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
JOCKO WILLINKGet after it.
More Jocko Willink Quotes
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After all, there can be no leadership where there is no team.
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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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The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.
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Instead of letting the situation dictate our decisions, we must dictate the situation.
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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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Get after it.
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Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.
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Don’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.
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leadership is the single greatest factor in any team’s performance.
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Stop researching every aspect of it and reading all about it and debating the pros and cons of it, Start doing it.
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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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The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
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All elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose.
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If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.
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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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Faster. Stronger. Smarter. More humble. Less ego.
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Repetitive exceptional performance became a habit.
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Calm but not robotic, logical but not devoid of emotions.
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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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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.
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Good leaders don’t make excuses.
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When it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.
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Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.
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Such concepts are simple, but not easy,
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Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead.
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But, in fact, discipline is the pathway to freedom.
JOCKO WILLINK