Order the book here or get the audiobook for free. If a leader does not believe, he or she will not take the risks required to overcome the inevitable challenges necessary to win. “The leader must explain not just what to do, but why. Be confident, not cocky. The best leaders don’t just take responsibility for their job. This is critical to the success of any team. You have to lead them.”, “The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? It will make you not just more effective, but also more positive and optimistic about life. The leader must own everything in his world and all responsibility for success and failure rests with him. And if your team doesn’t get it, again, it’s your fault. The leader must acknowledge mistakes and admit failures, take ownership … Human beings are generally not capable of managing more than six to ten people. Empowering. Conclusion: Don’t let ego cloud my judgment. Leadership is the single greatest factor in any team’s performance. “Simple as a principle is not only limited to the battlefield but rather to all walks of life.”. Once a culture of Extreme Ownership is built into the team, the entire team performs. And if the underperformer cannot meet standards, it’s your team, so it’s up to you to get on board someone who can do the job. The leader must take care that everyone in the team can get the job done. In the fog of war, dealing with too many tasks at a time is impossible and will make you fail. As a leader, encourage your team members to seek clarification and not be ashamed about doing so. And cover and move means teamwork. Willink and Babin share hard-hitting, Navy SEAL combat stories that translate into lessons for business and life. Junior leaders must fully understand what is within their decision-making authority. You accept responsibility for what went wrong, and you develop a strategy to get the job done. With their SEAL brothers, they learned that leadership-- at every level-- is the most important thing on the battlefield. Always simplify as much as possible. Proper Decentralized Command requires simple, clear, concise orders that can be understood easily by everyone in the chain of command. I am the only one to blame, there is no one else. Cover and move means teamwork. If he doesn’t fully believe in the mission, a leader must work within himself to align with the thoughts and vision of the mission. It’s a combative mindset that won’t do you well outside of battle (read more in Daring Greatly). Explaining to each tactical operator the overarching tactical goals, the WHY you’re doing something, is key: the people who were the least engaged, biggest complainers and often lowest performers were the ones who didn’t take any part in drafting the plan of actions. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. And while the leader is responsible for failures, he gives the credit and honor of the victory to his subordinates. To do this, a leader must push situational awareness up the chain of command. Highly recommended book to read! There are only two types of leader, effective and ineffective. Actions and words reflect belief with clear confidence and self-absurdness that is not possible when belief is in doubt. But breaking that mentality was the key to properly lead up the chain of command and radically improve the team’s performance. What went wrong? As a matter of fact, humility is paramount. In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission, the leader must believe in the greater cause. 1. This is the most fundamental building block of leadership that cuts across all other principles. They take Extreme Ownership of everything that impacts their mission. Priorities can rapidly shift and change when this happens, communication of that shift to the rest of the team, both up and down the chain of command, is critical. This book provides fundamental leadership lessons through Willink’s insightful combat experiences and stories. Since it''s release in October 2015, Extreme Ownership has revolutionized leadership development and set a new standard for literature on the subject. Extreme ownership : how U.S. Navy SEALs lead and win / Jocko Willink and Leif Babin. Simplifying as much as possible is crucial to success. Explore Studypool's library of literature materials, including documents and Q&A discussions. The leader must unite the team together, with everyone focused exclusively on how to best accomplish the mission [7-Transform Your War Into A Crusade-33 SoW]. Though it seems small, that weakness translates to more significant decisions. The sixth principle is ‘Simple’ and this relates to the need for plans and orders to be communicated in terms which are as simple, clear and concise as possible. The mission must explain the overall purpose and desired results of the operation. Extreme Ownership: How US Navy Seals Lead and Win by Jocko Willink and Leif Babin is a self-help and motivational book by two former Navy Seals about their experience with leadership and the rules they learned in combat that have helped them live successful lives as leaders both inside and outside the service.