Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
JOCKO WILLINKHis realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win.
More Jocko Willink Quotes
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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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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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There is no easy way.
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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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The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
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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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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.
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Discipline equals freedom.
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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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Remember: the enemy gets a vote.
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After all, there can be no leadership where there is no team.
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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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There is no growth in the comfort zone.
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Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
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The test for a successful brief is simple: Do the team and the supporting elements understand it?
JOCKO WILLINK