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 WILLINKThe infamous they.
More Jocko Willink Quotes
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And the more you build your will by doing hard things, the stronger your will becomes.
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The focus must always be on how to best accomplish the mission.
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His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win.
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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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For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.
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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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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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Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead.
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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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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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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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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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There is only hard work, late nights, early mornings, practice, rehearsal, repetition, study, sweat, blood, toil, frustration, and discipline.
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Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.
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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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Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously.
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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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For this reason, they must believe in the cause for which they are fighting.
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Faster. Stronger. Smarter. More humble. Less ego.
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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 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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The infamous they.
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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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Don’t ask your leader what you should do, tell them what you are going to do.
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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 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.
JOCKO WILLINK