Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.
JOCKO WILLINKIt’s not what you preach, it’s what you tolerate.
More Jocko Willink Quotes
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So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.
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Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
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Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
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The infamous they.
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Take care of your gear and your gear will take care of you.
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All animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.
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A leader must lead but also be ready to follow. Sometimes, another member of the team—perhaps a subordinate or direct report—might be in a better position to develop a plan, make a decision, or lead through a specific situation.
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The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.
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You have to BE VIGILANT. You have to be ON GUARD. You have to HOLD THE LINE on the seemingly insignificant little things— things that shouldn’t matter—but that do.
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I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do. I
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The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.
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For this reason, they must believe in the cause for which they are fighting.
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For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.
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Get after it.
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The test for a successful brief is simple: Do the team and the supporting elements understand it?
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