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

It is critical for the success of any team in any business to do the same and implement those changes into their future plans so that they don’t repeat the same mistakes.

“The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it.

as leaders, we must not get dragged into the details but instead remain focused on the bigger picture.

“As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You

“As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.”

“You should develop a standard process with terminology and planning method that are interchangeable and can be utilized across all elements within your team and within the company.”

when a leader thinks his troops understand the bigger picture, they very often have difficulty connecting the dots between the tactical mission they are immersed in with the greater overarching goal.

I could have done a far better job of leading down the chain of command. I should have given greater ownership of plans to the troops—especially

I could have done a far better job of leading down the chain of command. I should have given greater ownership of plans to the troops—especially those who were negative and weren’t fully committed to the mission.

leaders possess insight into the bigger picture and why specific tasks need to be accomplished. This information does not automatically translate to subordinate leaders and the frontline troops.

They do not need the full knowledge and insight of their senior leaders, nor do the senior leaders need the intricate understanding of the tactical level operators’ jobs. Still, it is critical that each have an understanding of the other’s role. And it is paramount that senior leaders explain to their junior leaders and troops executing the mission how their role contributes to big picture success.

Leaders must routinely communicate with their team members to help them understand their role in the overall mission.

It requires regularly stepping out of the office and personally engaging in face-to-face conversations with direct reports and observing the frontline troops in action to understand their particular challenges and read them into the Commander’s Intent.

As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself.

As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand.

We need to push situational awareness up the chain,” Jocko said. “If they have questions, it is our fault for not properly communicating the information they need.

“Leadership doesn’t just flow down the chain of command, but up as well,” he said. “We have to own everything in our world. That’s what Extreme Ownership is all about.”

Instead of blaming others, instead of complaining about the boss’s questions, I had to take ownership of the problem and lead.

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 and support allocated.

leader must push situational awareness up the chain of command.