Yesterday I sat down at a San Antonio coffee shop with a friend and former colleague that I hadn’t seen in years. As we were catching up, he was telling me about how impactful being a part of Echelon Front has been. We talked at length about the applications of Jocko Willink and Leif Babin’s leadership theories applied equally in the military, and in business and life.
Once back home, I reviewed my “Net-Out” (a brief summary of the insights and applications of the book) that I had written years ago when the book “Extreme Ownership” first came out. I thought I’d repost it here.
Extreme Ownership
by Jocko Willink & Leif Babin
Quick Summary:
Extreme Ownership applies Navy Seals’ combat principles to business and life. In the book, the authors detail twelve principles by first retelling a combat experience in Iraq where the principle applies, explaining the principle, then illustrating the principle in a business context.
At the core of Extreme Ownership is the requirement that the leader own everything in his or her world. First the authors tackle the Winning the War Within: Extreme Ownership, No Bad Teams Only Bad Leaders, Believe, and Check the Ego. Next, they cover The Laws of Combat: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. Finally they discuss Sustaining Victory: Plan, Leading Up and Down the Chain of Command, Decisiveness Amid Uncertainty, and Discipline Equals Freedom - The Dichotomy of Leadership.
Key Insights:
- When it comes to standards as a leader, it’s not what you preach, it’s what you tolerate. (P.54).
- How can you get your team to most effectively execute the plan to accomplish the mission? (P. 35)
- Are we clear about how the immediate tactical mission fits into strategic goals (p.77)?
- This isn't his fault. It's yours. You are in charge, so the fact he didn't follow procedure is your fault. (P. 104)
- Simplifying as much as possible is crucial to success. (P.140)
- Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously. (P. 161)
- Make sure I communicate the strategic mission and the commander's intent (p. 184)
- If they have questions, it's my fault they didn't get the information they need. (P. 241)
- There is no 100% right solution (p. 254). Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.
- Leaders that lack confidence in themselves fear being outshined by someone else. (P. 274)
Personal Application:
- Be on the lookout for the "tortured genius" (p.60), the one who accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings). In their mind, the rest of the world just can't see or appreciate the genius in what they are doing.
- I must be a true believer in the mission in order to convince and inspire others (p.76). I must be able to explain both the what and the why. If I am a subordinate leader and I don't understand, it is on me to ask.
- Where is my ego clouding my judgment (p.100) and preventing me from seeing the world as it is? Am I operating with a high degree of humility? Am I confident?
- When someone doesn't do as I want, do I really think they are trying to sabotage the effort, or are they doing the best they can with the information they have? Have I failed to explain the bigger picture? (P. 103)
- Where have I allowed parts of the extended team to impact our ability to accomplish the mission because I didn't see them as crucial and expend the effort to break down the silo? I need to be willing to take on division in the team. (P. 122)
- Make sure I'm not making it harder than Prioritize & Execute process on p. 162.
- Empower junior leaders to make decisions on key tasks necessary to accomplish the mission in the most effective and efficient manner possible (p. 183), And, don't become so far removed that you have no idea what the troops are doing and cannot effectively direct your teams. This is called "battlefield aloofness".
- Make sure I'm using the planning checklist on p. 207-208.
- Familiarize myself with The Dichotomy of Leadership on p. 277-8.
Meaningful Quotes:
"On any team, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world."
"Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism."
"Whose fault is it?"
"Engage with them. Build a personal relationship with them. Explain to them what you need from them and why, and ask them what you can do to help them get you what you need." (P. 125)
"Complexity compounds issues that can spiral out of control into total disaster."
"Relax, look around, make a call.""With so much going on in the chaos and mayhem, they would try to take on too many tasks at once. It never worked.... Don't try to do everything at once or you won't be successful."
"Human beings are generally not capable of managing more than six to ten people, particularly when things go sideways and inevitable contingencies arise."
"What is the mission?" "Do the team and supporting elements understand it?"
"If your team isn't doing what you need them to do, you first have to look at yourself. Rather than blaming them for not seeing the strategic picture, you must figure out a way to communicate it to them in terms that are simple, clear, and concise, so that they understand."
"If your boss isn't making a decision in a timely manner or providing necessary support for you and your team, don't blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made..."
"Don't ask your leader what you should do. Tell them what you are going to do."