Warrior Mindset: Mental Toughness Skills to Meet Every Challenge

Introduction

The mind is not a vessel to be filled, but a fire to be kindled.

—Plutrach

There are probably as many different definitions of leadership as there are roles for leaders. There are civic leaders, political, religious and academic leaders. There are captains of industry and skippers of sports teams. There are leaders by achievement, assignment or necessity. Some leaders are official, others just emerge. Some lead by insignia, some by action, some by both. Some lead in public and some, like the head of a family, lead in private. There are at least ten different theories of leadership and ten times ten books on how to lead.

Despite this complexity of characterizing leadership, or more precisely effective leadership, there is one indisputable reality, a requirement common to all those who would effect successful action. They have the ability to handle crisis because they possess the necessary skills to remain calm and functional when others are rendered confused or overwhelmed by difficult circumstances.

Rudyard Kipling, in his famous poetic description of what makes for mature and effective adulthood, wrote in part:

If you can keep your head

When all about you

Are losing theirs

And blaming it on you …

If you can trust yourself

When all men doubt you …

This famous 1909 poem If was inspired in Kipling after observing one military leader’s actions during the Boer Wars (Lt. Colonel Eduardo Jany, personal communication, October, 2007).

Of all the possible opportunities for leadership, however, nowhere is excellence in leadership more necessary, crucial, developed, or honorable than for those who defend our nation in the United States Armed Forces and our country’s police forces. Nowhere will a leader be more likely to have to display leadership under perilous circumstances than in the military arena or police operations. Nowhere will the stakes be higher for the leader, his troops or officers, or his country and way of life, than in military service and in protecting our streets. As Major General William Cohen, USAFR, Ret., notes in his book The Stuff of Heroes: The Eight Universal Laws of Leadership, decisions may not be as simple as right and wrong, but rather in taking the harder right.

Thus, those who lead the military and police need to possess not only the concrete skills of leadership, but also the ability to use those skills in times of extreme challenge. Consider the following question: What percentage of success in a military mission or a police encounter is due to physical skills and what percentage is due to psychological skills? (Physical skills refer to such abilities as shooting, physical conditioning, rappelling, and even weaponry. Psychological skills refer to staying focused, making decisions under stress, not getting angry, and not freaking out).

While, perhaps somewhat surprising, experience shows that up to 90 percent of successful performance is attributed to psychological skills. Rarely is that number reported to be less than 40 percent. This comes from talking with military personnel, police officers, including SWAT Tactical Team members, and other emergency responders who engage in life and death situations.

Quite some time ago, Remsberg (1986) addressed this issue in a slightly different way, but with the same conclusion in working with police officers. When considering factors that decided the outcome of a critical encounter, factors that decided an officer’s destiny, he suggested the following: In the mentally unprepared officer, physical factors accounted for 5 percent, psychological factors accounted for 5 percent, shooting skills accounted for 15 percent, and LUCK accounted for 75 percent of the outcome. In the mentally prepared officer, mental factors accounted for 75 percent of the outcome, luck fell to 5 percent and other factors remained the same.

Judy McDonald (2006) conducted an extensive study of the use of psychological performance techniques by Canadian police officers. When asked about the relative importance of factors in front-line policing excellence, the officers indicated that physical readiness contributed 28 percent, technical readiness contributed 32 percent and mental readiness contributed 40 percent.

Officers were also asked to compare the contribution of these factors when contrasting successful versus disappointing performance and response. There was no difference reported in physical readiness (88 percent vs. 88 percent), there was a 10 percent decrease in technical readiness (88 percent vs. 78 percent), but there was a 24 percent decrease in mental readiness (88 percent vs. 64 percent), again suggesting the importance of the mental aspect of police work.

Beckett (2008) citing the work of Marcus Wynne gives advice to:

Train with the understanding that firearms practice is 75% physical and 25% mental; however a gunfight is 25% physical and 75% mental.

On a closer look, perhaps these estimations are not so surprising. The importance of psychological skills in other areas of human performance is well recognized. An obvious example is sport competition. Yogi Berra said:

Baseball is 90 percent mental, and the other half is physical.

While probably a better player and manager than mathematician, he was trying to emphasize the importance of the mental game. Many athletes and other high-level performers echo his view. The great basketball coach Bobby Knight has said:

Mental toughness is to physical as four is to one.

Major-General F.M. Richardson (1978) casts some doubt on Coach Knight’s originality (and also his math), but again underscores the importance of psychological skill in saying that this was Napoleon’s dictum and that the ratio was actually that the mental is to the physical as three is to one. He further suggests, however, that Napoleon’s words have been constantly chanted like a magic mantra in military circles.

More to the point are the observations of those who train police and military personnel. Wes Doss (1994) in his book Train to Win writes:

What I find amazing is that the best edge up on the other guy is in our very head.

Cole and Seaman (2009) write that as a Plebe at the U.S. Naval Academy, there is a requirement to memorize the poem All in the State of Mind. One verse particularly reinforces and guides the importance of mindset for the future warriors:

If you think you’ll lose, you’re lost

For out in the world you’ll find

Success begins with a fellow’s will

It’s all in the state of mind.

John Giduck, anti-terrorism expert and author of Terror at Beslan: A Russian Tragedy with Lessons for America’s Schools (2005), has written (2008) the following about elite close-quarters combat:

Everything else is just technique. If someone has great technique, but lacks these essential mental weapons, he will be defeated by an unskilled fighter who has them.

This is why many black belts get wiped out by street punks in alleyways.

John Maxwell (2001) in his book The 17 Indisputable Laws of Teamwork wrote about the Navy SEALs:

The key to the success of the SEALs is their training—the real emphasis of which is not learning about weapons or gaining technical skills; it’s about strengthening people …

Maxwell’s comments are reinforced by the Lieutenant Commander, Executive Officer, SEAL Team 10 (Drury, 2008):

When I first came into the community, our operations were far simpler. Big boat to little boat, little boat to beach, recon or direct action, back in little boat, reach big boat. Today our primary weapons systems are our people’s heads. You want to excel in all the physical areas, but the physical is just a prerequisite to be a SEAL. Mental weakness is what actually screens you out."

The Department of the Army’s Field Manual 3-05.70 states about survival:

A key ingredient in any survival situation is the mental attitude of the individual involved.

There is no doubt that the modern military marches on its technology. However, whetherit was an ivory-handled Colt .45, à la General George Patton, or is today’s Blue Force Tracker, there is a soldier and, hopefully, fully trained warrior who needs to make skillful use of its capability. While technology clearly is essential in modern warfare and law enforcement, the officer and soldier remain paramount. A statement from the U.S. Joint Chiefs of Staff (1997) underscores this:

The purpose of technology is to equip the man. We must not fall prey to the mistaken notion that technology can reduce warfare to simply manning equipment.

Co-author Lt. Col. Dave Grossman characterized the importance of mental readiness this way:

In the end, it is not about the hardware, it is about the software. Amateurs talk about hardware or equipment, professionals talk about software or training and mental readiness.

Moin Rahman is a human factors psychologist and proponent of High-Velocity Human Factors engineering and psychology, which is a field that studies man-machine and man-technology interfaces, especially for performance in high stress situations. He has echoed the above observation by stating (2007a):

I learnt a great deal … on the limitations of technology and the limitlessness of human ingenuity.

The fact that psychological skills become more difficult and more essential in highstress situations should not be surprising. Personal protection expert Gavin DeBecker (2008) wrote:

Warriors might experience impairments to vision, judgment and hearing, or they might experience reduced motor skills—and they will likely experience all of these during violence—unless the mind and body are integrated.

Perhaps even more surprising (and of concern) than the importance attributed to psychological skills in effective performance is the lack of or inconsistency of training psychological skills to maximize performance. While there is time allotted (importantly) for training in psychological areas like dealing with post-traumatic stress, domestic violence and even depression/suicide in the military and law enforcement, it appears that there is less time spent training warriors in psychological performance skills. Remsberg (1986) some time ago observed that:

… the orphan child of survival training is mental preparedness

Doss (2003) commented:

Without a doubt, one of the most overlooked areas of training, that probably comes with the greatest amount of limitations, is that of the development of the winning mindset.

Ken Murray, an expert, a strong proponent and the voice of reality-based training notes in his book, Training at the Speed of Life (2004), an observation about police training by Lt. James Como of the Ocoee (Florida) Police Department:

Unlike the committed martial artist or soldier, the average police officer doesn’t spend much time practicing the physical skills learned in departmental training, much less the emotional and psychological conditioning exercises needed to mentally place one in the zone when necessary.

Lt. Colonel Eduardo Jany has served overseas with the United States Marine Corps. He has an extensive military special operations background and he is a police sergeant and tactical team supervisor in Washington State. He has commented (personal communication, 2007) that:

For years, so many of us involved in military or law enforcement tactical training opted for the sexier side of our skill sets, working on deadly force, discriminative marksmanship, or defensive tactics, but rarely, if ever, factoring in the mental side and its importance to our success.

Even where the importance of psychological skills is recognized, it’s often true that training on how to succeed psychologically, as well as physically, is not taught consistently. Unfortunately, this is often to the detriment of the important contribution that psychological skills and training can have in maximizing the execution of physical skills. Consider this a form of training tunnel vision that slows the development of physical and psychological readiness (mental toughness) for many military personnel and officers.

For example, Appendix A of the Military’s manual Survival, Evasion, Recovery: Multi-Service Procedures for Survival, Evasion and Recovery—Army, Marine Corps, Navy Air Force is entitled The Will to Survive. It states that survival is by choice not by chance. It suggests that keeping a positive attitude, anticipating fears, combating psychological stress and identifying signals of distress aid survival.

While excellent advice and valuable goals, nowhere (other than suggesting distraction such as focusing on the Code of Conduct, the Pledge of Allegiance, and patriotic songs) is described the process of accomplishing, or the psychological steps needed to achieve the ultimate goal of enhancing survival.

This is much like a coach telling players to put the ball in the basket, without training the skills on how to pass, shoot, or dribble; that is, training how to put the ball in the basket. Co-author Loren Christensen, who has written extensively on the subject of speed development in the martial arts and starred in a training DVD on the subject, says that too many instructors shout at their students to punch faster and block quicker without ever teaching the physical and psychological elements needed to do so.

Unfortunately, this type of vague instruction is all too frequent in sport, military training, and other areas of human performance, especially regarding psychological skills. This is seen in Richard Machowicz’s (2002) Unleash the Warrior Within, an adaptation of his ten years of SEAL experience to personal development. Despite Maxwell’s comments (cited earlier) about SEAL training strengthening people, Machowicz says:

No one really teaches how to focus, other than to say ‘focus.’

He goes on to say:

Where did I get the mental ability to make it through the toughest situations? SEAL training doesn’t bestow this quality: they want to see who already possesses it. That surprised me when I realized it. I went into the military looking for masters, the people who would deliver all the secrets of the universe.

From a different cultural perspective, Hasnain in his 1967 book on Psychology for the Fighting Man writes of the importance of psychological preparation of soldiers. He suggests that the goals of man management are:

1) to make men mentally and physically fit for battle.

2) to keep men mentally and physically fit in battle.

3) to restore men mentally and physically after battle.

Like others, though, his suggestions are of a general nature, such as ensuring standards of discipline, standards of saluting or recovering one’s own wounded from the battlefield.

Why psychological skills in military and police training and performance should at once be so valued, and yet ignored, is a difficult question to answer. There is the narrow view (though not incorrect) that simulation training, live-fire training and various stress challenges create psychological strength. (See Ken Murray’s Training at the Speed of Life for an excellent argument for the need and description on how to do reality-based training). To the degree that such training techniques help to develop mental toughness, consider this indirect training and development of psychological skill. Direct training to succeed and excel in these situations is left to chance or is simply assumed.

Thompson & McCreary (2006), in discussing the enhancement of mental readiness in military personnel, note that there are several problems with the indirect or implicit training of psychological skills; that is, expecting mental toughness to develop as a result or side effect of physical training and drills. This indirect approach can:

(1) make mental toughness skills harder to learn.

(2) delay the learning of physical and technical skills because of a lack of mental toughness to master difficult tasks.

(3) undermine operational effectiveness because of sub-optimal mental toughness.

(4) result in a sub-group of individuals who never develop sufficient mental toughness.

Thus, physical, scenario-based and even live training does not eliminate the need for direct or explicit psychological skills training. Just as the elite competitive swimmer makes gains in strength and performance by swimming thousands of laps, even more gains are possible by going to the weight room, cross-training and pursuing highperformance nutrition. Explicit and designed training of mental toughness is more likely to be successful.

One thing that is clear, however, is that failure to emphasize direct training in mental toughness skills in military and police training is different from other areas where human performance occurs under pressure. Firefighters, EMT’s/paramedics, and athletes can all experience significant demands on their performance. While at one time these professionals were also told to simply manage their stress (or consider that they didn’t have the right stuff), there has been movement to directly train athletes and responders to develop the psychological skills to engage in maximum performance during high-stress responses. Get over it or Deal with it has been replaced with training on how to get over it or how to deal with it (Asken, 1993, Murphy, 2005).

Many instructors are still unsure about how to train mental toughness skills, despite recognizing their importance. For example, at one SWAT basic training school, trainees were engaged in bus assault drills. On one entry, the armed driver unexpectedly confronted the point man and shot him (using simunitions). The shot officer then stopped in the doorway to examine his wounds, disrupting the assault and bunching the team in the doorway. The instructor, after holding his temper and tongue while he explained why freezing like this was not a good idea, turned to the other instructors, and mused (and cursed), I know this is so important [mental toughness to continue to fight on], I just don’t know how you teach it.

Holmstedt (2007) describes a scene from the war in Iraq: a young marine, pale and wounded from IED shrapnel, being transported by medics on a litter, crying out, It hurts! It hurts. The author wrote that the medics kept quiet while they ran. They didn’t know what to say. There wasn’t anything to say. Much like the SWAT instructor above, rather than being at a loss at to what to do, an enhanced understanding and direct training in the nature of mental toughness may well have given the medics the psychological tools to aid that marine in coping emotionally. (Contrast this example with those described later in this book of military surgeon Dr. Matt Hing who used relaxation techniques to aid in his care of wounded soldiers).

The U.S. Military Academy at West Point has made a major step in this direction by developing a Performance Enhancement Program that uses psychological skills training not only to maximize the performance of their athletic teams, but also to train military skills. Cadets receive individual training, as well as the U.S. Army Marksmanship Team at Fort Bragg, and the FBI Physical Training Unit (Zinsser, 2004). And U.S. Navy SEAL trainees in the BUD/S (Basic Underwater Demolition/Seals) phase of training now receive training in and monitoring of their psychological performance maximization skills.

Executive and personal protection experts Gavin DeBecker and his colleagues, in their engrossing and essential book, Just Two Seconds: Using Time and Space to Defeat Assassins (2008), make the critical observation that:

Professional protectors already know a lot about maintaining physical readiness, but it’s the mind that must be first properly prepared, the mind that controls the hands, arms, eyes and ears. There are strategies available to help prepare warriors, based upon knowing how the body responds to lethal combat, what happens to your blood flow, your muscles, judgment, memory, vision, and your hearing when someone is trying to kill you. Police officers, soldiers, and protectors can learn how to keep going even if shot, and how to prepare the mind and body for survival rather than defeat.

Thus, the psychological factor is recognized in many areas of human performance. It is, in fact, the understanding and use of psychological performance skills that promotes mental toughness. While aggressiveness and the survival (winning) mindset are part of this, there is more to it. Consider our definition:

Mental toughness is possessing, understanding, and being able to utilize a set of psychological skills that allow the effective, and even maximal execution or adaptation, and persistence of decision-making and physical and tactical skills learned in training and by experience. Mental toughness expresses itself everyday, as well as in high stress, critical situations.

In a similar vein, Navy SEAL Machowicz (2002) provides important insight about being a warrior (See the Epilogue, as well):

Being a warrior is not about the act of fighting. It’s about being so prepared to face a challenge and believing so strongly in the cause you are fighting for that you refuse to quit.

This is echoed by Strozzi-Heckler (2007) who writes that historical and mythical warriors found their strength and integrity by defeating their own inner demons, living in harmony with nature, and serving their fellow man.

He goes on to describe the merging of the psychological and physical (as well as philosophical and religious) aspects of the warrior:

There is a certain legacy that distinguishes the warrior from war. The sacred path of the warrior is part of an ancient moral tradition. It includes … Homer’s hero Odysseus who outwitted his opponents rather than slaying them; the post sixteenth century Samurai who, in his finest hour, administered a peaceful government while still maintaining a personal discipline and integrity not only through the martial arts but the fine arts of calligraphy, flower arranging, and poetry. It includes the American Indians who lived in harmony with the land and whose ritual wars were exercises in bravery rather than slaughter; the Shambhala Warrior of ancient Tibet who applied power virtues to spiritual development …

Focused a bit more directly on combat, Russian military psychologists (Shelyag, et al., 1972) echo a similar theme when they discuss combat mastery:

Combat mastery is the name given to that professional skill of personnel which makes it possible in the best manner to use the capabilities and equipment available to personnel for achieving victory in combat.

Richardson (1978) reports that Russian officers have written about the need for psychological hardening or tempering of the will, called psikologicheskaia zakalka.

No longer can we ignore this aspect of training, no longer can it be an afterthought, and no longer can it be done inconsistently. Kavanagh (2005) stresses the importance of understanding the relationship of stress and performance in the military given the nature of today’s security environment and the challenges faced by military personnel in frequent and long deployments.

As her review further illuminates, the general stressors of duty are considerable, such as separation from family, uncertainty as to their deployments, lack of sanitation, lack of privacy, and other similar aspects. Even more significant are the stresses of urban combat: close-quarter fighting, intense firefights, tall buildings obstructing visibility, and an unidentifiable and ever-changing enemy. Cited are reports from Afghanistan and Iraq showing that the rates of ambush/attack or the rates of being shot at/exposed to small arms fire are between 58 and 66 percent for soldiers in Afghanistan, between 89 and 93 percent for soldiers in Iraq and between 95 and 97 percent for Marines in Iraq.

In a parallel comparison, Murray (2005) has eloquently argued that police work is much more dangerous today than in the past. One reason is that criminals are more vicious, deadly, and have a much different (more lethal) mindset than in the past and, indeed, live a different experience from police officers. It’s clear that at least certain criminals are better educated in crime and even better practiced in aggressive skills. This comes from learning in jail or from co-criminals who have learned and now teach such skills as close-quarter combat and ground fighting techniques.

Many criminals grow up with a greater exposure to violence; some have been shot and some have killed. All of this is often fueled by drug or alcohol abuse, and a nothing to lose attitude. The contrast and implications to police officers who typically have a much different upbringing—close to family, invested in a career, impacted by public expectations, and legal constraints—should be obvious.

Co-author Lt. Col. Dave Grossman’s book On Killing made the point that killing another person can be quite difficult. Proper training—emphasis on proper—is necessary to assure transfer to live combat situations and effectiveness of response. The failure of many American soldiers to fire, even when directly confronted by the enemy in World War II, led to significant changes in training (discontinuation of bullseye targets and institution of silhouettes or mannequins and scenario training). The result was seen in changed combat behavior and responses during the Vietnam War (Grossman, 2004).

Being a warrior and a leader of warriors requires the mental toughness to execute your decisions and tactical skills, no matter what the circumstances. Williams (2006) in his article on the psychology of combat says that the Chinese character for ‘bu in the word bushi or warrior means to stay the spear." Mental toughness training can help you do exactly that.

Perhaps one reason for the inconsistency in training psychological performance skills for military, military officers, police officers and police command has been the lack of a comprehensive and structured training program. The psychological impact of high-stress situations on performance—including such responses as high heart rates, tunnel vision, auditory exclusion, etc.—is decribed excellently and importantly in the pioneering work of such authors as Grossman (2004), Murray (2004), Artwohl & Christensen (1997), Siddle (1995), Doss (1993) and others. They have also acknowledged the presence of psychological techniques to help manage the negative impact of stress on performance.

The Army’s Jedi Project in the 1980’s demonstrated an awareness of the potential of such training by importing a specific form called Neurolinguistic Programming (Alexander et al., 1990). In 1985, the army and marines supported the Trojan Warrior Project, an innovative experiment to assess the impact of the