Repetitive exceptional performance became a habit.
JOCKO WILLINKThe 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.
More Jocko Willink Quotes
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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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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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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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To not move around, observe, and analyze, in order to make the best decisions possible, was to fail as a leader and fail the team.
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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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Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.
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Don’t let your mind control you. Control your mind.
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Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness.
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Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.
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A leader must care about the troops, but at the same time the leader must complete the mission, and in doing so there will be risk and sometimes unavoidable consequences to the troops.
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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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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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Good leaders are rare; bad leaders are common.
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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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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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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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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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The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.
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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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A mission statement tells your troops what you are doing.
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The best leaders are not driven by ego or personal agendas.
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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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And the more you build your will by doing hard things, the stronger your will becomes.
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Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.
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Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
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