moran and John Golan.

In this episode, Mick chats with Ian Brown a United States Marine Corps pilot and author. They discuss Ian's book, A New Conception of War, and how Colonel John Boyd influence the understanding of manoeuvre warfare. Ian provides a new take on the final question. Join the members' community at Patreon for Jonathan's answer to a bonus question about Boyd's most controversial theories. You can also grab a book & crack on here.

What is “maneuver warfare”? Who is Air Force Colonel John Boyd, who throughout the late 1970s and 1980s found a captive audience in the Marine Corps leadership? In Episode 11, Major Ian Brown discusses the evolution of the Marine Corps' doctrinal publication, MCDP-1: Warfighting. Furthermore, he focuses on the contribution of Air Force Colonel John Boyd, who developed a brief called “Patterns of Conflict.” This brief combined Boyd’s study of military history with his earlier technical development of Energy-Maneuverability (E-M) theory. The result was a transformational concept of warfare by maneuver, which the Marine Corps released in 1989 in a publication called “Fleet Marine Force Manual 1” (FMFM 1). FMFM 1 was later revised and updated under the direction of General Krulak, 31st Commandant of the U.S. Marine Corps. In 1997, Marine Corps Doctrinal Publication 1 was published under the name Warfighting. Maj Brown wrote a book entitled, A New Conception of War: John Boyd, the U.S. Marines, and Maneuver Warfare. The book is scheduled for release in the summer of 2018. Maj Brown highlights the context and history of the era in which the Marine Corps began to develop its doctrine of maneuver warfare. Maj Brown talks about the principal authors of FMFM-1 and later MCDP1 to include Captain John Schmitt, who was originally tasked with the writing by General Al Gray Jr., 29th Commandant of the U.S. Marine Corps. In Part 1 of this two-part interview, Maj Brown focuses on MCDP1: Warfighting as a book that is timeless because it talks about the human nature of warfighting. Furthermore, Maj Brown discusses the history of the post-Vietnam era, and then dives deep into Colonel John Boyd’s work and contribution to maneuver warfare.  In the second part of this interview, Maj Brown goes through the text of MCDP1: Warfighting in more detail.  For copies of Maj Brown’s book, A New Conception of War, send advanced requests to mcu_press@usmcu.edu Find out more at - https://www.professionalmilitaryeducation.com/

By: Tracy A. Hightower The O.O.D.A. Loop is a process we go through hundreds if not thousands of times in a single day. It is a process that defines how we humans react to stimulus. Colonel John Boyd coined the term O.O.D.A. Loop, in the 1950’s. Colonel Boyd, known as the “Fighter Pilot who changed the Art of War”, was an F-86 pilot and commander of a fighter group during the latter part of the Korean War. He believed that when at a disadvantage a competent pilot could still overcome that disadvantage by “Attacking the Mind” of his opponent. His observations led him to a greater understanding of Human reaction time and the coining of the term O.O.D.A. Loop. Colonel Boyd trained his pilots based upon his observations of Human reaction time and as a result his pilots had a 10 to 1 kill ratio over the superior Mig-15’s.Human reaction time is defined as the time elapsing between the onset of a stimulus and the onset of a response to that stimulus. The O.O.D.A. Loop, which stands for Observe, Orient, Decide and Act, is Boyd’s way of explaining how we go through the process of reacting to stimulus. First we Observe, and keep in mind that although we process approximately 80% of the information we receive with sense of sight, we can and do make observations with our other senses. For instance you might hear a gunshot and not see the person who fired it. Once you look and see the source of the gunfire you are now in the Orient stage of the process. In the Orient stage you are now focusing your attention on what you have just observed. The next step is the Decide step in which you have to make a decision on what to do about what you have just observed and focused your attention on. Finally you have made your decision and the last step is to Act upon that decision. Keep in mind that the O.O.D.A loop is what happens between the onset of a stimulus and the onset of a reaction to that stimulus.How fast is your O.O.D.A. Loop? Well, that depends on several factors that can affect your reaction time. Simple Reaction Time is generally accepted to be around 220 milliseconds (Laming 1968). In simple reaction time experiments, there is only one stimulus and one response. Simple reaction time can be gauged in a variety of ways but basically a person is asked to place their finger on a button or a switch and told to manipulate that button or switch in response to a light or a sound. In this case the person is reacting to a “Known Stimulus” during the observe step and using a pre-determined response during the decide step. It should be noted here that many researchers have found that reaction to Auditory Stimulus is faster than reaction to Visual Stimulus. Perhaps this is because an Auditory Stimulus only takes 8-10 Milliseconds to reach the brain (Kemp et al., 1973), but a visual stimulus takes 20-40 milliseconds to reach the brain (Marshall et al., 1943).A more familiar example of simple reaction time is the “Brake Light Theory” You are driving down the road and you “Observe” the brake lights of the car in front of you come on. This is a “Known Stimulus” because you expect while driving to have this happen and because you expect this, you already have a predetermined response, which is to remove your foot from the accelerator and apply the brake. From the time we Observe the brake light (Onset of Stimulus) to the time we begin to remove our foot from the accelerator, (Onset of a reaction to Stimulus) less time has elapsed than if we were responding to an Unknown Stimulus, which brings us to the Flash Bang Theory. Our reaction time is slower when we are responding to “Unknown Stimulus” such as when Joe Drug Dealer is sitting in his living room watching the Simpson’s on TV after a long day of cooking Meth. Suddenly he hears and sees an object fly through the window. Just before it (A Flashbang) goes off is the point at which Joe is saying “What the &%@#”! His reaction time is slowed by the fact that he has to respond to unknown stimulus and this does not include what the effects of the Flashbang going off will further do to disorient him. Had he been watching the Discovery channel he might have known that Police sometimes use this tactic when raiding drug dealer’s homes and it might have been known stimulus had he been expecting it.There are other factors that can affect your O.O.D.A. Loop, some of which can be overcome with training. In 1952 a researcher named Hick confirmed that by going from one response choice (Decision Step) to two, response time increased by 58%. This is widely known as “Hick’s Law” and has been repeatedly confirmed by subsequent research. It is because of this that we teach some of the things we teach such as various malfunction drills. If the weapon does not go bang when it should, the more choices our students have to choose from, the slower they will react. As an example if a student through training has learned that at any given time his/her firearm may experience a type one malfunction and he/she has trained to have a single response (move, tap, rack bang) then as in the “Brake Light” example, through training and experience the malfunction has become a “Known Stimulus” and the solution has become a predetermined response and reaction time is faster.Two factors that affect your O.O.D.A. loop during the Orient step are Denial and Emotional Filter. Denial is when you refuse to accept or Deny that this is happening to you. Emotional Filter is a lot like Denial except that you wish that this were not happening. “Oh man, please don’t let this be happening”. Both of these things can and will affect your reaction time but fortunately they can be overcome with training as this commonly happens with people who have little or no training.In 1960 Researchers Franklin Henry and Donald Rogers found that not only does increasing the number of responses affect your reaction time, but also by increasing the complexity of the tasks, induces stress that can adversely affect your reaction time. While doing simple reaction time test, they told each subject to place their finger next to a switch and when they hear a certain sound, they are to flip the switch. After each subject’s time was registered and recorded they used the same group and did the same test but added another task to do after flipping the switch. The subjects were told to flip a second switch after completing the second task. In both tests, the only time recorded was the time it took to push the first button and Henry and Rogers found that the added stress of having a more complex task to perform caused each subject’s reaction time to increase by an average of 31%.Colonel Boyd also knew that other factors could affect your O.O.D.A. Loop. During his research he found that Fatigue was also a factor. He and his pilots were flying F-86’s and although they were slower and less maneuverable than the Mig 15’s they were flying against, The F-86 was fully hydraulically controlled and the Mig 15 was only hydraulically assisted. This meant that Boyd’s pilots could operate their aircraft with easy and gentle manipulation of the controls, while the Mig pilots had to work harder to maneuver their aircraft. Boyd found that the more his pilots maneuvered and the longer a dogfight persisted the more fatigued the Mig pilots became and the slower their reaction time became until the F-86 pilots were able to maneuver their aircraft into a position of dominance.As Instructors we are always striving to find ways to give our students the advantage in a fight while diminishing their opponents will and ability to fight back effectively. Making sure our students understand the O.O.D.A. Loop and how we react as humans can go a long way toward accomplishing that goal. The really great thing about understanding the O.O.D.A. Loop is the realization that everybody has one and their O.O.D.A. Loop is affected by the same factors that yours is. This is one of the reasons why in nearly every drill we teach it incorporates moving. This has the effect of resetting your opponent’s O.O.D.A. Loop and giving you still another advantage. Learning how your opponent’s mind works and using tactics that allow you to take advantage of that knowledge is what we should strive to do. Colonel Boyd had it right, know your opponent’s mind and then attack it.