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How U.S. Navy Seals Lead and Win

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Jocko Willink and Leif Babin ’ s Perspective

Jocko Willink is a retire US Navy SEAL officer who presently hosts the top-rated Jocko Podcast. Jocko is the cofounder of Echelon Front, where he serves a chief executive policeman, leadership teacher, speaker and strategic adviser. Leif Babin is a former US Navy SEAL officer and a cofounder of Echelon Front. here, he serves as president/chief operating officer, leadership teacher, loudspeaker and strategic adviser. A graduate of the US Naval Academy, Leif served thirteen years in the Navy, including nine in the SEAL Teams .

introduction

Extreme Ownership teaches readers the lessons that two US Navy SEAL officers obtained during their service. These officers led the most highly decorated special operations unit of the Iraq War. In Extreme Ownership, they apply powerful leadership principles from the battlefield to commercial enterprise and life. Through dangerous experiences, the two authors learned that leadership is the most authoritative factor responsible for success .

StoryShot # 1 : Leaders Have the Greatest Impact on a Team ’ s Performance

leadership is the individual greatest factor in any team ’ randomness operation. Whether a team succeeds or fails depends on the drawing card. good leaders don ’ t make excuses. rather, they figure out a room to succeed. If leaders tolerate deficient performance and don ’ deoxythymidine monophosphate hold team members accountable, poor people performance becomes the fresh standard. so, it ’ s up to the drawing card to enforce standards and unite the team together, with everyone focused entirely on how to best accomplish the mission. then, once a culture of Extreme Ownership is built into the team, the entire team performs .

StoryShot # 2 : Actions Must Be Underpinned By Beliefs

The most important doubt you can answer is why you are adopting a certain border on. Once you understand the deputation and the reason behind it, you can fully get behind the mission. And to convince and inspire others to follow and accomplish a mission, a drawing card must be a dependable believer in it. The leader must believe in the greater cause. If a drawing card does not believe, they won ’ t take the risks required to overcome the inevitable challenges necessary to win. Their actions and words need to reflect a firm belief in the deputation. And when subordinates can see this belief and understand the why, they can proceed while fully believing in what they are doing .

StoryShot # 3 : Take ownership of Your Team ’ s Mistakes

Leaders must acknowledge mistakes and admit failures by taking possession of them and developing a design to win. The best leaders don ’ triiodothyronine just take responsibility for their job. alternatively, they take extreme Ownership of everything that impacts their deputation. Taking this responsibility for failure is challenging and requires extraordinary humility and courage. What ’ s more, a drawing card who exercises Extreme Ownership does not take credit for their team ’ randomness successes. They bestow that respect upon their dependent leaders and team members. When a leader sets the exercise of Extreme Ownership, this mentality develops into the team ’ south culture at every horizontal surface. And when you take extreme Ownership, you take dispatch ownership of what went wrong. You do this even if it means getting fired. By taking Extreme Ownership, both subordinates and superiors will start respecting you. Unlike the average person, you don ’ metric ton blame early people. You accept province for what went wrong, and you develop a strategy to get the speculate done .

StoryShot # 4 : Don ’ t Let Your Ego Influence You

Your ego is an obstacle to good leadership because it prevents you from exercising extreme ownership of the team ’ sulfur performance. Egos can besides prevent team members from cooperating and working towards an overarching goal. Egos are a challenge anytime two people interact. A person with an outsize ego is more likely to hold an high-flown sense of their abilities. They are besides less likely to take duty for a err. ultimately, they are improbable to sympathize with individuals they see as below them. People with excessive egos tend to make decisions without consulting anyone else and put other people ’ randomness requests low on their precedence lists. Do not let your self cloud your judgment. Ego cloud and disrupts everything : the plan process, the ability to take well advice, and the ability to accept constructive criticism. Egos prevent us from seeing the worldly concern as it is and can easily become destructive. extreme Ownership means checking your self and making certain to stay base. so, be confident but not arrogant. Often, the most unmanageable ego to deal with is your own .

StoryShot # 5 : Identify Your High Priority Tasks

Leaders must determine the highest priority tax and execute it. When overpower, fall back on this principle. A leader can prevent pressure by staying one or two steps ahead. plan possible contingencies that can occur in the mission and brief the team about these contingencies. Once the team has been briefed, they can act quickly and execute when those problems arise. Priorities can quickly shift and change when this happens. communication of that stir to the rest of the team, both up and down the chain of command, is critical. To Prioritize and Execute, a leader must :

1. Evaluate the highest priority problem.
2. Lay out this priority in simple, clear and concise terms.
3. Develop and determine a solution. Seek input.
4. Direct the execution of that solution, focusing all efforts and resources toward this priority.
5. Move on to the next higher priority problem.
6. When priorities shift, communicate both up and down the chain.
7. Don’t let the focus on one priority cause target fixation. Target fixation prevents you from seeing the bigger picture.

StoryShot # 6 : support Every team Member

The authors describe Cover and Move as helping each early, working together and supporting one another. Consider a military operation with more than one team moving in the same guidance in a dangerous environment. In these environments, one team will move ahead while the other is stationary and provides covering security, watching for danger. After everything is clear the stationary team will move forward and the foremost team to move will provide covering security system. This is Cover and Move. Cover is a vital part of any operation because moving without cover is a significant risk. Cover and Move is all about teamwork. Each penis of the team is critical to success, although the main feat and supporting efforts must be clearly identified. The focus should always be on how to best accomplish the mission. team members, departments and supporting assets must constantly Cover and Move. This principle is integral for any team to achieve victory, and is the first of the Laws of Combat .

StoryShot # 7 : simplify Concepts to Avoid Mistakes

To excel as a drawing card, it is critical that you simplify concepts. Simplifying deoxyadenosine monophosphate much as possible will help increase your chances of achiever. Simplicity is a cardinal separate of the military ’ s scheme in liveliness or death situations. A simple plan allows the compulsory information to be portrayed in a way that means soldiers don ’ t have to pause to understand a newly plan. While soldiers have to carry maps, they don ’ t have the clock nor opportunity to sit and review them in the center of an operation.

As a drawing card, your function is to help your team excel and avoid making mistakes. When plans or orders are excessively complicated, this opens up the opportunity for errors. These types of mistakes, which are based on misunderstanding instructions, are your fault as a drawing card. If an individual makes an individual mistake, the complexity of your instructions will only compound issues and potentially lead to a catastrophe. Plans and orders must be communicated in a manner that is simple, clear, and concise .

StoryShot # 8 : provide Orders That even Your Weakest Member Can Follow

You want to provide orders that are :

• Simple
• Clear
• Concise

Your instructions must be apprehensible by even your weakest member. It is besides crucial that your team feel willing to ask you, their leader, questions. They should feel comfortable asking for clearing before they proceed. As a drawing card, encourage your team members to seek clarification and not be ashamed about doing so .

StoryShot # 9 : be clearly and Delegate

A drawing card must identify gain directives for their team because a wide and ambiguous mission results in a lack of focus and ineffective performance. The mission needs to besides explain the overall function and desired results of the operation. Leaders must delegate the plan process down the chain american samoa much as potential to key subordinate leaders. While senior leaders supervise the entire planning serve, they have to be careful to not get bogged down by the details. If you have planned efficaciously, all members participating in the operation will understand the commander ’ second captive, the specific mission of the team, and their individual roles .

StoryShot # 10 : debrief After Every plan

After you have completed a design, you must consider what went justly and what went wrong. thus, the authors recommend a post-operational debriefing. These debriefings analyze :

1. What went right? 
2. What went wrong? 
3. How can we adapt our tactics to make us even more effective and increase our advantages over the enemy?

StoryShot # 11 : The Essential Features of an effective design

An effective plan must have the follow features :

• Clear objective
• Simple plan
• Delegated planning process
• Post-operational debriefing

StoryShot # 12 : Leading Up

It is overriding that senior leaders explain to their junior leaders and troops executing the mission how their role contributes to big visualize success. Leading up the chain of command requires tactful battle with the immediate party boss. Use this engagement to obtain the decisions and support necessity to enable your team to accomplish its mission. To do this, a leader must push situational awareness up the chain of instruction. This means building a shared agreement of the current environment and how to best move forth. Leading up the chain of command requires tactful engagement with the contiguous bos to obtain the support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the range of command. Leading up, the drawing card can not fall back on his or her positional authority. A populace display of discontented with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any constitution .

StoryShot # 13 : Leading Down

A drawing card must routinely communicate with their team members to help them understand their character in the overall mission. As a leader employing Extreme Ownership, you first have to look at yourself when problems arise. Rather than blaming your team for not appreciating the strategic picture, you must figure out a way to better communicate. Keep things simple, clear and concise, so that they understand .

StoryShot # 14 : break Teams Down Into Smaller Teams

human beings are generally not capable of managing more than six to ten people. Teams have to be broken down into four to five operators. Each of these operators must have a intelligibly designate leader. Those leaders must understand the overall mission and the ultimate goal of that mission. Every tactical-level team leader needs to understand not entirely What to do but Why they are doing it. This is Decentralized Command. junior leaders must besides in full understand what is within their decision-making assurance. They must communicate with senior leaders to recommend decisions outside their authority and pass critical data up the chain. Proper Decentralized Command requires childlike, clear and concise orders that can be well understood by everyone in the chain of dominate .

StoryShot # 15 : Do not Let Fear Influence Your Decision-Making

Leaders can not be paralyzed by reverence. fear results in inaction. It is critical for leaders to act decisively amid uncertainty. Leaders must make the best decision they can based on the immediate information available. There is no perfect solution to dilemmas. so, leaders must be comfortable with this and able to make decisions promptly .

Final Review and Analysis

The bible concludes by offering readers an outline of what a leader who adopts Extreme Ownership looks like :

• Confident but not cocky.
• Courageous but not foolhardy.
• Competitive but a gracious loser.
• Attentive to details but not obsessed.
• Strong but have endurance.
• A leader and a follower.
• Humble but not passive.
• Aggressive but not overbearing.
• Quiet but not silent.
• Calm but not robotic.
• Logical but not lacking emotions.
• Close but not so close with troops. They must not forget who is in charge.
• Able to execute Extreme Ownership, while exercising Decentralized Command.

Rating

We rate this book 4.5/5 .

PDF, Free Audiobook, and Animated Summary

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associate Book Summaries

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The Mamba Mentality by Kobe Bryant You Are a Badass by Jen Sincero