A leader must care about the troops, but at the same time the leader must complete the mission, and in doing so there will be risk and sometimes unavoidable consequences to the troops.
JOCKO WILLINKLeaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
More Jocko Willink Quotes
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Most important of all, he believed winning was possible.
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For this reason, they must believe in the cause for which they are fighting.
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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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Is this what I want to be? This? Is this all I’ve got—is this everything I can give? Is this going to be my life? Do I accept that?
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A good leader has nothing to prove, but everything to prove.
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The focus must always be on how to best accomplish the mission.
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Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone
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More than a decade of continuous war and tough combat operations in Iraq and Afghanistan gave birth to a new generation of leaders in the ranks of America’s fighting forces.
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There is no easy way.
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Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.
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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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To not move around, observe, and analyze, in order to make the best decisions possible, was to fail as a leader and fail the team.
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leadership is the single greatest factor in any team’s performance.
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There is no growth in the comfort zone.
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Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems.
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But, in fact, discipline is the pathway to freedom.
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Repetitive exceptional performance became a habit.
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A mission statement tells your troops what you are doing.
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Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness.
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There are no bad units, only bad officers. This captures the essence of what Extreme Ownership is all about.
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There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
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Good leaders don’t make excuses.
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His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win.
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It’s not what you preach, it’s what you tolerate.
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Get after it.
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Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
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