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.
JOCKO WILLINKAll animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.
More Jocko Willink Quotes
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The only meaningful measure for a leader is whether the team succeeds or fails.
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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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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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If we could execute with a monumental effort just to reach an immediate goal that everyone could see, we could then continue to the next visually.
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The leader must own everything in his or her world.
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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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Decisively engaged?
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Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
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After all, there can be no leadership where there is no team.
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A mission statement tells your troops what you are doing.
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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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Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
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Calm but not robotic, logical but not devoid of emotions.
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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
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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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When it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable.
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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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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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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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People do not follow robots.
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The best leaders are not driven by ego or personal agendas.
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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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It’s not what you preach, it’s what you tolerate.
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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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Establishing an effective and repeatable planning process is critical to the success of any team.
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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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