Jocko Willink
SEAL commander turned leadership blunt instrument
Leadership
Willink commanded SEAL Team Three's Task Unit Bruiser in Ramadi, the most decorated special operations unit of the Iraq war, and now teaches the same doctrine to companies. Extreme Ownership is one idea repeated until it sticks: whatever went wrong, it is yours, because a leader who blames anyone else has given away the only thing that could fix it.
The leader must explain not just what to do, but why.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
In any organization, goals must always be in alignment.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
Extreme Ownership: there are no bad teams, only bad leaders.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
The leader must own everything in his or her world. There is no one else to blame.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
It is the responsibility of the subordinate leader to reach out and ask if they do not understand.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
On any team, in any organization, all responsibility for success and failure rests with the leader.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
Once a leader believes in the mission, that belief shines through to those below and above in the chain of command.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
Every leader must be able to detach from the immediate tactical mission and understand how it fits into strategic goals.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
Actions and words reflect belief with a clear confidence and self-assuredness that is not possible when belief is in doubt.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
If a leader does not believe, he or she will not take the risks required to overcome the inevitable challenges necessary to win.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
The best leaders don't just take responsibility for their job. They take Extreme Ownership of everything that impacts their mission.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
When a leader's confidence breaks, those who are supposed to follow him or her see this and begin to question their own belief in the mission.
Extreme Ownership, ch. 2 "No Bad Teams, Only Bad Leaders" (Jocko Willink) · 2015
As individuals, we often attribute the success of others to luck or circumstances and make excuses for our own failures and the failures of our team.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
When subordinates aren't doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves.
Extreme Ownership, ch. 1 "Extreme Ownership" (Jocko Willink) · 2015
Read when something failed and there is a comfortable person to blame
