In this short micro dose episode, we explore the specialized qualities required for different SEAL Team missions. Our guest, retired Navy SEAL Commander Rich Diviney, shares his fascination with the unique attributes needed for high-stakes operations like combat diving and hostage rescue—emphasizing how patience, adaptability, and mental agility are mission-critical. Listen to full episode here: https://pod.fo/e/28e08f

Drawing from hundreds of real-world missions in Iraq and Afghanistan, Rich unpacks the true purpose behind SEAL training—not to teach specific skills, but to reveal the core attributes required to perform under extreme pressure. Whether underwater for long durations or making life-or-death decisions in seconds, SEALs succeed not just because of what they know, but because of who they are.

Rich’s insights extend beyond the military. He shows how this same philosophy—prioritizing attributes over skills—can transform leadership and team performance in any environment.

Key Takeaways:

Different SEAL missions require distinct personal qualities.
Training is designed to reveal these attributes, not just build skills.
The best teams are built on character, not credentials.
This mindset applies equally in business and leadership.

Specific Missions in the SEAL Teams Require Specific Qualities
Success in SEAL missions depends on the unique attributes of each team member—not just their technical skills. This distinction is critical for maintaining adaptability in dynamic, high-risk environments.

Attributes Over Skills
Each mission demands specific traits. Combat diving requires deep patience; hostage rescue calls for rapid decision-making and agility. Someone who thrives in slow, methodical tasks might falter in a high-speed crisis—but they’d excel when endurance and calm are key. Recognizing these differences is central to building the right team for the mission.

Real-World Examples
Rich Diviney shares a story from 2010, reflecting on his experiences in Iraq and Afghanistan. SEAL training includes grueling exercises—carrying boats, lifting logs—not because those skills are directly used in combat, but because they create pressure. The goal isn’t just physical fitness—it’s to surface traits like grit, teamwork, composure, and resilience.

The Story of the Non-Swimmer
Rich tells the story of a SEAL candidate who couldn’t swim. On the swim test, he jumped in, sank to the bottom, and walked across the pool. When asked what happened, he admitted he didn’t know how to swim. But the instructor didn’t dismiss him. Instead, recognizing the young man’s determination and resolve, he said, “That’s okay—we can teach you how to swim.”

That moment illustrates a core principle: if someone has the right attributes—grit, tenacity, humility—you can teach them the technical parts. But the reverse isn’t always true.

From Military to Business
After retiring, Rich noticed that organizations often overvalue hard skills while struggling to define or develop the deeper qualities that drive performance. Terms like “soft skills” don’t do justice to traits like emotional control, adaptability, and drive. Focusing on attributes gives companies a more accurate view of who will thrive, grow, and lead effectively.

Conclusion
The highest-performing SEAL teams aren’t built on resumes. They’re built on character. That same principle holds true in every high-performance setting.

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