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

But I had to make a decision.
What if we don’t take that shot, I thought to myself, and Warrior
Soldiers get killed because we failed to act? That would be horrible. It
would be a heavy burden to bear.
On the other hand, I thought, what if we take this shot and it turns out
to be a good guy—a U.S. Soldier—in that window? That outcome would
be worst of all. I knew I could never live with myself if that happened.
Despite the forceful pressure to comply, I had to take a step back and see
the bigger picture. I remembered from my boyhood days in Texas a basic
rule of firearms safety my father taught me: know your target and what
is beyond it. That made the decision all too clear. We couldn’t chance
taking this shot. Regardless of the pressure, I couldn’t risk it.
“Negative,” I responded to Warrior’s company commander. “Too
many friendlies in the area, and we can’t PID. I recommend you send
some Soldiers to reclear that building.”
I didn’t work for the company commander and he didn’t work for
me. He couldn’t order me to take the shot, and I couldn’t order him to
clear the building. But we had worked together before. I knew and
respected him as a leader and I knew he probably felt the same for me.
He would have to trust in my judgment.
I listened on the net as Warrior’s company commander again called
up his platoon commander to discuss my recommendation. From the
tone in their voices, they were clearly not happy. What I was asking
them to do—an assault on an enemy-occupied building—put their
Soldiers at great risk. It could very well get some of them killed.
“Shoot him,” came the response yet again from the company
commander. “Take that guy out,” he said, this time more forcefully.
“Negative,” I said, sternly. “Don’t feel comfortable with that.” I