Extreme Ownership is the story of two US Navy SEALs: Leif Babin and Jocko Willink. I hadn't been controlling the rogue element of Iraqis that entered the compound. Combat, the most intense and dynamic environment imaginable, teaches the toughest leadership lessons, with absolutely everything at stake. One of my men was wounded. An Iraqi soldier was dead and others were wounded. The QRF Humvees had put over 150 rounds from a .50-caliber heavy machine gun into it and many more smaller caliber rounds from their rifles and light machines. But for some reason there were dozens of Iraqi troops and their U.S. Army and Marine combat advisors in the area. Javascript is not enabled in your browser. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. But that didn't matter. The leader must own everything in his or her world. Extreme ownership 2. Leif met Jocko (his commander) in 2005 during the Iraq War. U.S. Marine Corps ANGLICO (Air-Naval Gunfire Liaison Company) teams coordinated with American attack aircraft overhead in an effort to drop bombs on enemy positions.Only a few hours into the operation, both of my SEAL sniper elements had been attacked and were now embroiled in serious gunfights. Let's get them out of here," replied the chief. $0.00 $ 0. Extreme Ownership is how great leaders take responsibility for every aspect of their team and its mission. But for some reason there were dozens of Iraqi troops and their U.S. Army and Marine combat advisors in the area. I opened an e-mail from my commanding officer (CO) that went straight to the point. Having fought in Ramadi for an extended period of time, they understood something we SEALs did not: blue-on-blue was a risk that had to be mitigated as much as possible in an urban environment, but that risk could not be eliminated. He understood what we had experienced and just how easily it could happen.But, while a blue-on-blue incident in an environment like Ramadi might be likely, if not expected, we vowed to never let it happen again. This was our first major operation in Ramadi and it was total chaos. Despite the many successful combat operations I had led, I was now the commander of a unit that had committed the SEAL mortal sin. In the early morning darkness, our SEAL sniper element had seen the silhouette of a man armed with an AK-47 creep into their compound. The squads split up on a night patrol in the jungle, lost their bearings, and when they bumped into each other again in the darkness, they mistook each other for enemy and opened up with gunfire. Extreme Ownership by Jocko Willink and Leif Babin is a book about leadership principles practiced by the US Navy SEALs, which you can apply to become a better leader at work. These leadership principles, while martial in their development, are easily transferred outside of the military setting to the wildland fire environment. Decisiveness amid uncertainty 12. There was some problem, some piece that I hadn't identified, and it made me feel like the truth wasn't coming out. A must read for every leader. Roger Ailes, Chairman and CEO, Fox News Channel and Fox Business Network, and chairman, Fox Television StationsLeif and Jocko are the real deal. Jocko and Leif spent the rest of their careers together in the SEALs, and their unit became the most decorated unit in the Iraq War. And now it had just happened to us to my SEAL task unit. As the SEAL task unit commander, the senior leader on the ground in charge of the mission, I was responsible for everything in Task Unit Bruiser. For those on the outside looking in, like our training groupor the board in your casethe difference is obvious.And that is how I appear to the board right nowblaming everyone and everything else, the VP recognized.There is only one way to fix it, I told him.For the next several days, I helped the VP prepare for the board meeting. In the meantime, they directed me to prepare a brief detailing what had happened. WebExtreme Ownership is a book about a set of leadership principles learned, honed, and perfected in a time of war by a small group of Navy SEALs. Following them were reports of enemy fighters killed. Even the most competent leaders can be overwhelmed if they try and tackle multiple problems. I nodded at my senior enlisted SEAL, who nodded back, and we moved across the street toward the enemy-infested house. But something didn't add up. Dozens of insurgent fighters mounted blistering attacks with PKC Russian belt-fed machine guns, deadly RPG-7 shoulder-fired rockets, and AK-47 automatic rifle fire. Beyond the literal fog of war impeding our vision, the figurative "fog of war," often attributed to Prussian military strategist Carl von Clausewitz, had descended upon us, and it was thick with confusion, inaccurate information, broken communications, and mayhem. The idea that a leader must take extreme responsibility and account for everything they touch is key. Marc Andreessen, Macmillan Code of Ethics for Business Partners. That is what a leader does even if it means getting fired. What the hell?All the good things I had done and the solid reputation I had worked hard to establish in my career as a SEAL were now meaningless. WebExtreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink 70,214 ratings, 4.25 average rating, 4,762 reviews Open Preview Extreme Ownership Quotes Showing 1-30 of 365 Discipline equals freedom. Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win 132 likes Like Its not what you preach, its what you tolerate. Get your boys loaded up, I told him.Roger, said the chief.The SEAL chief, one of the best tactical leaders Id ever known, quickly got the rest of his SEALs and other troopers down to the front door. The board of directors had approved the plan the previous year and thought it could decrease production costs. As our armored Humvee rounded the corner and headed down the street toward the gunfire, I saw a U.S. M1A2 Abrams tank in the middle of the road up ahead, its turret rotated with the huge main gun trained on a building at almost point-blank range. The specific location of the sniper team in question had not been passed on to other units. The book Extreme Ownership argues that to be a successful leader, one must take complete responsibility for their team. The impact would be uncomfortable, but there was no way around it. I'm honored to have served with them. Lets get them out of here, replied the chief.An armored personnel carrier (APC)3 had arrived with the heavy QRF and was sitting out front. Each time his plant managers and other key leaders were presented with the rollout plan, they pushed back with concerns: the employees wouldnt make enough money; they would leave for jobs with higher base salaries that didnt require minimum standards; recruiters would capitalize on the change and pull skilled workers away. Now, the VP was on his way to Extreme Ownership.Copyright 2015, 2017 by Jocko Willink and Leif Babin. That meant my SEALs were in a world of hurt and in need of serious help. 3 Treat your allies as a support network, not as competition. Having been on the receiving end of devastating .50-caliber machine gun rounds punching through the walls around them, they had stared death in the face and did not think they would survive. We shot one of them and they attackedhard-core. In the event the need arose to adjust orders or customize, a teleconference or videoconference would more than suffice.The VP also explained why the incentivized bonus structure hadnt been put in place. But that didnt matter. Thus, I had to take ownership of everything that went wrong. When the .50-caliber machine gun opened up on their position, our SEAL sniper element inside the building, thinking they were under heavy enemy attack, called in the heavy QRF Abrams tanks for support. My initial assessment was positive. Get your boys loaded up," I told him. But there were so many factors, and I couldn't figure it out. The VP was extremely smart and incredibly knowledgeable about the business. Everyone OK? he asked.It was a blue-on-blue, I replied bluntly.What? he asked, stunned.It was a blue-on-blue, I repeated. Then all hell broke loose. You have accomplished amazing things. But it starts here. Look at your career. There is no one else to blame. No bad teams, only bad leaders 3. But Extreme Ownership isnt a principle whose application is limited to the battlefield. You have to lead them.I did lead them, the VP protested. Another e-mail from one of my old bosses stationed in another city in Iraq, but privy to what was happening in Ramadi, read simply, "Heard you had a blue-on-blue. WebIn Extreme Ownership, Jocko Willink and Leif Babin share hard-hitting, Navy SEAL combat stories that translate into lessons for business and life. A true believer in the mission. I asked the U.S. Army company commander we were with to follow the tanks in, and he complied. The market has been tough. At times, he slipped back into defensiveness, not wanting to accept blame. The entire place was crawling with muj (pronounced "mooj"), as American forces called them. They see Extreme Ownership in their leaders, and, as a result, they emulate Extreme Ownership throughout the chain of command down to the most junior personnel. I had a gut feeling that something was wrong.Running over to a Marine ANGLICO gunnery sergeant, I asked him, Whats going on?Hot damn! he shouted with excitement. Detailing the resilient mindset and total focus principles that enable SEAL units to accomplish the most difficult combat missions, Extreme Ownership demonstrates how to apply them to any team or organization, in any leadership environment. This book is all about building high performing teams based on Achievement values. There was no time to debate or discuss. In his New York Times best-selling book, Extreme Ownership How US Navy Seals Lead and Win, retired Navy Seal turned author, speaker, podcaster, and leadership consultant, Jocko Willink, recounts an ill-fated operation he led in Iraq in 2006 that resulted in a disastrous friendly forces firefight, and the decision he made in the But no one is infallible. Everyone got focused on some products that never really amounted to much. I felt that I deserved it. I asked, wanting to find the U.S. Army company commander. He pointed to the building across the street, his weapon trained in that direction. It made no sense to me. So how am I supposed to execute it? But doing just that is an absolute necessity to learning, growing as a leader, and improving a teams performance.Extreme Ownership requires leaders to look at an organizations problems through the objective lens of reality, without emotional attachments to agendas or plans. I came up with the plan! "There's some muj in that building right there putting up a serious fight!" But that doesnt seem to be the situation here, I continued. As we monitored the radio, we heard the U.S. advisors with one of the Iraqi Army elements in advance of the rest report they were engaged in a fierce firefight and requested the QRF (Quick Reaction Force) for help. Who was to blame? Theres some muj in that building right there putting up a serious fight! He pointed to the building across the street, his weapon trained in that direction. I stated it plainly, You. This book shows how they did it. Marcus Luttrell, U.S. Navy SEAL and #1 national bestselling author of Lone SurvivorThe smartest, most revolutionary management approach since Jack Welch's Six Sigma. Don Imus, radio host, Imus in the MorningFinally, a leadership book that actually demonstrates how to truly lead. An inspiring and page-turning read, the leadership lessons are easy to digest and implement. They led SEALs in the fight through the hell that was the Battle of Ramadi. After a year, the board wondered if he could effectively lead this change. It means you are responsible for not just those tasks which you directly control, but for all those that affect whether or not your mission is successful. No other friendly forces were to have entered this sector until we had properly deconflicteddetermined the exact position of our SEAL sniper team and passed that information to the other friendly units in the operation. After a thoughtful silence, he responded, I always thought I was a good leader. But something was missing. Tough as nails and ready for more, he stayed with me, unfazed by what had happened and ready for whatever came next. Extreme Ownership Summary. I apologized to the wounded SEAL, explaining that it was my fault he was wounded and that we were all lucky he wasnt dead. Tough as nails and ready for more, he stayed with me, unfazed by what had happened and ready for whatever came next.I made my way back over to the Marine ANGLICO gunny. Whether it is to survive tough times or to flourish in a crowded marketplace, organizations are always looking for competent Chapter 9: Plan. U.S. elements tried to decipher what was happening with other U.S. and Iraqi units in adjacent sectors. There is no one to blame but me. Dave Ramseys Complete Guide to Money offers the ultra-practical way to learn how money works. WebLooker Studio turns your data into informative dashboards and reports that are easy to read, easy to share, and fully customizable. Like most of the houses in Iraq, there was an eight-foot concrete wall around it. Now, U.S. forces aimed to change that.The operation had kicked off before sunrise, and with the sun now creeping up over the horizon, everyone was shooting. The list went on and on. This philosophy was formalized by Jocko Willink and Leif Babin in their book Extreme Search metadata Search text contents Search TV news captions Search radio transcripts Search archived web sites Advanced Search. Despite the tremendous blow to my reputation and to my ego, it was the right thing to dothe only thing to do. I should have positively identified my target.No, I responded, It wasnt your fault. The SEAL chief, one of the best tactical leaders I'd ever known, quickly got the rest of his SEALs and other troopers down to the front door. When the .50-caliber machine gun opened up on their position, our SEAL sniper element inside the building, thinking they were under heavy enemy attack, called in the heavy QRF Abrams tanks for support. There must be a resolute belief. His plan included the following: consolidate manufacturing plants to eliminate redundancy, increase worker productivity through an incentivized bonus program, and streamline the manufacturing process.The problem arose in the plans execution. That was the last X-Ray Platoon in the SEAL Teams. The SEALs in the troop, who did not expect me to take the blame, respected the fact that I had taken full responsibility for everything that had happened. These individuals must instead find a way to get the job done and mutually support each other. Who was to blame?I reviewed my brief again and again trying to figure out the missing piece, the single point of failure that had led to the incident. We've been hammering them, and I'm working to get some bombs dropped on 'em now." I had heard the story of X-Ray Platoon from SEAL Team One in Vietnam. And this is a lesson for you: if you reengage on this task, if you do a stern self-assessment of how you lead and what you can do better, the outcome will be different. He said, My subordinate leaders made bad calls; I must not have explained the overall intent well enough. Or, The assault force didnt execute the way I envisioned; I need to make sure they better understand my intent and rehearse more thoroughly. The good leaders took ownership of the mistakes and shortfalls. Blue-on-blue friendly fire, fratricide the worst thing that could happen. 5 They looked more rattled than any human beings I had ever seen. Uh-oh, it looks like your Internet Explorer is out of date. Following them were reports of enemy fighters killed. Finally, my SEAL senior enlisted advisor (a noncommissioned officer) and I rode along with one of the Army company commanders. They were looking for someone to blame, and most likely someone to relievethe military euphemism for someone to fire.Frustrated, angry, and disappointed that this had happened, I began gathering information. A leader must be. Word had rapidly spread that we had had a blue-on-blue. This concept is the number-one characteristic of any high-performance winning team, in any military unit, organization, sports team or business team in any industry.When subordinates arent doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. This is a summary of Chapter 6: Simple, from the best selling book, Extreme Ownership, written by Jocko Willink and Leif Babin. It outlined the critical failures that had turned the mission into a nightmare and cost the life of one Iraqi soldier, wounded several more, and, but for a true miracle, could have cost several of our SEALs their lives.But something was missing. The operation had kicked off before sunrise, and with the sun now creeping up over the horizon, everyone was shooting. Despite all the failures of individuals, units, and leaders, and despite the myriad mistakes that had been made, there was only one person to blame for everything that had gone wrong on the operation: me. But we still had work to do and had to drive on. I felt that I deserved it.My e-mail in-box was full. For this operation, we had four separate elements of SEALs in various sectors of this violent, war-torn city: two SEAL sniper teams with U.S. Army scout snipers and a contingent of Iraqi soldiers, and another element of SEALs embedded with Iraqi soldiers and their U.S. Army combat advisors assigned to clear an entire sector building by building. Having been on the receiving end of devastating .50-caliber machine gun rounds punching through the walls around them, they had stared death in the face and did not think they would survive. They were going to drop their gear, grab some food at the chow hall, and then we would bring everyone together to debrief the event. What the hell?". Our hands were clasped in a handshake. "They killed one of our Iraqi soldiers when we entered the building and wounded a few more. That's when I had arrived on the scene. No doubt they were wondering whom I would hold responsible. I knew what this meant. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. Take personal responsibility for the failures. They called in reinforcements, and U.S. Marines and Army troops responded with a vicious barrage of gunfire into the house they assumed was occupied by enemy fighters. As we monitored the radio, we heard the U.S. advisors with one of the Iraqi Army elements in advance of the rest report they were engaged in a fierce firefight and requested the QRF (Quick Reaction Force) for help. We conducted two more back-to-back missions, cleared a large portion of the Malaab District, and killed dozens of insurgents. U.S. Marine Corps ANGLICO (Air-Naval Gunfire Liaison Company) teams coordinated with American attack aircraft overhead in an effort to drop bombs on enemy positions. All they did was make excuses and ultimately never made the adjustments necessary to fix problems. That was the last X-Ray Platoon in the SEAL Teams. But not always. Details of U.S. and Iraqi troops wounded or killed came in from different sectors. And if that still didnt do the job, bombs from the sky would be next.But something didnt add up. It was a curseand a lesson. Im honored to have served with them. Relax, look around, make a call.. THE INSTANT #1 NATIONAL BESTSELLER From the #1 New York Times bestselling authors of Extreme Ownership comes a new and revolutionary approach to help leaders recognize and attain the leadership balance crucial to victory. In typical fashion for a Navy mishap, the CO had appointed an investigating officer to determine the facts of what happened and who was responsible. And if that still didn't do the job, bombs from the sky would be next. For a better shopping experience, please upgrade now. I asked, needing to know his status and that of his men. So, yes, there are a host of other reasons.Those all may be factors. Preface Introduction Section I: Winning the War Within Chapter 1: Extreme Ownership Chapter 2: No Bad Teams, Only Bad Leaders Chapter 3: Believe Extreme Ownership provides huge value for leaders at all levels. All they could do was return fire as best they could and keep up the fight to prevent being overrun by what they thought were enemy fighters. As we rehearsed the VPs portion of the board presentation, I was unconvinced that he truly accepted total responsibility for his teams failures. Poignant, powerful, practical. WebPRINCIPLES. You have to own it.The VP was not yet convinced.If one of your manufacturing managers came to you and said, My team is failing, what would your response be? You are saying it, but Im not convinced you believe it. he asked. CONDUCT NO MORE OPERATIONS. The specific location of the sniper team in question had not been passed on to other units. Plan 10. We revised our standard operating procedures and planning methodology to better mitigate risk. In the meantime, they directed me to prepare a brief detailing what had happened. You must assume total ownership of the failure to implement your new plan. The U.S. Marine ANGLICO team had come very close to directing airstrikes on the house our SEALs were holed up in. The U.S. Marine ANGLICO team had come very close to directing airstrikes on the house our SEALs were holed up in. I nodded at my senior enlisted SEAL, who nodded back, and we moved across the street toward the enemy-infested house. They were looking for someone to blame, and most likely someone to "relieve" the military euphemism for someone to fire. Table of Contents. You are still learning and growing. Chapter 7: Prioritize and Execute. Then all hell broke loose.When gunfire erupted from the house, the Iraqi soldiers outside the compound returned fire and pulled back behind the cover of the concrete walls across the street and in the surrounding buildings. "What?" But these are real and legitimate, insisted the VP.Could there be other reasons your plan wasnt successfully executed? I asked.Absolutely, the VP answered. I dreaded opening and answering the inevitable e-mail inquiries about what had transpired. This particular QRF consisted of four U.S. Army armored Humvees, each mounted with an M2 .50-caliber heavy machine gun, and a dozen or so U.S. A thorough SITREP (situation report) had not been passed to me after the initial engagement took place. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. In the chaos and confusion, somehow a rogue element of Iraqi soldiers had strayed outside the boundaries to which they had been confined and attempted to enter the building occupied by our SEAL sniper team. INVESTIGATING OFFICER, COMMAND MASTER CHIEF, AND I ARE EN ROUTE. In typical fashion for a Navy mishap, the CO had appointed an investigating officer to determine the facts of what happened and who was responsible.Another e-mail from one of my old bosses stationed in another city in Iraq, but privy to what was happening in Ramadi, read simply, Heard you had a blue-on-blue. This is the SEAL Leadership book we have been waiting for. But there were so many factors, and I couldnt figure it out.Finally, the CO, the CMC, and the investigating officer arrived at our base. You own everything in your world. A compelling narrative with powerful instruction and direct application, Extreme Ownership challenges leaders everywhere to fulfill their ultimate purpose: lead and win. Chapter 10: Introduction: Pushing open the heavy armored door of my vehicle, I stepped out onto the street. I had to take complete ownership of what went wrong. It was clear he thought these muj were hard-core. We approached the door to the compound, which was slightly open. I cant make them listen to me. The VPs statements gradually became less emphatic. In the gunnys mind, for us to even approach that place was pretty much suicidal. To be killed or wounded by the enemy in battle was bad enough. "Upstairs, here," he replied motioning toward the building we were in front of. It is just impossible. If youre looking for practical information to answer all your How?, Do you want to build a budget that actually works for you? An inspiring and page-turning read, the leadership lessons are easy to digest and implement. They knew it was a dynamic situation caused by a multitude of factors, but I owned them all.The U.S. Army and U.S. Marine conventional commanders took the debrief points as lessons learned and moved on. If one of my machine gunners engaged targets outside his field of fire, then I had not ensured he understood where his field of fire was. Locations of friendly forces had not been reported. Read an Excerpt CHAPTER 1 The Ultimate Dichotomy Jocko Willink CHARLIE MEDICAL FACILITY, CAMP RAMADI, IRAQ: 2006 "Sir," the young SEAL whispered in a faint voice, "come here." Willink and Babin returned home from deployment and instituted SEAL leadership training to pass on their harsh lessons of self-discipline, mental toughness and self-defense learned in combat to help forge the next generation of SEAL leaders. The building is clear, I told him.Roger that, Sir, he replied, looking surprised as he quickly reported it on the radio.Wheres the captain? I asked, wanting to find the U.S. Army company commander.Upstairs, here, he replied motioning toward the building we were in front of.I walked upstairs and found the company commander hunkered down on the roof of a building. WebExtreme Ownership is how great leaders take responsibility for every aspect of their team and its mission. I had to take complete ownership of what went wrong.
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