But it starts here. This fundamental core concept enables SEAL leaders to lead high-performing teams in extraordinary circumstances and win. He felt in many ways that his knowledge exceeded that of many members of the boardand he was probably right. You are saying it, but Im not convinced you believe it. That was the last X-Ray Platoon in the SEAL Teams. CONDUCT NO MORE OPERATIONS. But there is one most important reason why this plan has failed, I said.What reason is that? the VP inquired with interest.I paused for a moment to see if the VP was ready for what I had to tell him. I had a gut feeling that something was wrong. But that didnt change the fact that he was the leader of a team that was failing its mission. No bad teams, only bad leaders 3. But everyone is rattled. After leaving the SEAL Teams, they launched a company, Echelon Front, to teach those same leadership principles to leaders in businesses, companies, and organizations across the civilian sector. While there were not supposed to be any friendlies in the vicinity, there were many enemy fighters known to be in the area. But it was absolutely true. Get your boys loaded up, I told him.Roger, said the chief.The SEAL chief, one of the best tactical leaders Id ever known, quickly got the rest of his SEALs and other troopers down to the front door. Lets get them out of here, replied the chief.An armored personnel carrier (APC)3 had arrived with the heavy QRF and was sitting out front. Your people dont need to be fired. But to be accidently killed or wounded by friendly fire because someone had screwed up was the most horrible fate. But something was missing. That meant my SEALs were in a world of hurt and in need of serious help. Details of U.S. and Iraqi troops wounded or killed came in from different sectors. As the SEAL task unit commander, the senior leader on the ground in charge of the mission, I was responsible for everything in Task Unit Bruiser. My e-mail in-box was full. Everyone got focused on some products that never really amounted to much. This is a summary of Chapter 6: Simple, from the best selling book, Extreme Ownership, written by Jocko Willink and Leif Babin. Table of Contents. No.Absolutely not, I agreed. You are the reason.The VP was surprised, then defensive. Jocko Willink and Leif Babin (Extreme Ownership) A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success. (Extreme Ownership Quotes) Jocko Willink and Leif Babin. If a supporting unit didnt do what we needed it to do, then I hadnt given clear instructions. The building he pointed to was riddled with bullet holes. For any team organization to win and achieve big results. Having been on the receiving end of devastating .50-caliber machine gun rounds punching through the walls around them, they had stared death in the face and did not think they would survive. Combat, the most intense and dynamic environment imaginable, teaches the toughest leadership lessons, with absolutely everything at stake. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute.If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. Chapter 3: Believe. Extreme ownership 2. Relax, look around, make a call.. In the early morning darkness, our SEAL sniper element had seen the silhouette of a man armed with an AK-47 creep into their compound. Yes, they sound like excuses. But there were so many factors, and I couldn't figure it out. WebExtreme Ownership Summary Part I: Mindset | Chapter 1: Leaders Take Responsibility and Give Credit The first four chapters discuss the mindset a leader must have to lead her team successfully. This concept is the number-one characteristic of any high-performance winning team, in any military unit, organization, sports team or business team in any industry.When subordinates arent doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. It made no sense to me.Hold what you got, Gunny. Blue-on-blue friendly fire, fratricide the worst thing that could happen. Through the particle-filled air, I could see a smoky-red mist, clearly from a red smoke grenade used by American forces in the area as a general signal for Help!My mind was racing. Having been on the receiving end of devastating .50-caliber machine gun rounds punching through the walls around them, they had stared death in the face and did not think they would survive. Theres some muj in that building right there putting up a serious fight! He pointed to the building across the street, his weapon trained in that direction. Plan 10. I blamed me.I continued: As the commander, everything that happened on the battlefield was my responsibility. He took the blame for the failure to meet the manufacturing objectives and gave a solid no-nonsense list of corrective measures that he would implement to ensure execution. One of my men was wounded. Like most of the houses in Iraq, there was an eight-foot concrete wall around it. Only a few hours into the operation, both of my SEAL sniper elements had been attacked and were now embroiled in serious gunfights. I asked the U.S. Army company commander we were with to follow the tanks in, and he complied. That sniper team had abandoned the location they had originally planned to use and were in the process of relocating to a new building when all the shooting started. "What?" Its all about the mission. We've been hammering them, and I'm working to get some bombs dropped on 'em now." They sound like Excuses? I finished the sentence for the VP, knowing the word itself was a big blow to his ego.Yes. We approached the door to the compound, which was slightly open. With this beautifully illustrated book he inspires readers to seek out a brighter future. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. But these are real and legitimate, insisted the VP.Could there be other reasons your plan wasnt successfully executed? I asked.Absolutely, the VP answered. His plan included the following: consolidate manufacturing plants to eliminate redundancy, increase worker productivity through an incentivized bonus program, and streamline the manufacturing process.The problem arose in the plans execution. Get your boys loaded up," I told him. 5 As we debriefed, it was obvious there were some serious mistakes made by many individuals both during the planning phase and on the battlefield during execution. It means you are responsible for not just those tasks which you directly control, but for all those that affect whether or not your mission is successful. We did it to ourselves, and it happened under my command. No matter what, I could never blame other people when a mission went wrong.The VP contemplated this. Section II: Laws of Combat. With that in mind, our SEALs had engaged the man with the AK-47, thinking they were under attack. None of us are perfect. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. The Digital and eTextbook ISBNs for Extreme Ownership are 9781250184726, 125018472X and the print ISBNs are 9781250183866, 1250183863. There were real bad guys out there, and even as we spoke, sporadic gunfire could be heard all around as other elements engaged insurgents in the vicinity. Read an Excerpt CHAPTER 1 The Ultimate Dichotomy Jocko Willink CHARLIE MEDICAL FACILITY, CAMP RAMADI, IRAQ: 2006 "Sir," the young SEAL whispered in a faint voice, "come here." When I returned home from deployment, I took over Training Detachment One, which managed all training for West Coast SEAL platoons and task units in preparation for combat deployments. My initial assessment was positive. We conducted two more back-to-back missions, cleared a large portion of the Ma'laab District, and killed dozens of insurgents. When the VP pushed the manufacturing managers harder, they teamed up with the sales managers. Tough as nails and ready for more, he stayed with me, unfazed by what had happened and ready for whatever came next.I made my way back over to the Marine ANGLICO gunny. For years, the Malaab had remained firmly in their hands. In the meantime, they directed me to prepare a brief detailing what had happened. Who was to blame?I was brought on by the company to help provide leadership guidance and executive coaching to the companys vice president of manufacturing (VP). Henceforth, the name was banished. How can you best get your team to most effectively execute the plan in order to accomplish the mission? I continued. They looked more rattled than any human beings I had ever seen. I am responsible for the entire operation. Leading up and down the chain of command 11. Prioritize and execute 8. Everything. We did it to ourselves, and it happened under my command.When we completed the last mission of the day, I went to the battalion tactical operations center where I had my field computer set up to receive e-mail from higher headquarters. For a better shopping experience, please upgrade now. As directed, I put together a brief, a Microsoft PowerPoint presentation with timelines and depictions of the movements of friendly units on a map of the area. We shot one of them and they attacked hard-core. The specific location of the sniper team in question had not been passed on to other units. "One SEAL fragged in the face not too bad. The SEAL chief, one of the best tactical leaders I'd ever known, quickly got the rest of his SEALs and other troopers down to the front door. But that didnt matter. But that didn't matter. Required reading for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. You have accomplished amazing things. A ferocious firefight ensued, leaving one of their own dead and several wounded. Extreme Ownership. From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special forces unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Focus must always be how best to accomplish the mission or goal. I told him that bluntly.Im saying exactly what you told me to say, the VP retorted. Chapter 8: Decentralized Command. You cant make them execute. WebIn Extreme Ownership, Jocko Willink and Leif Babin share hard-hitting, Navy SEAL combat stories that translate into lessons for business and life. Positive identification of the assumed enemy combatant, who turned out to be an Iraqi soldier, had been insufficient. Details of U.S. and Iraqi troops wounded or killed came in from different sectors. "Roger," he replied, stunned and disappointed at what had transpired. Now, U.S. forces aimed to change that. If anyone was to be blamed and fired for what happened, let it be me. Extreme Ownership provides huge value for leaders at all levels. A must read for every leader. Roger Ailes, Chairman and CEO, Fox News Channel and Fox Business Network, and chairman, Fox Television StationsLeif and Jocko are the real deal. When a leader sets such an example and expects this from junior leaders within the team, the mindset develops into the teams culture at every level. I felt sick. The enemy insurgent fighters called themselves mujahideen, Arabic for those engaged in jihad, which we shortened for expediency. Introduction: With little progress to show, the VPs job was now at risk.I arrived on scene two weeks before the next board meeting. He looked at me as if I were completely crazy. You must assume total ownership of the failure to implement your new plan. This book is all about building high performing teams based on Achievement values. And this is a lesson for you: if you reengage on this task, if you do a stern self-assessment of how you lead and what you can do better, the outcome will be different. As we rehearsed the VPs portion of the board presentation, I was unconvinced that he truly accepted total responsibility for his teams failures. So, yes, there are a host of other reasons.Those all may be factors. He stared back at me in wide-eyed surprise. "Roger that, Sir," he replied, looking surprised as he quickly reported it on the radio. Despite the tremendous blow to my reputation and to my ego, it was the right thing to dothe only thing to do. This book made me a better leader and enabled my entire team step up our game! Jared Hamilton, founder and CEO, DrivingSales"One of the best books on leadership I've ever read and a tremendous war story book as well." I opened an e-mail from my commanding officer (CO) that went straight to the point. We shot one of them and they attackedhard-core. These leadership principles, while martial in their development, are easily transferred outside of the military setting to the wildland fire environment. THE INSTANT #1 NATIONAL BESTSELLER From the #1 New York Times bestselling authors of Extreme Ownership comes a new and revolutionary approach to help leaders recognize and attain the leadership balance crucial to victory. Im going to check it out, I said, motioning toward the building on which he had been working to coordinate the airstrike. You know who gets all the blame for this? The entire group sat there in silence, including the CO, the CMC, and the investigating officer. I looked through my notes again, trying to place the blame. They were going to drop their gear, grab some food at the chow hall, and then we would bring everyone together to debrief the event. This is the SEAL Leadership book we have been waiting for. This particular QRF consisted of four U.S. Army armored Humvees, each mounted with an M2 .50-caliber heavy machine gun, and a dozen or so U.S. Look at your career. Feeling ownership of the product, and performing like an owner is one that really differentiates great POs from the rest. An armored personnel carrier (APC) had arrived with the heavy QRF and was sitting out front. It outlined the critical failures that had turned the mission into a nightmare and cost the life of one Iraqi soldier, wounded several more, and, but for a true miracle, could have cost several of our SEALs their lives. The silence was deafening. Section III: Sustaining Victory. But that doesnt seem to be the situation here, I continued. Are you ready to transform your relationship with money? But they quickly got it together, boarded the APC, and left for the nearby U.S. forward operating base except the SEAL chief. I set up scenarios where blue-on-blue shootings were almost guaranteed to happen. Willink and Babin returned home from deployment and instituted SEAL leadership training to pass on their harsh lessons of self-discipline, mental toughness and self-defense learned in combat to help forge the next generation of SEAL leaders. And now it had just happened to us to my SEAL task unit. We also discuss what happens when the PO takes their role as a part-time job The Great Product Owner: The impact of feeling the ownership of the Product Although the clue is in the name, Continue reading After a thoughtful silence, he responded, I always thought I was a good leader. Dozens of insurgent fighters mounted blistering attacks with PKC2 Russian belt-fed machine guns, deadly RPG-7 shoulder-fired rockets, and AK-47 automatic rifle fire. Now, compare that to the commander who came in and took the blame. I knew what this meant. All the good things I had done and the solid reputation I had worked hard to establish in my career as a SEAL were now meaningless.
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