His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win.
JOCKO WILLINKThe goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
More Jocko Willink Quotes
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The Warrior Kid treats people with respect, doesn’t judge them.
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The leader must own everything in his or her world.
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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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Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.
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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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The focus must always be on how to best accomplish the mission.
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There is no growth in the comfort zone.
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Establishing an effective and repeatable planning process is critical to the success of any team.
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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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Most important of all, he believed winning was possible.
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Decisively engaged?
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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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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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Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.
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All animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.
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When it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable.
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Calm but not robotic, logical but not devoid of emotions.
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We wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.
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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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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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Motivation is fickle. It comes and goes.
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Whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.
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Take care of your gear and your gear will take care of you.
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Is this what I want to be? This? Is this all I’ve got—is this everything I can give? Is this going to be my life? Do I accept that?
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Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.
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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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