Book Summary: Extreme Ownership How U.S. Navy SEALs Lead and Win.
Author: Jocko Willink (Goodreads Author), Leif Babin
Book Size: 284 pages
Book available: Amazon, For free pdf you can contact me through my profile
Moral:
The owners and the Navy commander went through life and death situations.
The book is based on:
Extreme Ownership is a book written by two Navy SEALs who learned how to be tough, disciplined, and level-headed in high-stakes combat situations.
War appears to be terrifying and cruel. We watch movie depictions of combat for enjoyment, but we rarely examine what happens on the battlefield. One of these characteristics that you probably didn’t think about is the leadership qualities that soldiers develop when bullets fly past their heads.
Being a leader can feel as though you’re leading a company of troops into a combat zone at times. Many of us, thankfully, do not have to fight. However, we must still make decisions that have an impact on our clients and staff. What can a Navy SEAL’s experience safeguarding the country teach you about how to improve your decision-making skills?
#1: The ability of a team to succeed is determined by the leader’s willingness to accept responsibility for failure.
In the year 2012, Jocko Willink led a SEAL task force in Ramadi, Iraq. A soldier is killed when the unit comes under heavy fire from what they believe is the enemy. The group subsequently discovers that the bullets they thought came from their presumed opponent were friendly fire from another unit, much to their surprise. What was Willink to do as the operation’s highest-ranking officer?
Among all the things he could have thought about the catastrophe, this man was confident that he was responsible for what had occurred.
Willink’s employment was saved, surprisingly, because of his level of responsibility for the occurrence. Because his superiors understood that leaders make errors, but the best ones take responsibility for them, he was allowed to keep his position.
The worst performers in Navy SEAL training in worst-case scenarios are those who blame their subordinates or the scenario rather than absorbing the weight themselves. Those who do their best, on the other hand, not only accept responsibility for their mistakes but also seek feedback from their superiors.
The key lesson to remember in leadership is that a leader’s attitude usually rubs off on their team members. If management refuses to accept responsibility for errors, neither will their staff, and no one advances. However, when a leader fully accepts responsibility for an issue, his or her team members are eager to do the same. When a leader has a positive attitude on their role in both good and bad times, everyone becomes more efficient.
#2: To stay efficient while the pressure is on, identify priorities and take action on them one at a time.
Imagine you’re deep in enemy territory, and one of your comrades stumbles 20 feet after tripping on a tarp he mistook for a roof. Now you’ve got one injured soldier on your hands, and your entire team is in jeopardy. Furthermore, the building you’re in has an enemy explosive at the exit. So, what exactly do you do?
“Don’t panic,” you would think, and you’d be correct. However, how do you go about doing so? As the SEAL training instructs, it’s as simple as “prioritize and execute.” The SEALs’ mantra of “relax, look around, make a call” further explains this principle.
Take a look at each priority and deal with it one at a time if you want to execute efficiently under pressure. That implies your first step will be to determine what has to be addressed first.
Babin put his team’s safety first, then the soldier who had fallen, and finally ensured that all of his guys were present. Despite the great strain, he was able to complete his task by slowing down and mentally taking a step back.
The same is true in business. When the pressure is on and you need to make a rapid decision, start by determining your top priority. Then, make sure your team is aware of the situation and request their advice on potential remedies. Finally, focus your efforts on putting your plan into action.
#3: Before a mission or project begins, effective leaders mitigate hazards.
One of the authors recalls a mission to rescue an Iraqi hostage held captive by Al-Qaeda. His intelligence officer informed Babin not long before the expedition that the hostage was being guarded by machine guns in bunkers and was encircled by explosives.
What would you have done if you’d discovered that the risk of your operation had increased unexpectedly?
Babin, astonishingly, had anticipated such dangers and had persevered with the assignment. Before he even realized they were there, he had planned for the risks that would be posed to him.
Babin understood and acted on his role as a leader to identify and plan for potential dangers. Because of his dedication to his job, the team was prepared to move through with the procedure right away. Babin now uses this incident as a training simulation for new soldiers.
In a managerial role, it is your responsibility to be aware of the risks associated with any project you undertake. Your team’s success will be aided by your preparation for these unavoidable annoyances. Even if some dangers are more difficult to anticipate, you can still win if you concentrate on what you can control.
