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People do not follow robots.

Jocko Willink

Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
JOCKO WILLINK

Business Comfortable Leadership Risk Understand War World
Our egos don’t like to take blame.
JOCKO WILLINK

Blame Ourselves
In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.
JOCKO WILLINK

Accomplishment Believe Inspirational Leadership True
Establishing an effective and repeatable planning process is critical to the success of any team.
JOCKO WILLINK

Establishment Planning Success Team
Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.
JOCKO WILLINK

Ability Action Decision Right Wait
The best leaders are not driven by ego or personal agendas.
JOCKO WILLINK

Leadership Virtue
Relax. Look around. Make a call.
JOCKO WILLINK

Action Breathe Inspirational See
Remember: the enemy gets a vote.
JOCKO WILLINK

Democracy Enemy Remember
For this reason, they must believe in the cause for which they are fighting.
JOCKO WILLINK

Believe Fight Inspirational Reason
Motivation is fickle. It comes and goes.
JOCKO WILLINK

Motivational One Liner
Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.
JOCKO WILLINK

Decision Force Greatness Leadership Stay
That’s it. When things are going bad: Don’t get all bummed out, don’t get startled, don’t get frustrated. No. Just look at the issue and say: Good.
JOCKO WILLINK

Bad Goodness Issue
Don’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 WILLINK

Fight Learning Thinking
Calm but not robotic, logical but not devoid of emotions.
JOCKO WILLINK

Emotional Logic Technology
In the business world, and in life, there are inherent complexities. It is critical to keep plans and communication simple.
JOCKO WILLINK

Business Life Simplicity World
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 WILLINK

Explanation Leadership Photograpgh
The focus must always be on how to best accomplish the mission.
JOCKO WILLINK

Accomplishment Best Focus
If 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.
JOCKO WILLINK

Effort Goal See
Discipline equals freedom.
JOCKO WILLINK

Discipline Equality Freedom One Liner
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.
JOCKO WILLINK

Discipline Expectation Motivational
Departments and groups within the team must break down silos, depend on each other and understand who depends on them.
JOCKO WILLINK

Break Independent Team Understand
Good leaders are rare; bad leaders are common.
JOCKO WILLINK

Bad Goodness Leadership
You have to BE VIGILANT. You have to be ON GUARD. You have to HOLD THE LINE on the seemingly insignificant little things— things that shouldn’t matter—but that do.
JOCKO WILLINK

Importance Worth Yourself
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.
JOCKO WILLINK

Important Lose Quality Relationship Strong Team Weapon
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.
JOCKO WILLINK

Development Leadership Mistake Wrong
Most important of all, he believed winning was possible.
JOCKO WILLINK

Believe Himself Important Possible Win
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.
JOCKO WILLINK

Decision Development Leadership Team

People do not follow robots.

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People do not follow robots.

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