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 WILLINKAs 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.
More Jocko Willink Quotes
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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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Establishing an effective and repeatable planning process is critical to the success of any team.
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In the SEAL Teams, the bond of our brotherhood is our strongest weapon. If you take that away from us, we lose our most important quality as a team.
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There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
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For this reason, they must believe in the cause for which they are fighting.
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Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.
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Such concepts are simple, but not easy,
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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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Remember to keep your ego in check. Don’t judge people.
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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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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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Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
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Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.
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Motivation is fickle. It comes and goes.
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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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Faster. Stronger. Smarter. More humble. Less ego.
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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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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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We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.
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The leader must own everything in his or her world.
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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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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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Leadership is simple, but not easy.
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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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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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Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone
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