The Guardian Broadcast

"Providing Concealed Carry & Armed Self-Defense Wisdom."

A podcast by Patrick Kilchermann, founder of the Concealed Carry University.


"Operational Planning and Execution"


Strategy and tactics are often hindered by cold and dead definitions and understandings of them. This week, Pat will share an effective and timeless approach to these two topics and others that are integral parts of the same model.

The Guardian BroadcastPatrick Kilchermann
00:00 / 01:04

Listen using the audio player above OR read the text transcript of this podcast below.

Note: 100% accuracy on text transcription is not guaranteed.

Understanding STRATEGY is the most important thing in life. Or, what I should say is, if there’s anything in this life that’s more important than strategy… I haven’t found it yet.


Strategy dictates everything. It dictates our successes and failures. It dictates our health. Our wealth. Our wisdom. Our salvation. It wins and loses battles and wars and it sets you up for certain failure or likely success with your handgun.


Strategy drives everything. No matter where you end up in life in any aspect… your strategy led you there. It definitely did. However, most peoples’ strategies are not intentionally set and are unknown to them. They’re steaming toward the outcome that their strategy has already predetermined, and they don’t even know it.


Strategy is everything. And yet, I’ve been surprised to find again and again that as a culture and community, we in the world today don’t really understand strategy that well. And if we look at 80% of the guns and gear and training methodologies out there, we can see that even within the martial arts, strategy is woefully misunderstood. (And don’t forget, you are a martial artist).


But strategy has always fascinated me, and in my role here as a translator of energy and dynamics, I want to use this broadcast to elaborate a little bit on what I think is an accurate explanation of two words that are used a lot, especially in our field of personal security. That is, Strategy and Tactics.


By the time you leave this broadcast today, I think you’ll be more aware of what Strategy and Tactics really are than 95% of educators in this fighting space.


Now. Every definition I can find for Strategy and Tactics is weak. We all know generally what they mean, and from context alone we can rattle off phrases that can help us communicate what is generally the meaning of these two words.


For example, we know that Strategy deals with the big picture; and that Tactics deals with the nuts and bolts. But these aren’t enough. These definitions are empty, cold, and meaningless. Why? Because Strategy and Tactics are motion. They are moving concepts that are only useful to us while they’re in motion; and the moment we try to nail them down, they die and decay and disintegrate and they become useless to us.


Strategy and Tactics are words on the move, like planets in orbit – except not a friendly, flat-planed fixed-object orbit that we can make dioramas of and understand in an afternoon, but instead Strategy and Tactics co-exist within a chaotic binary - or in fact a senary orbit – that’s six objects, or bodies, of equal mass all orbiting around and within each other. It’s chaotic as hell, but it’s beautiful and it is the master key to the physical universe once you understand and can predict their paths.


So, we have six equal bodies, where Strategy and Tactics are only two of them. These six bodies and their interrelationships make up what I believe yields a true understanding of Strategy and Tactics, because they show that Strategy and Tactics are not ends, but rather means. The means of what? Of conquering the world. Conquering your world.


A failure to see and understand these six objects and – most importantly – their relationships with each other, is why I think most people and institutions fail at strategy. But if we can grow to understand these six objects and their interrelationships, then I think we can all dominate. In life, in business, in finance, in spirituality, in warfare, and in combat.


Put simply: Strategy and Tactics are nothing – nothing – more than the means of accomplishing one thing: of achieving a goal. That’s it. They are tools for that purpose – a means to an end. They are single-use, they are consumable. There are no replicatable strategies or tactics, because every single goal is unique, because every single person is unique, and every single environment is unique.


In order to accomplish a goal, a new Strategy and set of Tactics must be developed for every situation, and it must be constantly adapted as that situation changes.

And I believe, and I propose with this broadcast here:


That anytime that any plan of ours works out in life, the conditions that I’m about to talk about were met – either intentionally, or accidentally, or coincidentally.


If we bounce around randomly in life, hoping for good outcomes and doing what we can, it seems that we stand somewhat of a chance of making those outcomes realities. But if we form good strategies, we make those outcomes almost inevitable.


How? How does any of what I’m referring to work, and how can we all learn to understand these things? Okay, let’s dive in and shine the light.


I mentioned six bodies in orbit around and within each other, where Strategy and Tactics are only two of them. The other four bodies are: The Goal. Resources. Situational Analysis. And Operations.


And together, understood within the correct ordering, these six objects make up what I call the Concealed Carry University Hierarchy of Operation Planning and Execution.


In order to keep this broadcast short and at a reasonable length, I’m going to list and briefly describe each of these six bodies now. Then next week, I’m going to go into detail about each one of them, and explain with examples how we can leverage them.

We will explain them from top to bottom. And while they’re each 100% critical, I’ll explain them in the same order in which you as the planner or executor should consider them as you form whatever battleplan you’re working on.


  1. goal: your objective; what you want. This is the first step – you must know what you want to achieve, and you have to be very specific. I like to use the SMART goal setting model, where you set a goal that is Specific, Measurable, Achievable, Realistic, and nailed to an exact Deadline or Timeline. We’ll talk more about this in the next episode. 

  2. resources: the commodities, tools, and manpower/mental power available to you. Everything you can reach and touch and leverage – every tool. Every person. Every commodity. These are your resources. The addition or subtraction of resources is unimaginably critical to your ability to achieve your (1.) goal without unnecessary blood, sweat, or tears. So three skills become critical to you in life: the ability to collect resources; the ability to hold and preserve resources rather than squandering them; and resourcefulness – your ability to see resources that are not obvious tools or commodities.

  3. situational analysis: the assembly or sum of all that you know about your (1.) goal, how these goals are usually achieved, about your present position in relation to the goal (what hindrances or help you predict encountering when trying to achieve that goal), what you know about your (2.) resources, and what you know about how these resources can be leveraged within your current or prospective (3.) situation.

  4. strategy: the grand plan by which the available (2.) resources may be used to achieve your (1.) goal, based on your constantly dynamic (3.) situational analysis.

  5. tactics: the physical motion by which (2.) resources are used to execute a (4.) strategy.

  6. operations: the feedback cycle (execution <> observation <> communication <> decision <> positioning <> execution) by which your (3.) situational analysis is kept current, AND by which (5.) tactics are directed, AND by which the results of (5.) tactics are used to constantly evaluate and adapt your (4.) strategy against its everchanging likelihood of bringing about a successful achievement of the (1.) goal.


Okay. I know this is probably a little abstract and deep, especially if you’re listening. I’d encourage you to check out the text version of this broadcast, especially to look at this list of 6 orbiting objects. I’d encourage you to study this, and to try to predict how I’ll be using these in next weeks’ episode to give you an example of how a goal might be achieved through the development of a real Operational Plan of Execution according to this model.

Alright. That’s it from me for this week. Thank you so much for your attention and time, and I’ll see you next week.


Stay safe,