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 WILLINKThe test for a successful brief is simple: Do the team and the supporting elements understand it?
More Jocko Willink Quotes
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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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There is only hard work, late nights, early mornings, practice, rehearsal, repetition, study, sweat, blood, toil, frustration, and discipline.
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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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Don’t ask your leader what you should do, tell them what you are going to do.
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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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It’s not what you preach, it’s what you tolerate.
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The most impressive thing about this improvement in performance was that it did not come from a major process change or an advance in technology. Instead, it came through a leadership principle that has been around for ages: Simple.
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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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Decisively engaged?
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Remember: the enemy gets a vote.
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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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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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A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.
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That’s it. When things are going bad: Don’t get all bummed out, don’t get startled, don’t get frustrated. No. Just look at the issue and say: Good.
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The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team.
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Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.
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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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As a leader, you have to balance the dichotomy, to be resolute where it matters but never inflexible and uncompromising on matters of little importance to the overall good of the team and the strategic mission.
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There is no easy way.
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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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The infamous they.
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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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A mission statement tells your troops what you are doing.
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The focus must always be on how to best accomplish the mission.
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We 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.
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And the more you build your will by doing hard things, the stronger your will becomes.
JOCKO WILLINK