The infamous they.
JOCKO WILLINKThe infamous they.
JOCKO WILLINKAll animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.
JOCKO WILLINKWhen it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.
JOCKO WILLINKThere is no easy way.
JOCKO WILLINKThe best leaders are not driven by ego or personal agendas.
JOCKO WILLINKAll elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose.
JOCKO WILLINKEven the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.
JOCKO WILLINKThere are no bad units, only bad officers. This captures the essence of what Extreme Ownership is all about.
JOCKO WILLINKAs 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.
JOCKO WILLINKA mission statement tells your troops what you are doing.
JOCKO WILLINKDiscipline equals freedom.
JOCKO WILLINKBut, in fact, discipline is the pathway to freedom.
JOCKO WILLINKDecisively engaged?
JOCKO WILLINKA good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.
JOCKO WILLINKI 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.
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 WILLINK