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.
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.
More Jocko Willink Quotes
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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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Trust is not blindly given. It must be built over time.
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Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
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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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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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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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Don’t ask your leader what you should do, tell them what you are going to do.
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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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Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
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Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.
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Repetitive exceptional performance became a habit.
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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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I can remember many times when my boat crew struggled. It was easy to make excuses for our team’s performance and why it wasn’t what it should have been. But I learned that good leaders don’t make excuses. Instead, they figure out a way to get it done and win.
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The focus must always be on how to best accomplish the mission.
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Most important of all, he believed winning was possible.
JOCKO WILLINK