Extreme Ownership: How U.S. Navy SEALs Lead and Win

guys are seeing.”
“We have confirmed: enemy snipers on the rooftop of building 79,”
responded the company commander. “There are no other friendlies in
that building. We need to engage while we can.” He didn’t want to miss
a critical chance to take out enemy snipers.
I didn’t like the idea of delaying an opportunity to eliminate enemy
snipers any more than he did. But knowing the confusing chaos of the
urban battlefield and how easily mistakes can happen, I had to be certain.
“Do me a favor,” I asked the company commander. “Just to confirm,
have your Bradley vehicle commander count the number of buildings he
sees from the major intersection [where he was positioned] up to the
building where he has eyes on the enemy snipers.”
The company commander looked at me with a little frustration. If
these were indeed enemy snipers, they might target U.S. forces at any
moment. Allowing them to live even for a few more minutes meant they
might very well kill Americans.
“I just want to be sure,” I added. The company commander didn’t
work for me. I couldn’t order him to delay. But through multiple combat
operations together with our SEALs in this difficult environment, we had
developed a strong professional working relationship. He loved our
SEALs and appreciated the damage we inflicted on the enemy. He now
trusted me enough to comply with my request.
“OK,” he said. The company commander keyed up his radio and
instructed his Bradley vehicle commander: “For final confirmation,
count the number of buildings from the intersection where you’re
located to the building where you see the enemy snipers.”
The Bradley vehicle commander paused at this, likely wondering
why he was being asked to do this while enemy snipers waited to attack.