“After all, there can be no leadership where there is no team.”

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.

The best leaders are not driven by ego or personal agendas.

Is 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?

The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

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.

Departments and groups within the team must break down silos, depend on each other and understand who depends on them.

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.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

If mistakes happen, effective leaders don’t place blame on others. They take ownership of the mistakes, determine what went wrong, develop solutions to correct those mistakes and prevent them from happening again as they move forward.

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.

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

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.

Establishing an effective and repeatable planning process is critical to the success of any team.

The test for a successful brief is simple: Do the team and the supporting elements understand it?

Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.

Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player and motivate.

Being a leader, it’s the art of trying to find the balance, the right times with each individual and what they need at that moment. It requires looking outward as opposed to looking inside.

Be with a leader when he is right, stay with him when he is still right, but, leave him when he is wrong.

Avoid putting yourself before others and you can become a leader among men.

Mountain tops inspire leaders but valleys mature them.

A leader should have higher grit and tenacity, and be able to endure what the employees can’t.

Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.