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.
JOCKO WILLINKIf 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.
More Jocko Willink Quotes
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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.
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And the more you build your will by doing hard things, the stronger your will becomes.
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So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.
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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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There are no bad units, only bad officers. This captures the essence of what Extreme Ownership is all about.
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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 only meaningful measure for a leader is whether the team succeeds or fails.
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As a leader, it is up to you to explain the bigger picture to him—and to all your front line leaders. That is a critical component of leadership
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leadership is the single greatest factor in any team’s performance.
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Decisively engaged?
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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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For this reason, they must believe in the cause for which they are fighting.
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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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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.
JOCKO WILLINK