“And the more you build your will by doing hard things, the stronger your will becomes.”

The most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

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.

Departments and groups within the team must break down silos, depend on each other and understand who depends on them.

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.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

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.

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.

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

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.

Establishing an effective and repeatable planning process is critical to the success of any team.

The test for a successful brief is simple: Do the team and the supporting elements understand it?

Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win.

There is only hard work, late nights, early mornings, practice, rehearsal, repetition, study, sweat, blood, toil, frustration, and discipline.

Leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another.

I am a strong woman with or without this other person, with or without this job, and with or without these tight pants.

Whatever you do, do well. Be good at it. Stand a little taller. Be a little stronger. Be a little better.

The actual sight of a first-class house that a Negro has built is ten times more potent than pages of discussion about a house that he ought to build, or perhaps could build.

I lost so much of myself, when I lost them both. I learnt how to be strong on my own and for everyone else.

A strong, successful man is not the victim of his environment. He creates favorable conditions. His own inherent force and energy compel things to turn out as he desires.

A strong plan of action will yield you quantum results and will ensure that you don’t fall into the familiar patterns of your past.

The worst thing to call somebody is crazy. It’s dismissive. “I don’t understand this person. So they’re crazy.” That’s bullshit. These people are not crazy. They strong people. Maybe their environment is a little sick.

Love is the strongest force the world possesses, and yet it is the Greatness is a road leading towards the unknown.