![]() ![]() Departments and groups within the team must work together to break down silos, rely on one another, and understand who depends on them. It is an essential tactic of Extreme Ownership. Admitting mistakes, accepting responsibility, and devising a strategy to overcome obstacles are essential components of every successful team. ![]() Ego can impede a leader from undertaking an honest, realistic appraisal of their own and the team’s performance. Implementing Extreme Ownership, as presented by Jocko Willink and Leif Babin, necessitates putting your ego aside and functioning with humility. When personal agendas precede the team’s success and the overall objective, performance declines, and failure occurs. When our judgment is clouded by ego, and we cannot view the world as it is, the ego becomes harmful. The most successful individuals in life-in the SEAL Teams, the military, and the corporate world are driven by their egos. ![]() It can even suffocate a person’s sense of self-preservation. The hardest ego to cope with is often your own. Check the EgoĮverything is clouded and disrupted by ego: the planning process, the capacity to accept excellent counsel, and the ability to accept constructive criticism. To know more, read How to form a high-performance team. Trust is the first stage of team development. Solid confidence in the objective is far more vital than training or equipment for any group or organisation to succeed and produce outstanding outcomes. They must communicate this understanding to their teams, all the way down to tactical-level operators on the ground. Leaders must constantly remember that they are a part of something bigger than themselves and their personal goals. BelieveĪ leader accepting Extreme Ownership must be a sincere believer in persuading and inspiring others to follow and complete it. When setting standards, no matter what is stated or written, if bad performance is allowed and no one is held accountable-if there are no consequences-that poor performance becomes the new standard. What you accept as a leader is more important than what you teach regarding standards. However, if the underperformer consistently fails to meet expectations, a leader who practices Extreme Ownership must put the team and the purpose ahead of anyone. If underperformers cannot improve, the leader must decide to fire them and employ those who can do the job. If a team member is not performing to the level necessary for the team to succeed, the leader must coach and mentor that underperformer. The leader must recognise mistakes and shortcomings, accept responsibility for them, and devise a winning strategy. Everything in the leader’s universe must be his or hers. The leader bears all responsibility for the success and failure of any team or organisation. Discipline Equals Freedom-The Dichotomy of Leadershipġ2 Leadership Principles by Jocko Willink and Leif Babin. Extreme Ownership Leader’s planning checklist should include the following items:.They have to Think about the strategy they have to carry out and, more importantly, believe in and trust the leader they have to follow. Leaders must believe in the cause they are fighting for. They are solely concerned with the objective and the best way to complete it. The most effective leaders are not motivated by ego or personal ambitions. Jocko Willink, Leif BabinĪs you will see, Jocko Willink and Leif Babin’s principles are simple but not easy. Jocko Willink served in the military and participated in combat operations during the Iraq War, serving as the Commander of Task Unit Bruiser of SEAL Team 3, which participated in the Ramadi insurgency.Īll responsibility for success and failure rests with the leader in any organization or team. Two former SEALs discuss how the principles they learned in battle, in life-or-death circumstances, apply to leaders in any job. Looking at leadership through the lens of Extreme Ownership simplifies a complicated issue. Navy SEALs Lead and Win by Jocko Willink and Leif Babin. ![]()
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