Extreme Ownership: How U.S. Navy SEALs Lead and Win

Leaders must be free to move to where they are most needed, which changes throughout the course of an operation.

“Proper Decentralized Command requires simple, clear, concise orders that can be understood easily by everyone in the chain of command.

Situations will sometimes require that the boss walk away from a problem and let junior leaders solve it, even if the boss knows he might solve it more efficiently.

It is more important that the junior leaders are allowed to make decisions—and backed up even if they don’t make them correctly.

the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

Different courses of action must be explored on how best to accomplish the mission—with

Different courses of action must be explored on how best to accomplish the mission—with the manpower, resources, and

Different courses of action must be explored

Different courses of action must be explored on how best to accomplish the mission—with the manpower, resources, and supporting assets available.

It is critical to utilize all assets and lean on the expertise of those in the best position to provide the most accurate and up-to-date information.

Giving the frontline troops ownership of even a small piece of the plan gives them buy-in, helps them understand the reasons behind the plan, and better enables them to believe in the mission, which translates to far more effective implementation and execution on the ground.

While the senior leader supervises the entire planning process by team members, he or she must be careful not to get bogged down in the details.

While the senior leader supervises the entire planning process by team members, he or she must be careful not to get bogged down in the details. By maintaining a perspective above the microterrain of the plan, the senior leader can better ensure compliance with strategic objectives.

While the senior leader supervises the entire planning process by team members, he or she must be careful not to get bogged down in the details. By maintaining a perspective above the microterrain of the plan, the senior leader can better ensure compliance with strategic objectives. Doing so enables senior leaders to “stand back and be the tactical genius”—to identify weaknesses or holes in the plan that those immersed in the details might have missed.

Leaders must carefully prioritize the information to be presented in as simple, clear, and concise a format as possible so that participants do not experience information overload.

If frontline troops are unclear about the plan and yet are too intimidated to ask questions, the team’s ability to effectively execute the plan radically decreases.

There are some risks that simply cannot be mitigated, and leaders must instead focus on those risks that actually can be controlled.

whether on the battlefield or in the business world, leaders must be comfortable accepting some level of risk.

“Those who will not risk cannot win.”

The best teams employ constant analysis of their tactics and measure their effectiveness so that they can adapt their methods and implement lessons learned for future missions.