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
JOCKO WILLINKIf 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.
More Jocko Willink Quotes
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More than a decade of continuous war and tough combat operations in Iraq and Afghanistan gave birth to a new generation of leaders in the ranks of America’s fighting forces.
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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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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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The only meaningful measure for a leader is whether the team succeeds or fails.
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Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.
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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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Calm but not robotic, logical but not devoid of emotions.
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The focus must always be on how to best accomplish the mission.
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In the business world, and in life, there are inherent complexities. It is critical to keep plans and communication simple.
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It’s not what you preach, it’s what you tolerate.
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For this reason, they must believe in the cause for which they are fighting.
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The Warrior Kid treats people with respect, doesn’t judge them.
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Leadership is simple, but not easy.
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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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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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