The test for a successful brief is simple: Do the team and the supporting elements understand it?
JOCKO WILLINKGet after it.
More Jocko Willink Quotes
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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?
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For this reason, they must believe in the cause for which they are fighting.
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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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The infamous they.
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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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Most important of all, he believed winning was possible.
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There is no easy way.
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It’s not what you preach, it’s what you tolerate.
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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.
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Departments and groups within the team must break down silos, depend on each other and understand who depends on them.
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Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.
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A mission statement tells your troops what you are doing.
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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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A good leader has nothing to prove, but everything to prove.
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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.
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Stop researching every aspect of it and reading all about it and debating the pros and cons of it, Start doing it.
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Such concepts are simple, but not easy,
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Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
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There is no growth in the comfort zone.
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Don’t ask your leader what you should do, tell them what you are going to do.
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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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Don’t expect to be motivated every day to get out there and make things happen. You won’t be. Don’t count on motivation. Count on Discipline.
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But we can’t ever think we are too good to fail or that our enemies are not capable, deadly, and eager to exploit our weaknesses. We must never get complacent. This is where controlling the ego is most important.
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Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.
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Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.
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Calm but not robotic, logical but not devoid of emotions.
JOCKO WILLINK