"Instead of letting the situation dictate our decisions, we must dictate the situation."

When something goes wrong, you should seek responsibility instead of avoiding it. You, as the leader, need to figure out what you can do to correct for the team.

1. Seize accountability, don't avoid it

As the leader, it is your fault when your team members under-performed because you accepted and tolerated it. Not standing for less than excellent performance is more important than setting lofty standards.

2. Standards are what you tolerate

To do so, they must know the "why" behind the mission. When each team member understands the goals and reasons for a mission, everyone benefits.

3. All team members must be bought in to the mission

In high intensity & high pressure environments, in order to be effective, one has to prioritize the most important thing and tackle it first. Then, repeat.

4. Prioritize, then execute!

The terrorist attacks of September 11, 2001, gave birth to a generation of leaders forged not in classrooms through hypothetical training but on the front lines of war through hands-on experience. U.S. Navy SEAL Teams were at the forefront of this transformation, emerging from the triumphs and tragedies of war with an understanding of leadership in the most challenging environments. Jocko Willink and Leif Babin are just such leaders-highly decorated Navy SEAL officers who served together in some of the toughest combat of the Iraq War. Together, they developed leadership lessons and organizational practices through years of experience, alongside heroes such as sniper Chris Kyle. They took those lessons and helped write doctrine for the next generation of SEALs as BUD/S instructors.Today, Babin and Willink apply these principles in the boardroom via their company Echelon Front. Across the country, they demonstrate how the SEAL approach to leadership that made them successful soldiers can help countless organizations and individuals achieve the highest level of success. With Extreme Ownership, their proven plan is available to everyone, with lessons that include:* EXTREME OWNERSHIP: Take it upon yourself to push harder and improve* CHECK THE EGO: Operate with a high degree of humility by admitting mistakes and taking responsibility* COVER & MOVE: Have each other's back and work together to accomplish the mission* And much more

The terrorist attacks of September 11, 2001, gave birth to a generation of leaders forged not in classrooms through hypothetical training but on the front lines of war through hands-on experience. U.S. Navy SEAL Teams were at the forefront of this transformation, emerging from the triumphs and tragedies of war with an understanding of leadership in the most challenging environments. Jocko Willink and Leif Babin are just such leaders-highly decorated Navy SEAL officers who served together in some of the toughest combat of the Iraq War. Together, they developed leadership lessons and organizational practices through years of experience, alongside heroes such as sniper Chris Kyle. They took those lessons and helped write doctrine for the next generation of SEALs as BUD/S instructors.Today, Babin and Willink apply these principles in the boardroom via their company Echelon Front. Across the country, they demonstrate how the SEAL approach to leadership that made them successful soldiers can help countless organizations and individuals achieve the highest level of success. With Extreme Ownership, their proven plan is available to everyone, with lessons that include:* EXTREME OWNERSHIP: Take it upon yourself to push harder and improve* CHECK THE EGO: Operate with a high degree of humility by admitting mistakes and taking responsibility* COVER & MOVE: Have each other's back and work together to accomplish the mission* And much more

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leadershipandmanagement

Leadership & Management

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 operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails. Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields. Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.

Jocko Willink is an accomplished writer whose work has resonated with readers around the world. Jocko Willink has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Jocko Willink's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Jocko Willink

Leif Babin is an accomplished writer whose work has resonated with readers around the world. Leif Babin has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Leif Babin's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Leif Babin

Extreme Ownership

The terrorist attacks of September 11, 2001, gave birth to a generation of leaders forged not in classrooms through hypothetical training but on the front lines of war through hands-on experience. U.S. Navy SEAL Teams were at the forefront of this transformation, emerging from the triumphs and tragedies of war with an understanding of leadership in the most challenging environments. Jocko Willink and Leif Babin are just such leaders-highly decorated Navy SEAL officers who served together in some of the toughest combat of the Iraq War. Together, they developed leadership lessons and organizational practices through years of experience, alongside heroes such as sniper Chris Kyle. They took those lessons and helped write doctrine for the next generation of SEALs as BUD/S instructors.Today, Babin and Willink apply these principles in the boardroom via their company Echelon Front. Across the country, they demonstrate how the SEAL approach to leadership that made them successful soldiers can help countless organizations and individuals achieve the highest level of success. With Extreme Ownership, their proven plan is available to everyone, with lessons that include:* EXTREME OWNERSHIP: Take it upon yourself to push harder and improve* CHECK THE EGO: Operate with a high degree of humility by admitting mistakes and taking responsibility* COVER &amp; MOVE: Have each other's back and work together to accomplish the mission* And much more

Extreme Ownership

JOCKO WILLINK

1. Seize accountability, don't avoid it

2. Standards are what you tolerate

3. All team members must be bought in to the mission

4. Prioritize, then execute!

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