A mission statement tells your troops what you are doing.
JOCKO WILLINKA mission statement tells your troops what you are doing.
JOCKO WILLINKRepetitive exceptional performance became a habit.
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.
JOCKO WILLINKA good leader has nothing to prove, but everything to prove.
JOCKO WILLINKBut, in fact, discipline is the pathway to freedom.
JOCKO WILLINKInstead of letting the situation dictate our decisions, we must dictate the situation.
JOCKO WILLINKWhen it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.
JOCKO WILLINKThe leader must own everything in his or her world.
JOCKO WILLINKThere is no growth in the comfort zone.
JOCKO WILLINKOur egos don’t like to take blame.
JOCKO WILLINKLeaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
JOCKO WILLINKA leader must care about the troops, but at the same time the leader must complete the mission, and in doing so there will be risk and sometimes unavoidable consequences to the troops.
JOCKO WILLINKBut 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.
JOCKO WILLINKDon’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.
JOCKO WILLINKDecisively engaged?
JOCKO WILLINKMost important of all, he believed winning was possible.
JOCKO WILLINK