How it works| Chapter 1 Extreme Ownership. This principle is integral for any team to achieve victory. Once you will start doing so you will immediately become a higher quality person and get much more respect for it. Leadership Strategy and Tactics by Jocko Willink (Open in the app), Everything is F*cked by Mark Manson (Open in the app), Ego is The Enemy by Ryan Holiday (Open in the app), The Art of War by Sun Tzu (Open in the app), First Things First by Stephen Covey (Open in the app), The 4 Disciplines of Execution by Jim Huling (Open in the app), Make Your Bed by William McRaven (Open in the app), The 80/20 Principle by Richard Koch (Open in the app), You Are a Badass by Jen Sincero (Open in the app), Start with Why by Simon Sinek (Open in the app), Man’s Search for Meaning by Viktor E. Frankl (Open in the app), Can’t Hurt Me by David Goggins (Open in the app), Chapter-by-Chapter Summary of Extreme Ownership: How U.S. Navy SEALs Lead and Win, Chapter 2: No Bad Teams, Only Bad Leaders, Chapter 10: Leading Up And Down The Chain Of Command, Chapter 11: Decisiveness Amid Uncertainty, Chapter 12: Discipline Equals Freedom — The Dichotomy Of Leadership, “Extreme Ownership. I disagree the only measure of success is the final, binary result of victory or failure (John Maxwell and Ryan Holiday agree). Priorities can rapidly shift and change when this happens, communication of that shift to the rest of the team, both up and down the chain of command, is critical. It’s up to leaders to remind and explain how the team how the fit in the greater strategical mission and what’s their part in it to achieve that mission. While senior leaders supervise the entire planning process by team members, he must be careful not to get bogged down by the details [Intro-Elevate Yourself Above The Battlefield-33 SoW]. It’s been featured #1 by Apple, The UN and The Guardian. Actions and words reflect belief with clear confidence and self-absurdness that is not possible when belief is in doubt. Even when subordinates aren’t following up on the plan, or making an expected blunder, leaders exercising Extreme Ownership cannot blame them. Extreme ownership : how U.S. Navy SEALs lead and win / Jocko Willink and Leif Babin. Leaders must be prepared to make an educated guess based on previous experience and the intelligence available right now (interesting example in the book of the last minute intelligence information which proved to be wrong, so intelligence is not always correct either). Effective leaders lead their teams to accomplish their mission, ineffective leaders do not. In order to excel as a leader it is vital that things that can be simplified are simplified. Additionally, if an individual makes an individual mistake, the complexity of your instructions will only compound issues and potentially lead to a disaster. This is what leadership is really about. But if you exercise discipline, that too translates to more substantial elements of your life.”. That results in inaction. People will not understand complicated plans and orders and complexity compounds issue when things go wrong -and they will-. “There are only two ways to influence human behavior: you can manipulate it or you can inspire it”. The leader must own everything in his or her world. You have to lead them.”, “The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? They must communicate with senior leaders to recommend decisions outside their authority and pass critical information up the chain. Conclusion: Implement Prioritize and Execute, “You can’t make people listen to you. Explaining to each tactical operator the overarching tactical goals, the WHY you’re doing something, is key: the people who were the least engaged, biggest complainers and often lowest performers were the ones who didn’t take any part in drafting the plan of actions. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.”. This book covers the fundamental principles of leadership that are necessary for effectively leading and winning in life. A broad and ambiguous mission results in a lack of focus and ineffective execution. This book provides fundamental leadership lessons through Willink’s insightful combat experiences and stories. They take Extreme Ownership of everything that impacts their mission. US VS THEM That “us versus them” mentality was common to just about every level of every chain of command, whether military unit or civilian corporation. And while the leader is responsible for failures, he gives the credit and honor of the victory to his subordinates. Required listening for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. It was only briefly touched in the book, but this is huge for you: you can align your mindset to fit your goals! Chapter 1: Extreme Ownership On any team, in any organization, all responsibility for success and failure rests with the leader. Required listening for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. Extreme Ownership is written by Jocko Willink, a SEAL leader who explains how the lessons he learned in combat are relevant to leaders in any role. That’s the real question that the “extreme executioners” never ask. Empowering. My Note: Funny how these guys talk about “us VS them” but can’t see that the whole dirty business of war is a huge “us VS them” mind-trap. Teams must be broken down into elements of four to five operator, with a clearly designated leader. And cover and move means teamwork. What went wrong? But I am not a big fan narrow-minded military personnel who think they were “right” and “good” and “defending their mother country” while “killing the bad guys”. And that’s the definition of a sucker’s trade. When you take Extreme Ownership, you take complete ownership of what went wrong, even if it means getting fired. The precept that there no bad teams, only bad leaders, is a big recurring theme in Extreme Ownership by Jocko Willink. 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