Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.
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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Faster. Stronger. Smarter. More humble. Less ego.
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After all, there can be no leadership where there is no team.
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If 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.
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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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A 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.
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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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Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone
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Establishing an effective and repeatable planning process is critical to the success of any team.
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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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Good leaders don’t make excuses.
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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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There is no easy way.
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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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Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.
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As a leader, you have to balance the dichotomy, to be resolute where it matters but never inflexible and uncompromising on matters of little importance to the overall good of the team and the strategic mission.
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Repetitive exceptional performance became a habit.
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And the more you build your will by doing hard things, the stronger your will becomes.
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Remember: the enemy gets a vote.
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Relax. Look around. Make a call.
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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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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.
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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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Don’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.
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For this reason, they must believe in the cause for which they are fighting.
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The only meaningful measure for a leader is whether the team succeeds or fails.
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Leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another.
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