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

by Jocko Willink

These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and

solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.

The leader must own everything in his or her world.

The leader’s attitude

sets the tone for the entire team.

About Face: The Odyssey of an American Warrior, by Colonel David Hackworth, U.S. Army (Retired)

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.

“The enemy gets a vote?” the plant manager repeated, questioning what that meant. “Yes. Regardless of how you think an operation is going to unfold,” I answered, “the enemy gets their say as well—and they are going to do something

to disrupt it.

“Relax, look around, make a call.”

“Those who will not risk cannot win.”