“Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone”

All animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.

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.

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?

I don’t think anyone ever plans to change line-ups, but it’s something that comes with being in bands. I was in a band once and there were always problems – members come and go – and some of the world’s biggest bands have changed line-ups loads!

Nature is the greatest teacher and I learn from her best when others are asleep. In the still dark hours before sunrise God tells me of the plans I am to fulfill.

When Nature her great masterpiece designed,And framed her last, best work, the human mind,Her eye intent on all the wondrous plan,She formed of various stuff the various Man.

The best time to plan a book is while you’re doing the dishes.

Grow old along with me! The best is yet to be, the last of life, for which the first was made. Our times are in his hand who saith, ‘A whole I planned, youth shows but half; Trust God: See all, nor be afraid!

They plot, they plot, sleeping or afoot they never let up.

You aren’t ever going to be anything in this world unless you do what you want to do, when you want to do it–don’t plan anything, just go out and do it.

He put in your heart certain wishes and plans; in my heart he put other different desires.