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.
JOCKO WILLINKDon’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.
More Jocko Willink Quotes
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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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For this reason, they must believe in the cause for which they are fighting.
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Don’t let your mind control you. Control your mind.
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Leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another.
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Faster. Stronger. Smarter. More humble. Less ego.
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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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Repetitive exceptional performance became a habit.
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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.
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Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.
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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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And the more you build your will by doing hard things, the stronger your will becomes.
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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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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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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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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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