The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.
JOCKO WILLINKMore 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.
More Jocko Willink Quotes
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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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It’s not what you preach, it’s what you tolerate.
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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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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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A mission statement tells your troops what you are doing.
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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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Remember: the enemy gets a vote.
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Departments and groups within the team must break down silos, depend on each other and understand who depends on them.
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Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.
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Stop researching every aspect of it and reading all about it and debating the pros and cons of it, Start doing it.
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Such concepts are simple, but not easy,
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The test for a successful brief is simple: Do the team and the supporting elements understand it?
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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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The focus must always be on how to best accomplish the mission.
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Most important of all, he believed winning was possible.
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