For it is this idea of waking up early.
Now I'm not someone that wakes up early.
I know you know long clock and you're usually up by 11.
Well, so no meetings before 11.
Okay, so I stay up quite late.
What's the best case you could give me for changing that?
And do I need to change that?
Because what I do is I flew into LA, I'm jet lagged, I'm flying back in a couple of days, I'm going to be jet lagged when I land as well.
So what I'm trying to do is just protect my sleep at all costs because I've come to learn that it's really the foundation of my performance.
So if I'm unslept and I show up at work, the chance that I'm not going to show up correctly in a variety of ways, emotionally, creatively, whatever is high and that for me is the greatest risk.
Yeah. So I just, in the last year or two of my life, I've just said, okay, proud to sleep because then everything else seems to follow.
But when I heard that you wake up sometimes at 4.45 or 4.30, like pretty much all the time.
And you, I've literally seen you on social media, upload your alarm clock day after day after day.
Okay, shit, maybe I should rethink.
No, I think if you're, if you've got a system that's working well for you and then I wouldn't change anything, right?
If you feel like you're performing well, you're physically healthy, you're getting all the work done that you need to do, you're a naturally more of a late night, late morning type person.
I'd run with it. It's, if you were telling me, yeah, sometimes I get up, sometimes I don't, sometimes I work late, sometimes I don't, I'm not, don't work out every day.
You know, sometimes I feel groggy.
If you were telling me that kind of thing, I'd say, okay, pick a time and start waking up at that time every day.
It doesn't have to be 4.40, it could be 8 o'clock, it could be 7 o'clock, it doesn't matter.
It's 11 o'clock, but try and go to bed around the same time and try and wake up around the same time.
And that's going to be a great foundation for everything that you're doing.
And I would say when you wake up in the morning, do some kind of exercise because I think that is very helpful in getting your day started correctly.
What are your non-negotiables and your life in times of habits, routines, disciplines?
I wake up early and I work out every day.
That's kind of my, that's, that's, those are the minimum requirements in my life.
Change your Jitsu. I don't get to change, change your Jitsu every single day, but if I can change your Jitsu, I'm going to change your Jitsu.
I'm going to work out every day.
If I can surf, I'm going to surf, you know.
I obviously have to work every day.
I work every day doing something.
You know, I've got a bunch of different companies.
I've got a right books, podcasts, so I work every day.
Are you ever in discipline?
Oh, yeah, yeah. Yeah. Chocolate chip cookies.
They're a discipline lapse for me.
Yeah, so yeah, I'm not a cyborg.
When people look at someone like you, that's, you know, don't all the things you've done.
You've been in a sale and you've, you've written all these books and started these companies and actually the drink I'm drinking now is one of your products, which is the, what's that in front of you there?
Yeah, it's an energy drink called the girl, cool go.
Delicious, by the way. Well, thank you.
I think my mouth has been connected to my brain during this interview, so I think it's working.
I understand there's misconceptions that people have of me because they assume it's kind of like the halo effect.
We assume because someone's done something well.
They do all things well.
But there are so many things that I think would really liberate people and make them inspired if they could see how deficient I was and so many things in my life.
You know, because they just assume that if you've done one thing, well, you have a good podcast, you have a, you must be like, you know, the perfect picture of what are the big misconceptions generally moving away from this idea of imperfection, but just generally about Jocco because you've, you realize you've become a bit of a character, right?
You know, like Navy Seal that comes with an identity package.
Yeah, I think the biggest misconception I think and it's not just me, but it's really the military in general is the misconception of this kind of authoritarian and even authoritarian dictatorship from a leadership perspective.
And even when we were having this conversation, I said, I'm going to let, I'm going to let my subordinates plan.
And you kind of had a stunned look on your face.
Like, what are you talking about?
Why would you let your subordinates plan?
And so there's an idea and a misconception that the leader is going to stand up and bark all the orders.
So that's one misconception.
Another one is I look like a Neanderthal and so people think I'm going to scream and yell at everybody and I never yell at anybody.
You know, my business partner, Lafabin, who's worked with me, who's in my task unit at Seal Team 3 and deployed to Rolotti with me and we now, we've written a couple books together, we have a business together.
And he was like my direct subordinate in Ramadi and during a workup and you know, like I'm never yelled at him.
And he likes to point out that he gave me plenty of reasons to yell at him, but never yell at him because what, what could is that?
And by the way, if I have to yell at somebody, what does that say?
That means if I have to yell at you to get my point across as a leader, I've made like 47 other mistakes.
My goal is that I don't even have to say anything.
That's my goal as a leader.
My goal is I don't have to say a word and you already know what to do and you make it happen.
And I look at you and give you a thumbs up and say good job.
That's my goal. So I think the biggest misconception is the idea of someone in the military or myself being a authoritarian leader, being very close-minded.
You know, I got asked a question the other day about, you know, if you were, if China attacked Taiwan and you were taking troops in there, what would you be focused on?
And I said, I'd be focused on keeping an open mind because if you have a closed mind about what the mission is, about how it's going to happen, about what your troops are going to do, about what the enemy is going to do.
If you have a closed mind about those things, you're going to get caught off guard.
You have to have an open mind, you have to be accepting of the information that you're receiving.
You have to be accepting of the other ideas that other people have.
And if you have a closed mind, you're going to fall apart.
Kind of counterintuitive in some ways because the reason people often think they've been made the leader because they have loads of the correct ideas.
So I think as people often climb in life, they go, well, I've been right so much that they've put me here as CEO.
So now I need to defend my righteousness or all costs.
And when I'm not, you know, sure, because that's a weakness.
Yeah. And you quoted Steve Jobs earlier.
And I think actually it's from your book, which was, I don't hire people so I can tell them what to do.
I hire good people so they can tell me what to do.
So yes. In your leadership position, you should be listening more than you should be talking.
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