Lessons learned from “Extreme Ownership”

Success in sports or  business comes  from developing a successful team and by strengthening it daily.

Relying on a “super star” to make things happen is a recipe for failure.

Everyone has to communicate clearly with each other and stay focused on the mission.

Egos, blame-shifting,  and hurt feelings can sabotage a team quickly. Here’s an example from the book,

“The chief technology officer bristled. “We are making the right decisions,” he said. He was serious. Surprised at his statement, I responded, “You’ve all admitted that as a company you aren’t winning.” “We may not be winning,” said the CTO resolutely, “but we’re making the right decisions.” “If you aren’t winning,” I responded, “then you aren’t making the right decisions.” The CTO was so sure he was right, so content to make excuses and shift blame for his own mistakes and failures, that he made ludicrous claims to avoid taking any ownership or responsibility.”

Willink, Jocko; Babin, Leif. Extreme Ownership: How U.S. Navy SEALs Lead and Win (p. 60). St. Martin’s Press. Kindle Edition.

If developing your team is equivalent to trying to herd a bunch of cats, you are not an effective leader.

Effective leaders don’t avoid difficult situations when they arise, but they  take ownership of the problem and meet it head on.

They talk person-to-person in the real world with those involved.

They do avoid senseless arguments that can suck people down the social media sewer.

“A person of integrity expects to be believed, and when he isn’t, he lets time prove him right.”–author unknown



Published by ironcave1

I am the owner of the Cave, a strength-based, veteran-owned, unconventional coaching facility. Our training is old school style, and it gets results!

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