Extreme Ownership Quotes

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Extreme Ownership: How U.S. Navy SEALs Lead and Win Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink
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“Discipline equals freedom.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“It’s not what you preach, it’s what you tolerate.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“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.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Relax. Look around. Make a call.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“After all, there can be no leadership where there is no team.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“But, in fact, discipline is the pathway to freedom.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“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. Everything else is bullshit. Does”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“A good leader has nothing to prove, but everything to prove.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. If”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.”
Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win

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