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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Performance
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.
JOCKO WILLINKLeaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
JOCKO WILLINKFor 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.
JOCKO WILLINKFaster. Stronger. Smarter. More humble. Less ego.
JOCKO WILLINKThe infamous they.
JOCKO WILLINKWe wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.
JOCKO WILLINKCover and Move, Simple, Prioritize and Execute, and Decentralized Command.
JOCKO WILLINKleadership is the single greatest factor in any team’s performance.
JOCKO WILLINKThe test for a successful brief is simple: Do the team and the supporting elements understand it?
JOCKO WILLINKAll elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose.
JOCKO WILLINKDon’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.
JOCKO WILLINKA 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.
JOCKO WILLINKThe best leaders are not driven by ego or personal agendas.
JOCKO WILLINKThe goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
JOCKO WILLINKIs 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?
JOCKO WILLINKI 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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