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????自從奧薩馬?本?拉登被擊斃以來,，全世界對海豹突擊隊（Navy SEALs）的興趣與日俱增,。我承認，我自己對他們也非常著迷,。雷迪金融集團（Ready Financial）是我的投資組合中的一家公司,，其CEO 威爾?圖穆迪便是一位退役的海豹突擊隊員（服役期1990 – 1995）,。好心的威爾向我介紹了他的一位戰(zhàn)友——布蘭登?羅杰斯（服役期1990 - 2000）,。不久前，布蘭登為包括我在內(nèi)的,、來自美國紐約市科技行業(yè)的20位CEO及公司創(chuàng)始人講述了海豹突擊隊的故事——在他們執(zhí)行作戰(zhàn)任務背后的訓練,、計劃制定和運作情況；并且,，他還為企業(yè)家們給出了幾條相關(guān)經(jīng)驗,。從海豹突擊隊退役后，布蘭登先后加入了哈佛商學院（HBS）和麥肯錫咨詢公司（McKinsey）,，之后與他人共同創(chuàng)辦了自己的對沖基金,，豐富的閱歷讓他的觀點不但有趣，而且具有多面性,。

????討論非常熱烈,，涉及的內(nèi)容也很廣泛。布蘭登重點給出了五條關(guān)鍵經(jīng)驗：

????1. 艱苦是一種財富,。海豹突擊隊學員需要參加為期6個月的高強度特訓,，訓練的科目名為“基本水中爆破/海豹突擊隊訓練”（BUD/S）。特訓的目的是要測試候選人的體能和精神極限,。一般情況下,，訓練結(jié)束后，將有70%的學員被淘汰,。海豹突擊隊員們很快就會明白,，訓練中的折磨和痛苦，會讓他們的精神更加堅韌,，身體更加強壯,，并且逐漸喜歡上這種艱苦的環(huán)境。布蘭登指出,，對于正處于艱苦創(chuàng)業(yè)時期的公司高管們來說,，他們應該學會愛上這種艱苦，因為這會讓他們的團隊更加堅韌,，為“戰(zhàn)斗”做好充分的準備,。

????2. 80%的訓練，20%的執(zhí)行,。沒有實際作戰(zhàn)任務時,，海豹突擊隊員們會拿出大部分時間,，針對各種不同的任務進行訓練。但許多創(chuàng)業(yè)公司卻恰恰相反,，他們的管理人員通常會花全部的時間來執(zhí)行,，卻沒有給訓練留下一丁點時間。布蘭登突出強調(diào)了訓練和實踐的重要性,，涵蓋了所有領(lǐng)域——新員工入職,、管理實務等。對于針對意外狀況進行訓練的重要性,，他也發(fā)表了自己的看法,。他認為，兩年前,，在拯救人質(zhì)時,，三名海豹突擊隊員同時擊斃三名索馬里海盜，便是這種訓練的成果,，因為他們做好了應對任何情況的準備,。聽完那個例子，在座的CEO們都睜大了眼睛,，他們肯定是在認真考慮自己的培訓制度和情景規(guī)劃,。

????3. 每個角色都很重要。布蘭登指出了甘于平庸的代價,，即便大公司也不能避免,。每一位海豹突擊隊員都需要100%地相信，背后的戰(zhàn)友能夠拯救他們的生命,，幫他們擺脫危險,。他向在座的CEO們提了一個問題——他們是否可以同樣信任他們的管理團隊？而他們的管理團隊又是否能夠同樣信任他們的助手們,？其中一位CEO提出的反對理由是：他的公司有1,000名員工,，不可能每個人都是最優(yōu)秀的。

????布蘭登用諾曼底登陸日（D-Day）的例子作為反駁,。諾曼底登陸由艾森豪威爾和少數(shù)幾個下屬共同策劃,。他對下屬們說：“選擇12個你可以托付生命的下屬，來完成這個任務,?！泵總€人都是這樣做的。而由此產(chǎn)生的連鎖效應,，實現(xiàn)了200多萬軍隊在歐洲的成功部署,，并取得了勝利。這條經(jīng)驗說明了什么呢,？那就是,，不要把公司人員眾多作為平庸的借口,。

????4. 每個人都是可替代的。海豹突擊隊員們以幾乎完全相同的方式接受訓練,，在部隊或任務中,，沒有一位海豹突擊隊員是不可替代的。戰(zhàn)斗的性質(zhì)決定了每個人隨時都可能犧牲,。創(chuàng)業(yè)公司在執(zhí)行這一理念時,，會遇到更多困難，因為專家和超級明星在公司里是不可或缺的,。但是布蘭登的建議是,，一定要針對各種人員狀況,，全面考慮應急方案,。

????5. 沒有經(jīng)過實踐檢驗，你永遠無法衡量一個人,。前文提到,，海豹突擊隊的訓練課程會淘汰70%的學員。布蘭登表示,，他認為永遠不會退出的人最終卻退出了,，而其他人被證明適應能力更強，更加堅韌,，遠超出他的想象,。除非你對你的手下真正進行過測試（見“艱苦是一種財富”），否則你永遠無法確定,，誰會勇往直前,，而誰又會畏縮不前。根據(jù)模式識別,，有一點是可以確定的,，那就是，那些嘴上強硬,，夸夸其談的家伙,，在面對逆境的時候，通常是最先退縮的人,。忍耐的力量和決心對于創(chuàng)業(yè)公司非常寶貴,。如果你的員工擁有這種品質(zhì)，好好珍惜吧,。

????在聚會結(jié)束時,，對于那些為國家服務的勇士，還有培養(yǎng)出如此始終如一,、如此卓越的“產(chǎn)品”的機制,，所有人都非常感激,。布蘭登也是海豹突擊隊基金會 （Navy SEALs Foundation）的聯(lián)合創(chuàng)始人。該基金會是一家非營利性組織,。并非每次行動都像幾周前在巴基斯坦那么順利,，如果海豹突擊隊員們因執(zhí)行任務出現(xiàn)閃失，該基金會將幫助照顧他們的家屬,。這讓我很受鼓舞,，宴會一結(jié)束，我便為該基金會捐款,。這里有更多相關(guān)內(nèi)容,。

????最后提到的一點很有趣：布蘭登注意到，海豹突擊隊員的妻子 們在丈夫面前都非常強勢,。她們會讓自己的突擊隊員丈夫倒垃圾,、洗碗和換尿布——不論他們在戰(zhàn)場上取得了多么驕人的戰(zhàn)績。我想,，許多創(chuàng)業(yè)公司的高管們也有類似的“妻管嚴”現(xiàn)象吧……

????本文作者杰弗里?巴斯岡是風險投資公司飛橋資本合伙公司（Flybridge Capital Partners）的一般合伙人,。

????There has been a surge in interest with the world of the Navy SEALs since the Osama bin Laden action, and I confess to being caught up in it myself. One of my portfolio company CEOs, Will Tumulty of Ready Financial, is a former SEAL (1990-1995). Will was kind enough to introduce me to a SEAL classmate of his, Brendan Rogers (SEAL 1990-2000), who joined me and 20 NYC CEOs/founders from the tech scene last night to talk about the SEALs -- the training, the planning and the operations behind their combat operations -- as well as drawing out some relevant lessons for entrepreneurs. Brendan went on to HBS and McKinsey after the SEALs and then co-founded his own hedge fund, so he had an interesting, multi-faceted perspective.

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

????1. What's hard is good.SEALs go through an intensive 6 month training program called Basic Underwater Demolition/SEAL training (BUD/S). The program is designed to test a candidate's physical and mental limits. Traditionally, by the time of SEAL graduation, the attrition rate is as high as 70%. SEALs quickly learn that the punishment and pain of training hardens their minds and bodies and adapt to embrace the tough environs. Brendan pointed out that start-up executives who go through hard times should learn to relish them, recognizing that the hard times will toughen the team and train them properly for "battle."

????2. 80% training, 20% execution.When SEALs are not on acutal combat deployments, they are spending the vast majority of their time training for a number of different types of missions. In contrast, at startups, executives typically spend 100% of their time executing and 0% of their time training. Brendan emphasized the importance of training and practice in all areas - employee onboarding, management practices, etc. He commented on the importance of training for unexpected situations. The simultaneous shooting of three Somali pirates at sea as part of a hostage rescue two years ago was an example of the kind of outcome possible when SEALs prepare for all conditions. The CEOs in the room had wide eyes and were certainly thinking hard about their training regimens and scenario planning after that example.

????3. Every seat counts.Brendan pointed out the price of settling for mediocrity, even in a big organization. Every SEAL needs to know with 100% confidence that the man behind them will be able to save their life and get them out of a bad situation The CEOs in the room were asked if they could say the same about their management teams and if those management teams, in turn, could say that about their lieutenants. One CEO objected that he had 1,000 employees in his company and couldn't possibly hire all "A's."

????Brendan replied by citing the example of D-Day. Eisenhower planned D-Day with a small number of subordinates who he turned to and said, "Select 12 men underneath you who can trust with your life to execute this mission. " Each of those men did the same. And so on and so on. That cascading effect resulted in the successful employment and combat engagement of over 2 million troops throughout Europe. The lesson? Don't let a large organization be an excuse for mediocrity.

????4. Everyone is expendable.The SEALs are trained in a nearly identical manner and no one SEAL is indispensible to the unit or the mission. The nature of combat is that anyone can be lost at any time. Entrepreneurial companies have a harder time executing on this philosophy since there are specialists and superstars, but Brendan's message was to make sure contingency plans were thought through for any set of personnel circumstances.

????5. You never know the measure of a person until they are tested.As mentioned earlier, the SEALs training program weeds out 70% of participants. Brendn conveyed that the people he thought would never drop out did while others proved to be more resilient and tougher than imagined. Until your people are really tested (see "what is hard is good"), you can never be sure who will step up and who will falter. One sure sign, based on pattern recognition, is that those that talk tough and are full of bluster are predictably those that are the first to blanch in the face of adversity. Quiet strength and determination in a start-up are invaluable. When you see it in your people, bottle it.

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

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

????Jeffrey Bussgang is general partner at venture capital firm Flybridge Capital Partners.