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 WILLINKThe best leaders are not driven by ego or personal agendas.
More Jocko Willink Quotes
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The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.
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The focus must always be on how to best accomplish the mission.
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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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And the more you build your will by doing hard things, the stronger your will becomes.
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Don’t let your mind control you. Control your mind.
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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.
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The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team.
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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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There is no easy way.
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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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A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.
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Don’t ask your leader what you should do, tell them what you are going to do.
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There are no bad units, only bad officers. This captures the essence of what Extreme Ownership is all about.
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The Warrior Kid treats people with respect, doesn’t judge them.
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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.
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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.
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All elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose.
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Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.
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Most important of all, he believed winning was possible.
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Motivation is fickle. It comes and goes.
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We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.
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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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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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But, in fact, discipline is the pathway to freedom.
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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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A good leader has nothing to prove, but everything to prove.
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