Extreme Ownership How U S Navy Seals Lead And Win-Books Pdf

Extreme Ownership How U S Navy SEALs Lead and Win
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Jocko and Leif wrote this book so that the leadership lessons can continue to impact teams. beyond the battlefield in all leadership situations any company team or organization in. which a group of people strives to achieve a goal and accomplish a mission. It is for leaders everywhere to utilize the principles learned to lead and win Leadership. requires belief in the mission and unyielding perseverance to achieve victory particularly when. doubters question whether victory is even possible. The idea for this book was born from the realization that the principles critical to SEAL success. on the battlefield how SEALs train and prepare their leaders how they mold and develop. high performance teams and how they lead in combat are directly applicable to success in. any group organization corporation business and to a broader degree life. This book provides the reader with their formula for success the mind set and guiding. principles that enable SEAL leaders and combat units to achieve extraordinary results It. demonstrates how to apply these directly in business and life to likewise achieve victory. The only meaningful measure for a leader is whether the team succeeds or fails For all the. definitions descriptions and characterizations of leaders there are only two that matter. effective and ineffective Effective leaders lead successful teams that accomplish their mission. and win Ineffective leaders do not, For leaders the humility to admit and own mistakes and develop a plan to overcome them is. essential to success The best leaders are not driven by ego or personal agendas They are. simply focused on the mission and how best to accomplish it. U S military personnel are smart creative freethinking individuals human beings They must. literally risk life and limb to accomplish the mission For this reason they must believe in the. cause for which they are fighting They must believe in the plan they are asked to execute and. most important they must believe in and trust the leader they are asked to follow This is. especially true in the SEAL Teams where innovation and input from everyone including the. most junior personnel are encouraged,Part 1 Winning the War Within. Chapter 1 Extreme Ownership, On any team in any organization all responsibility for success and failure rests with the leader. The leader must own everything in his or her world There is no one else to blame The leader. must acknowledge mistakes and admit failures take ownership of them and develop a plan to. win The best leaders don t just take responsibility for their job They take Extreme Ownership. of everything that impacts their mission This fundamental core concept enables SEAL leaders. to lead high performing teams in extraordinary circumstances and win. Extreme Ownership isn t a principle whose application is limited to the battlefield 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. 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 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 If underperformers cannot improve the leader must. DrFrumi Scaling4Growth com www 100mustreads com 2, make the tough call to terminate them and hire others who can get the job done It is all on the. Chapter 2 No Bad Teams Only Bad leaders, This is one of the most fundamental and important truths at the heart of Extreme Ownership.
there are no bad teams only bad leaders, This is a difficult and humbling concept for any leader to accept But it is an essential mind set. to building a high performance winning team, When leaders who epitomize Extreme Ownership drive their teams to achieve a team. performs well and performance continues to improve even when a strong leader is. temporarily removed from the team, Every team must have junior leaders ready to step up and temporarily take on roles and. responsibilities for their immediate bosses to carry on the team s mission and get the job done. if and when the need arises, Leaders should never be satisfied They must always strive to improve and they must face the. facts through a realistic brutally honest assessment of themselves and their team s. performance, Identifying weaknesses good leaders seek to strengthen them and come up with a plan to.
overcome challenges The best teams are constantly looking to improve add capability and. push the standards higher It starts with the individual and spreads to each of the team. members until this becomes the culture the new standard. The recognition that there are no bad teams only bad leaders facilitates Extreme Ownership. and enables leaders to build high performance teams that dominate on any battlefield literal. or figurative,Chapter 3 Believe, In order to convince and inspire others to follow and accomplish a mission a leader must be a. true believer in the mission If a leader does not believe he or she will not take the risks. required to overcome the inevitable challenges necessary to win And they will not be able to. convince others especially the frontline team who must execute the mission to do so. Leaders must always operate with the understanding that they are part of something greater. than themselves and their own personal interests, They must impart this understanding to their teams down to the tactical level operators on the. ground Far more important than training or equipment a resolute belief in the mission is. critical for any team or organization to win and achieve big results. In many cases the leader must align his thoughts and vision to that of the mission Actions and. words reflect belief with a clear confidence that is not possible when belief is in doubt. The challenge comes when that alignment isn t explicitly clear 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, Every leader must be able to detach from the immediate tactical mission and understand how it. fits into strategic goals Leaders must analyze the strategic picture and then come to a. conclusion If they cannot determine a satisfactory answer themselves they must ask questions. DrFrumi Scaling4Growth com www 100mustreads com 3, up the chain of command until they understand why If frontline leaders understand why they. can move forward fully believing in what they are doing. The frontline troops never have as clear an understanding of the strategic picture as senior. leaders might anticipate It is critical that these senior leaders impart a general understanding. of that strategic knowledge the why to their troops. In any organization goals must always be in alignment If goals aren t aligned at some level this. issue must be addressed and rectified In business just as in the military no senior executive. team would knowingly choose a course of action or issue an order that would purposely result. in failure But a subordinate may not understand a certain strategy and thus not believe in it. Junior leaders must ask questions and also provide feedback up the chain so that senior leaders. can fully understand the ramifications of how strategic plans affect execution on the ground. Chapter 4 Check the Ego, Ego clouds and disrupts everything the planning process the ability to take good advice and.
the ability to accept constructive criticism It can even stifle someone s sense of self. preservation Often the most difficult ego to deal with is your own. Everyone has an ego Ego drives the most successful people in life in the SEAL Teams in the. military in the business world They want to win to be the best That is good But when ego. clouds our judgment and prevents us from seeing the world as it is then ego becomes. destructive, When personal agendas become more important than the team and the overarching mission s. success performance suffers and failure ensues Many of the disruptive issues that arise within. any team can be attributed directly to a problem with ego. Implementing Extreme Ownership requires checking your ego and operating with a high degree. of humility Admitting mistakes taking ownership and developing a plan to overcome. challenges are integral to any successful team, Ego can prevent a leader from conducting an honest realistic assessment of his or her own. performance and the performance of the team,Part 11 Laws of Combat. Chapter 5 Cover and Move, Cover and Move it is the most fundamental tactic perhaps the only tactic Put simply Cover. and Move means teamwork, All elements within the greater team are crucial and must work together to accomplish the.
mission mutually supporting one another for that singular purpose. Departments and groups within the team must break down silos depend on each other and. understand who depends on them If they forsake this principle and operate independently or. work against each other the results can be catastrophic to the overall team s performance. Within any team there are divisions that arise Often when smaller teams within the team get. so focused on their immediate tasks they forget about what others are doing or how they. depend on other teams They may start to compete with one another and when there are. obstacles animosity and blame develops This creates friction that inhibits the overall team s. performance,DrFrumi Scaling4Growth com www 100mustreads com 4. It falls on leaders to continually keep perspective on the strategic mission and remind the team. that they are part of the greater team and the strategic mission is paramount Each member of. the team is critical to success though the main effort and supporting efforts must be clearly. identified, If the overall team fails everyone fails even if a specific member or an element within the team. did their job successfully Pointing fingers and placing blame on others contributes to further. dissension between teams and individuals These individuals and teams must instead find a way. to work together communicate with each other and mutually support one another. The focus must always be on how to best accomplish the mission Alternatively when the team. succeeds everyone within and supporting that team succeeds Every individual and every team. within the larger team gets to share in the success. Accomplishing the strategic mission is the highest priority Team members departments and. supporting assets must always Cover and Move help each other work together and support. each other to win This principle is integral for any team to achieve victory. Chapter 6 Simple, Combat like anything in life has inherent layers of complexities Simplifying as much as. possible is crucial to success, When plans and orders are too complicated people may not understand them And when. things go wrong and they inevitably do go wrong complexity compounds issues that can spiral. out of control into total disaster, Plans and orders must be communicated in a manner that is simple clear and concise.
Everyone that is part of the mission must know and understand his or her role in the mission. and what to do in the event of likely contingencies. As a leader it doesn t matter how well you feel you have presented the information or. communicated an order plan tactic or strategy If your team doesn t get it you have not kept. things simple and you have failed You must brief to ensure the lowest common denominator. on the team understands, It is critical as well that the operating relationship facilitate the ability of the frontline troops to. ask questions that clarify when they do not understand the mission or key tasks to be. performed Leaders must encourage this communication and take the time to explain so that. every member of the team understands, Simple this principle isn t limited to the battlefield In the business world and in life there are. inherent complexities It is critical to keep plans and communication simple Following this rule. is crucial to the success of any team in any combat business or life. Chapter 7 Prioritize and Execute, On the battlefield countless problems compound in a snowball effect every challenge complex. in its own right each demanding attention But a leader must remain calm and make the best. decisions possible To do this SEAL combat leaders utilize Prioritize and Execute. This principle is verbalized with this direction Relax look around make a call Even the most. competent of leaders can be overwhelmed if they try to tackle multiple problems or a number. of tasks simultaneously The team will likely fail at each of those tasks. DrFrumi Scaling4Growth com www 100mustreads com 5, Instead leaders must determine the highest priority task and execute When overwhelmed. fall back upon this principle Prioritize and Execute. Multiple problems and high pressure high stakes environments occur in many facets of life and. particularly in business Business decisions may lack the immediacy of life and death but the. pressures on business leaders are still intense The success or failure of the team the. department the company the financial capital of investors careers and livelihoods are at. stake These pressures produce stress and demand decisions that often require rapid execution. Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility Admitting mistakes taking ownership and developing a plan to overcome challenges are integral to any successful team Ego can prevent a leader from conducting an honest realistic assessment of his or her own

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