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The amygdala requires only a single negative experience to decide that something is a threat, and after one firefight every man in the platoon would have learned to react to the snap of bullets and to ignore the much louder sound of men near them returning fire. In Aliabad the men crouched for a second or two and then straightened up and began shouting and taking cover. In those moments their higher brain functions decided that the threat required action rather than immobility and ramped everything up: pulse and blood pressure to heart-attack levels, epinephrine and norepinephrine levels through the roof, blood draining out of the organs and flooding the heart, brain, and major muscle groups.
Bill’s response was that Jonathan should not worry about top-down feedback; rather, he should pay attention to input from his peers. What do your teammates think of you? That’s what’s important! They proceeded to talk about Jonathan’s peers, how they generally appreciated the work he was doing, and what he could do better. From peer relationships, Bill would move on to teams. He always wanted to know, were we setting a clear direction for them, and constantly reinforcing it? Did we understand what they were doing? If they were off on something, we would discuss how we could course correct them and get them back on track. “Think that everyone who works for you is like your kids,” Bill once said. “Help them course correct, make them better.”
Trillion Dollar Coach
Eric Schmidt, Jonathan Rosenberg, Alan Eagle
8. Successful risk-takers have selectively high attention to detail. They understand that attention is a scarce resource and think carefully about how to allocate it.
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