[3:01] Kerry progressed as a SEAL from the tactical area, through operational roles, and then to the strategic level as an admiral. The Special Forces, SEALs, and Rangers are tests for the human body and mind to do 10 times more than they think they can.

[5:48] A good team requires a common purpose or mission. Next, comes a shared experience or sacrifice. Everyone contributes to the best of their ability. These are the ingredients for a high-performing team.

[7:33] Kerry talks about sacrifice in a startup. Employees sacrifice high salary for shares. Founders are often on the road more than most executives, for a later payoff. Sacrificing now gives you future options.

[9:25] Kerry discusses how Naval officers achieve rank. Evaluations are not only for what they have done, but also their potential. Leadership is developing the leaders behind you. If something happens to you, the one behind you has to step up and take your place.

[13:29] Kerry talks about his advancement. He was passed over for Lieutenant Commander once, but not the second time. When he was up for Commander, it also took two times. But he made One Star Admiral before his contemporaries. Kerry follows five ‘H’s: Honor, Honesty, Humility, Humor, and Happiness.

[21:13] Military groups fight in a mission to win or lose; sports teams play a game to win; but business can be a long slog. He cites Admiral Jim Stavridis, who said to be open, honest, and collegial, and Admiral Michael Mullen, who said to listen, learn, and lead. Leaders who apply these principles will lead well.

[25:49] Competition among peers is healthy if it is balanced with cooperation. Leaders should lead people the way they need to be led. Some need a push, some need a pat on the back. Tell the contributors how they are doing, and what they need to do to be on the mark.

[29:44] In 1989, Kerry tells a hard leadership lesson he learned as the Team Commander of SEAL Team One when they deployed to the Philippines.

[37:27] Put people in the right spot for them, nurture them, and empower them, and they will surpass your expectations and surprise you with their achievements.

[41:42] No one starts at the top. He would like to help others have a smoother ride, go further, and go faster. The world needs leaders to handle complexity.

Whatever you can do, think 10 times that. You are capable of it.

Don’t let someone else determine where you’re going. You determine where you’re going. Stay on that path.

You’re going to get through that obstacle. You’ve just got to keep trying.

A high-performing team has a common purpose, a shared sacrifice, and everyone contributing to their best ability.

“A good leader can get the most of his personnel even that aren’t going all the way to the top.”

The bottom line is sustained superior performance.

If something happens to you, the one behind you has to take your place. If they’re not ready, then that’s your fault.

“If you’re doing something that you absolutely hate, my suggestion is, do something [about it].”

“You can’t be a shiny penny without a few wire brushings, and I got more than my share.”

The simplest solution is not always the best if there are unknown factors. Always listen to input.