درسنامه تعاملی دوم

Morale – Interactive Lesson B

Hi this is AJ, and welcome to this months’ interactive lesson Part B. Al right, we’re gonna go back to the Jocko Willink essay and I’m gonna ask you questions of some of the vocab, learn this deeply, listen to every audio daily for at least two weeks.

In order to convince and inspire others to follow and accomplish a mission a leader must be a true believer in the mission.

Must a leader be a partial believer?

No, not a partial believer.

What kind of believer?

A true believer. The leader must be a true believer.

In what?

In the mission. A true believer in the mission.

Even when others doubt and question the amount of risk asking, is it worth it? The leader must believe in the greater cause.

Others often ask what?

Is it worth it? Is it necessary? Is it valuable? Should we do it? Is it worth it?

But the leader must believe in…?

The greater cause. The greater cause. The leader must believe in the greater cause.

If a leader does not believe, he or she will not take the risks required to overcome the inevitable challenges necessary to win.

Are challenges avoidable?

No, they’re not avoidable.

They are what?

Challenges are inevitable; inevitable.

So are they avoidable or inevitable?

They are inevitable. Challenges are inevitable.

Are challenges inevitable in business?

Yes, they are. They are inevitable in business.

Are challenges inevitable in life?

Yes, they are inevitable in life. They are unavoidable.

And leaders will not be able to perform or convince others, especially the front line troops who must execute the mission to do so.

What do front line troops do?

They execute the mission.

So do they perform the mission or avoid the mission?

They perform the mission. They execute the mission.

Who executes the mission?

Front line troops. Front line troops execute the mission. They do, they perform the mission.

So leaders must always operate with the understanding that they are part of something greater than themselves, and greater than their own personal interests. Leaders must impart this understanding to their teams, down to the tactical level operators on the ground.

Must they keep it secret, this understanding?

No, no, no, they should not keep it secret they should impart, they should give openly, communicate openly their understanding. Down to the tactical level operators; meaning, the people doing the day-to-day work.

Tactical level operators do, strategic work or day-to-day work?

They do day-to-day work. Tactical level operators do day-to-day work, the daily tasks, the daily work.

Far more important than training or equipment, a resolute belief in the mission is critical.

What kind of belief is critical, is important?

Resolute, a resolute belief in the mission is critical.

Is a weak belief critical?

No, not a weak belief, a determined strong belief.

A resolute belief in the mission is what?

Critical, very important, critical.

So, what kind of belief is critical?

Resolute.

A resolute belief in the mission is critical for any team or organization to win.

In many cases, the leader must align his thoughts and vision to that of the mission.

Should a leaders’ thoughts be complimentary to the mission?

Yes, yes. They should be complimentary to the mission. They should agree with the mission. They should align with the mission.

So, what should align with the mission?

The leaders’ thoughts and the leader’s vision. They should align with the mission. They should agree with the mission. They should support the mission. They should align with the mission.

Once a leader believes in the mission that belief shines through to those below and above, in the chain of command.

So, when the leader believes in the mission is that belief hidden?

No it’s not hidden.

The belief what?

Shines through, shines through. It means it’s displayed to, shown to clearly; obvious too.

The belief is obvious to those believe and those above in the chain of command. So the boss is above and the people working for you or following you below, they all can see your belief, it shines through, it’s obvious to them. It’s clear to them.

Does the belief shine through to everyone or just a few people?

It shines through to everyone, above and below. Your belief, your strong belief will shine through to those below and above you.

Actions and words reflect belief with a clear confidence and self-assuredness that is not possible when belief is in doubt.

So belief gives what, it shows what?

Self-assuredness; self-assuredness.

Which means what? It’s the same as self-confidence. Self-belief, self-confidence, selfassuredness. Self-assuredness is a little bit difficult to say; self-assuredness. Belief gives you self-assuredness.

Belief shows what?

Self-assuredness.

The challenge comes when that alignment isn’t explicitly clear.

Does this mean directly or indirectly clear?

Directly.

Explicitly means openly and directly clear.

Your belief needs to be openly and directly clear, you need to say it. You need to show it openly and directly, not hidden.

So does explicitly mean hidden or indirectly?

No. The opposite, it means directly and openly.

What means directly and openly?

Explicitly; explicitly. This is a good word, a useful word. It means clearly said, clearly communicated, openly shown, openly communicated.

What’s the word again?

Explicitly; explicitly. Your strong belief should be explicitly clear, as a leader.

Because, when a leader’s confidence breaks, those who are supposed to follow him or her see this, and they also begin to question their own belief in the mission. Every leader must be able to detach from the immediate tactical mission and understand how it fits into strategic goals.

So, does every leader need to connect to the short-term mission?

No, no, no, no. He’s saying the opposite, every leader needs to detach from, disconnect from, the immediate –meaning right now– tactical mission; short-term mission.

Why does the leader need to detach from the tactical mission, sometimes?

Because he needs to understand what kind of goals, strategic goals. The leader needs to remember and understand strategic goals, long-term goals, long-term plans, long-term mission/missions. That’s why the leader needs to detach from, disconnect from the shortterm mission sometimes.

When leaders receive an order that they themselves question and do not understand, they must ask the question why?

So, as a leader, maybe your boss gives you an order, tells you, you need to do something or your team needs to do something. If you don’t understand why, if you don’t understand the purpose than you need to go back to your boss and ask questions until you completely understand why. You need to understand the long-term mission. You need this to be an effective leader. You need to ask, why are we being asked to do this? You must step back, take a break and deconstruct the situation.

What must you do to the situation?

Deconstruct the situation.

Does that mean to put together the situation?

No, the opposite, not put together the situation, you need to take apart the situation. You need to look at the little pieces of the situation, take it apart.

Deconstruct the situation, analyze the strategic picture What do you need to analyze?

The strategic picture. It means the long-term situation.

What means long-term situation?

Strategic picture, the strategic picture.

Is the strategic picture the short-term or the long-term situation?

Long-term, it’s the long-term situation, the strategic picture.

If the leader cannot determine/decide a satisfactory answer they must ask questions up the chain of command until they understand why.

So, if you as the leader don’t understand why, you need to ask questions to your bosses or your bosses boss, up the chain of command.

If front line leaders and troops understand why, they can move forward, fully believing in what they are doing. It is likewise incumbent on senior leaders to take time to explain and answer the questions of their junior leaders.

So, is it necessary or unnecessary for senior leaders to answer questions from junior leaders?

It’s absolutely necessary. It is incumbent on, incumbent on.

It is incumbent on junior leaders to answer questions of their bosses?

Maybe, but he’s not saying that.

He’s saying what?

It is incumbent on senior leaders to answer questions. It is incumbent on senior leaders to take the time to explain and answer questions.

Whether in the ranks of military or in a company, the front line troops never have as clear an understanding of the strategic picture.

Usually, do the front line troops, the day-to-day workers, do they usually understand fully the strategic picture, the long-term big goals?

No. He’s saying not usually. He’s saying usually the front line troops never have a clear understanding of the strategic picture.

The senior leaders anticipate, they might anticipate, they might what? What does anticipate mean?

Guess or expect. The senior leaders might expect, might guess that the workers understand everything, but in fact they don’t.

That’s why it is critical that those senior leaders impart a general understanding of that strategic knowledge, the why, to their troops.

So senior leaders need to what?

They need to impart understanding of the strategy.

Do they need to give or take away understanding?

They need to give.

They need to give and communicate understanding of what?

Strategy, strategic knowledge; meaning, long-term knowledge, long-term goals, long-term mission.

What kind of knowledge is that?

That’s strategic knowledge, strategic.

Is it strategic knowledge or tactical knowledge?

It’s strategic. Tactical is short-term, strategic is big and long-term.

So, what kind of knowledge do senior leaders need to impart?

Strategic, they need to impart, they need to give and communicate strategic knowledge, big mission, long-term goals. Strategic knowledge is the why, the purpose, the why.

They need to impart, give, communicate; they need to impart this general understanding to their troops.

What are troops?

Troops are soldiers or in business we might use this word to describe workers. Troops, team members. Troops are workers or soldiers. The direct meaning is soldiers, fighters.

So senior leaders need to impart strategic knowledge to their what or whom?

To their troops.

Okay, that is the end of Part B. Again, just listen to it. Answer the questions with just one word, two words is fine. Try to answer quickly. The listening, the repeated listening that’s where the power is. With repeated listening of each audio, with each lesson, you will learn the phrases, the vocabulary, even the pronunciation, even the grammar. You’ll learn it naturally and automatically. So the listening is the most important, even if you can’t shout your answers every time that’s okay, but just listen. Listen-listen every day, daily. Listen to every audio and do this daily for at least 14 days.

All right, I’ll see you in the commentary. Bye for now