U.S. Navy SEALs are likely one of the highest performing military groups on the planet. In “Extreme Ownership”, resigned SEAL officials Willink and Babin share the fundamental leadership rules that have empowered SEAL pioneers and teams to accomplish exceptional outcomes and clarify how these insights can be applied to make progress in all parts of business and life. In this rundown, we’ll outline the 12 rules that bring authority and team success on 3 levels:
Part I: Victory from Within: the mentality important to lead and win.
Part II: Victory in Combat: four basic ideas that empower a team to perform at top execution.
Part III: Sustaining Victory: how to keep up the edge and keep the team at top execution.
Part I: Victory from Within
Chapter 1: Extreme Ownership
Leaders must recognize mistakes and concede failures by taking proprietorship and creating a plan to win.
The best leaders don’t simply accept duty regarding their position, they take Extreme Ownership of all that impacts their mission. Absolute responsibility regarding failures is a troublesome thing to acknowledge and taking ownership when things turn out badly requires unprecedented courage.
A leader who practices Extreme Ownership doesn’t assume praise for his team’s victories, yet presents that honor to his subordinate leaders and members. When a leader sets the case of Extreme Ownership and anticipates it from his subordinates, the attitude forms into the team’s culture at each level.
When you take Extreme Ownership, you take total responsibility of what turned out badly, whether it implies getting fired, and build up a methodology to take care of business.
Conclusion: Take Extreme Ownership of everything. You are the only one to blame and nobody else.
Chapter 2: No Bad Teams, Only Bad Leaders
Authority is the single most prominent factor in any team’s presentation. Whether a team succeeds or fizzles, is all up to the leader. Great leaders don’t rationalize. They sort out an approach to complete it and win.
If an unacceptable performance is endured and nobody is held responsible — poor execution turns into the new norm. The leader must join the team together, with everybody concentrated only on the most proficient method to achieve the mission. When a culture of Extreme Ownership is incorporated with the team, the entire group performs. This is what authority is truly about.
Conclusion: Leaders essentially choose their teams’ degree of execution. Under the correct authority, any team can flourish.
Chapter 3: Belief
The most significant question you can answer is Why? When you comprehend the mission and the Why behind it, you can genuinely have confidence in it. To motivate others to achieve a mission, a leader must be a genuine devotee of the mission.
If a leader doesn’t believe, he won’t face the challenges needed to defeat the inescapable challenges important to win. Actions and words reflect conviction with clear certainty and self-craziness that is unimaginable when the conviction is doubtful.
Conclusion: As a leader, you should completely comprehend and believe in a mission, before you can persuade others to grasp it and lead them to do what’s expected to succeed.
Chapter 4: Check The Ego
Incredible leaders organize the wider mission over their ego. They’re willing to learn, acknowledge smart thoughts from others, and own up to their mistakes. They also deal with their colleagues’ egos to keep everybody concentrated on the group mission.
Conclusion: Don’t let your ego, cloud your verdict.
Part II: The Laws of Combat
Chapter 5: Cover and Move
Cover and Move is a typical military tactic, where one group covers while different moves, so they can together make strides. This is tied in with having various groups cooperating and supporting each other.
Conclusion: The focal of the team must be to achieve the mission. Every member from the team must cooperate to better accomplish the mission.
Chapter 6: Simple
To dominate as a leader, things must be streamlined. Your job is to enable your team to dominate and abstain from committing mistakes. Slip-ups which depend on misconception guidelines.
You have to give orders, that is:
Your directions must be reasonable by everyone in the team, even your weakest member.
It is additionally significant that your team feels comfortable to clear the inquiries before they continue. As a leader, you ought to urge your colleagues to look for an explanation and not be embarrassed about doing as such.
Conclusion: Keep your plans modest, so they can be effectively perceived in light of ongoing changes.
Chapter 7: Prioritize and Execute
Leaders must decide the peak priority task and execute it. When overpowered (happens often), fall back upon this rule: Prioritize and Execute. A leader can forestall pressure by remaining a couple of strides ahead by planning potential possibilities that can happen in the mission, briefing these possibilities to the team can empower them to act quickly and execute when those issues emerge. Priorities can quickly move and change when this occurs, correspondence of that move to the rest of the team, both up and down the hierarchy of leadership, is serious.
Conclusion: Recognize the highest priority right now, create a plan to handle the priority and execute.
Chapter 8: Decentralized Command
A person is commonly not fit for managing more than six to ten individuals. Teams must be separated into components of four to five administrators, with an assigned leader. Those leaders must comprehend the general mission and the ultimate goal of that mission. Each strategic level team leader must comprehend what and why to do.
Legitimate Decentralized Command requires straightforward, clear, concise orders that can be seen effectively by everybody in the hierarchy of leadership.
Conclusion: Little teams, with assigned leaders, must comprehend the general mission and prompt goals, including why and what the team must do.
Part III: Sustaining Victory
Chapter 9: Plan
The leader must distinguish clear mandates for the team.
The mission must clarify the general reason and wanted consequences of the activity.
Leaders must delegate the planning process down the chain however much as could be expected to key subordinate leaders. Members taking an interest in the activity will comprehend the Commander’s Intent, the particular mission of the team, and their jobs.
Conclusion: A clear target, straightforward plan, delegate planning measure, become a strategic virtuoso, post-operational debrief.
Chapter 10: Leading all over the levels of leadership
Incredible leaders simultaneously lead upward (by offering data and updates to enable their chiefs to comprehend their work and backing them) and lead descending (to support junior pioneers and cutting edge staff to see the master plan).
Conclusion: Take Extreme Ownership, look in the mirror first and figure out what you can improve. Try not to ask what you should do, tell them what you will do.
Chapter 11: Decisiveness Amid Uncertainty
Leaders can’t be deadened by fear. Leaders must act definitively amid vulnerability; to settle on the best choice they can base on just the quick data access. There is no 100% right solution, leaders must be OK with this and have the option to settle on choices speedily.
Conclusion: Implement Prioritize and Execute
Chapter 12: Discipline rises to freedom — The division of leadership
- Confident yet not presumptuous
- Courageous yet not irresponsible
- Competitive yet a generous failure
- Attentive to subtleties yet not obsessed
- Strong yet have perseverance
- A pioneer and a follower
- Humble yet not aloof (passive)
- Aggressive yet not tyrannical
- Quiet yet not silent
- Calm yet not automated
- Logical yet not without feelings
- Close however not all that nearby with the troops, they should not overlook who is in control
- Able to execute Extreme Ownership, while practicing Decentralized Command
For the people who are enthused about the military or the proactive perspective that considers the business to be a battle between competitors, by then this book is apparently for you. It is stacked up with startling stories from the military and their applications in the working environment.