Hard Truths: Think and Lead Like a Green Beret
By Congressman Mike Waltz, U.S. Army Special Forces (Ret.)
St. Martin's Press; hardcover, 288 pages, includes one 8-page color photo insert; $30.00; available today, Tuesday, October 22nd
Congressman Mike Waltz represents Florida's 6th Congressional district, and he is the first Green Beret to be elected to Congress and a former White House and Pentagon policy advisor. He graduated from Virginia Military Institute, served over 25 years in the U.S. Army, and is a retired U.S. Army National Guard Colonel. After he was commissioned as an Army lieutenant, Congressman Waltz graduated from Ranger School and was then selected for the elite Green Berets, and he served worldwide as a decorated Special Forces officer with multiple combat tours in Afghanistan, the Middle East, and Africa. He was awarded four Bronze Stars, and two with valor, for his action in combat.
In one Afghan village, Congressman Waltz witnessed the Taliban execute a young boy by hanging, which was done in front of his family, because he wasn't willing to join them. In another village where the unit came under attack, one of his unit's snipers watched as a young boy acted as a spotter for the Taliban. Waltz denied the sniper's request to kill the young boy, sparing his life.
These are just two of the many scenes of way that Congressman Waltz experienced, and lead to the difficult life or death decisions he faced on the battlefield, and they mold the message throughout his debut work, Hard Truths: Think and Lead Like a Green Beret. He shares how the mindset he honed in military service can help anyone, whether it's in their life, business, or politics, conquer everyday challenges.
Congressman Waltz illustrates how the Green Beret principles teach a person how to resolve urgent conflicts while maintaining core behaviors. Discipline and self-control are the best steps for character development, and a person of great character is not someone who should walk away from a crisis, and if necessary, show restraint to see a goal attained.
"Green Berets are unique in the world of Special Operations because they specialize in training indigenous peoples in guerilla warfare behind enemy lines," Congressman Waltz writes. "Alternatively, they also train and advise allied militaries in how to defeat insurgencies. In addition to possessing elite specialty combat skills, they are trained in multiple languages, local cultures, diplomacy, psychological warfare, and local politics. Often called warrior diplomats, they quietly operate in very small teams, in remote locales, with little support. In a single operation, Green Berets can find themselves gathering intelligence while also working with indigenous doctors to care for thousands of villagers and then using that intelligence to strike a key terrorist figure in the dark of night. They can build schools and clinics for tribes we seek to influence - and teach local militias how to destroy bridges ahead of an advancing enemy force. It takes a special mindset to influence warlords who could just as easily turn their guns on their American advisors if they thought it suited their interests."
Determination, persistence, and bold leadership are key elements of Congressman Waltz's book. He examines the parallels of battle to everyday life. He suggests that people learn lessons from the war in Ukraine, that you should arm yourselves and your friends before the enemy attacks. Put another way for more normal circumstances, prepare ahead for the obstacles you'll deal with on a daily basis.
Struggles that a person is dealing with may not take place on a battlefield, but Congressman Waltz says that is that person's own "war" or conflict they are facing every day. Preparation and forethought are key, and if you're not the person fully in charge, look to the phenomenon of "service leadership." This concept comes from Robert Greenleaf's essay, The Servant as Leader, which showcased those driven to lead as a result of their greater desire to serve.
Congressman Waltz has a perspective that sets him apart from most, if not all of his colleagues in Washington today. The gripping stories he recounts show the path to understanding and developing the resilience, trust, and restraint essential to making a game plan to help people face challenges and win their own battles.
In this excerpt, Congressman Waltz writes of one situation in Afghanistan that gave him the fortitude to master the skills of being a Green Beret: "The guerilla chief stood over the captive, who lay bound and blindfolded on the ground.
The prisoner had once been a notorious commander in the government regime's secret police and had hunted down and brutally murdered countless guerillas, including this chief's own men. Now, he was defenseless - and by the looks of things, not long for this world. The chief spat at the man, then looked at me.
'This piece of filth raped out women, stole from my family, and tortured my people. Now, Captain, we will do the same to him. And eye for an eye.'
My men and I had been marching for days, carrying one-hundred-pound rucksacks, to reach this remote corner of the earth. I was exhausted, and my mind was reeling. I knew I had to protest. 'To execute this prisoner is a war crime, no matter how evil he is. My team cannot be a part of that. We cannot allow it,' I said to the guerilla chief.
'Then walk away, Captain,' replied the chief, stabbing his finger toward the hills outside his camp. He was clearly irritated.
'We cannot allow it,' I repeated. In the most compassionate voice I could muster, I added, 'I understand your anger, sir.'
'You understand nothing!' the chief exploded. 'Don't lecture me, American! You would do the exact...same...thing if they killed your family!' He stepped forward, so close to my face that he was spitting on me. Out of the corner of my eye, I saw some of his men repositioning their hands toward their weapons. I sensed two of my men step out from behind me so they could have a clear shot if the situation continued to deteriorate.
This was a major test. The chief would not back down from the execution. He demanded my cooperation with it. Moreover, he let me know that the future of our relationship depended on it. If I stood aside, I would make my team complicit in a war crime. If I continued to object, I would ruin the relationship with the chief and probably surrender precious American influence in an area where we needed it most. A tactical loss by me would lead to a strategic defeat for the United States in this part of the world.
One of the most consequential things a Green Beret does is make momentous moral calls, with strategic implications, in extreme circumstances. There is often no time for quiet reflection or to ask for guidance. I was hungry. I was tired. I had been on near-constant patrols. Now, I had to deal with an impossible situation. My mind raced. I asked the chief to speak privately, and thankfully, he agreed.
Man to man, I leaned in and said quietly, 'He's worth more alive than dead. Think of the intelligence value this guy has. He is from the secret police. He knows how and where the government's security forces are operating.'
The chief considered it silently, his gaze Stony. Finally, he said, 'Okay, Captain. Maybe you're right.'
Inwardly, I exulted. The chief continued, 'We will torture him for all he knows.'
Exultation over. This was getting worse. I could no more allow this man to be tortured than I could allow him to be executed out of hand. That was also a war crime. Contrary to the imagination of many, we don't condone torture, even in dire circumstances. I had to think of something - and I had to think fast.
'The CIA,' I blurted out, 'has the best interrogators in the world!'
The chief furrowed his brow. Here I was grasping at finding a common interest. We both wanted intelligence from this prisoner. The CIA had a legendary and infamous status around the world. Our allies and foes believed the agency was full of James Bonds and Jason Bournes. Maybe I had an outside chance of playing on that.
'Can you get this man to the CIA?' the chief asked, interested by skeptical.
'Yes,' I said.
'But how can the CIA do better than my men?' We can cause him pain. He will talk,' he said.
I had no choice but to lie. 'The CIA has truth serum and methods that will make any man talk.' I tried to imply that the methods might be too unpleasant to mention. 'It is impossible to lie to them,' I said, hopeful that Hollywood had penetrated even to this part of the world.
The chief considered the offer. The pause was painfully long. 'Yes, that is a good idea.' When your CIA is done with him, we will deal with him our way.' He shook my hand and walked away. I breathed a sigh of relief. I had prevented an execution - and preserved the relationship. Mission accomplished - for now."
READ ALONG WITH: The recently-released book by Jocko Willink and Leif Babin, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win (St. Martin's Press; hardcover, 336 pages; $30.00). Willink and Babin confront the conventional wisdom that a leader must be willing to take charge and make hard, crucial decisions for the benefit of their team and the mission, while at the same time, being a leader also means being a good follower. Please click here for our review from October 1.
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