Leadership Strategy and Tactics Quotes

“So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“With each of those problems, I am the solution. With each problem I solve, the level of trust the boss has in me goes up. And I will continue on that path. I won’t complain or try to shift bad jobs onto someone else or even look for some kind of praise.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual Expanded Edition

“Solid relationships up and down the chain of command are the basis of all good leadership.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“Taking Extreme Ownership means that leaders are responsible for every action the people on their team make. It is as simple as that.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual Expanded Edition

“This is once again where trust plays a huge role in an effective team. Not only did he have to trust me when I first gave him the order to go to the building, but now that he has said “Negative” to me, I have to trust him. I have to trust that he’s seen something that I don’t see; I have to trust that he”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual Expanded Edition

“Leaders are never good enough. A leader must be constantly improving and learning since, in any leadership job, new and unexpected challenges arise all the time and, as one continues to lead, the number of people being led increases, projects multiply in number and scope, and the overall strategic impact of the missions being led also expands.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual Expanded Edition

“But no matter what type of leader I worked for, my goal was always the same: to build a relationship with them so they trusted me, gave me what I needed to get the job done, got out of my way, and let me accomplish the mission.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual Expanded Edition

“I often tell leaders that what makes leadership so hard is dealing with people, and people are crazy. And the craziest person a leader has to deal with is themselves.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“if the planning process gets bogged down or different members of the team can’t agree on a course of action, it might be necessary for the leader to step in and provide guidance or even make a decision on which course of action to use. But it is almost always preferred for the leader to lead from the rear, to allow the troops to take the lead on the plan and to take ownership of it. The best ideas often come from the people on the team who are closest to the problem; those are the folks on the front line. Don’t inhibit them; instead, allow them the freedom and authority to create and execute new plans and ideas. They have the knowledge. Give them the power. Don’t feel the need to always”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“good leader builds a great team that counterbalances their weaknesses.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“leader”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“of the simplest ways is obvious, but it often gets overlooked—that is performance. Your boss expects you to complete certain tasks. So complete them. Do them on time, on budget, and with as little drama as possible. Get the mission done.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual

“When I reported to SEAL Team One after completing Basic Underwater Demolition / SEAL Training (BUD/S), there was no leadership course. New SEALs were issued no books or materials of any kind on the subject. We were expected to learn to lead the way SEALs had learned for our entire existence—through OJT, or on-the-job training.”
― Jocko Willink, Leadership Strategy and Tactics: Field Manual