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Not really a book per se but reading the presidential archives yields some juicy redpills
The Jews, I find are very, very selfish. They care not how many Estonians, Latvians, Finns, Poles, Yugoslavs or Greeks get murdered or mistreated as D[isplaced] P[ersons] as long as the Jews get special treatment. Yet when they have power, physical, financial or political neither Hitler nor Stalin has anything on them for cruelty or mistreatment to the under dog. Put an underdog on top and it makes no difference whether his name is Russian, Jewish, Negro, Management, Labor, Mormon, Baptist he goes haywire. I've found very, very few who remember their past condition when prosperity comes.
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[–] 16215132? ago
Not really a book per se but reading the presidential archives yields some juicy redpills
http://www.trumanlibrary.org/diary/page21.htm
Across space and time for millennia, the observations on Jews stays consistent. They are always evil.
[–] 16215136? ago
Thats why we must counter them!
Lets read a 7 page summary from a Navy Seal about Discipline and Leadership:
https://paulminors.com/wp-content/uploads/2016/10/Extreme-Ownership-Book-Summary.pdf?x30467
PART I: WINNING THE WAR WITHIN
The leader is truly and ultimately responsible for everything. That is Extreme
Ownership, the fundamental core of what constitutes an effective leader in the
SEAL Teams or in any leadership endeavour.
On any team, in any organization, all responsibility for success and failure rests
with the leader. The leader must own everything in his or her world. There is no one
else to blame.
The leader must acknowledge mistakes and admit failures, take
ownership of them, and develop a plan to win.
It falls on leaders to continually keep perspective on the strategic mission and
remind the team that they are part of the greater team and the strategic mission is
paramount. Each member of the team is critical to success, though the main effort
and supporting efforts must be clearly identified. Alternatively, when the team
succeeds, everyone within and supporting that team succeeds. Every individual
and every team within the larger team gets to share in the success. Accomplishing
the strategic mission is the highest priority.
Simple
Simplifying as much as possible is crucial to success. When plans and orders are
too complicated, people may not understand them. And when things go wrong, and
they inevitably do go wrong, complexity compounds issues that can spiral out of
control into total disaster. Plans and orders must be communicated in a manner
that is simple, clear, and concise.
If your team doesn’t get it, you have not kept things simple and you have failed. You
must brief to ensure the lowest common denominator on the team understands.
Prioritize and Execute
But a leader must
remain calm and make the best decisions possible.
To implement Prioritize and Execute in any business, team, or organization, a
leader must:
Evaluate the highest priority problem.
Lay out in simple, clear, and concise terms the highest priority effort for your
team.
Develop and determine a solution, seek input from key leaders and from the
team where possible.
Direct the execution of that solution, focusing all efforts and resources toward
this priority task.
Move on to the next highest priority problem. Repeat.
When priorities shift within the team, pass situational awareness both up and
down the chain.
Don’t let the focus on one priority cause target fixation. Maintain the ability to
see other problems developing and rapidly shift as needed
Take responsibility for leading everyone in your world, subordinates and
superiors alike.
If someone isn’t doing what you want or need them to do, look in the mirror first
and determine what you can do to better enable this.
Don’t ask your leader what you should do, tell them what you are going to do
DISCIPLINE EQUALS FREEDOM