A reader recommended Extreme Ownership by Jocko Willink and Leif Babin. They earned their leadership stripes as Navy SEALs.
First, words about SEALs and their extraordinary winnowing process. About 250 new SEALs are forged each year, from 10,000 candidates. Twenty percent of candidates fail psychological screening and are dropped...because it was found that 98 percent of psych fail trainees failed the training.
How fit are SEALs? I saw one in clinic many years ago (he looked like Rambo), who said that he didn't feel well. "It took me an hour to run the ten miles to get here."
Even after completion of initial BUD/S (six months), SEALs require an additional two years of training before they deploy. These heroes get 2 1/2 years of rigorous training before doing important work. Comparing them to "one and done" insults them and their mission.
I have only read condensed summaries of the book but share some of their key points, relevant to business and sports. Part of "Extreme Ownership" to me is playing not to the scoreboard but to your own standard of excellence. That doesn't mean being ignorant of the score and situation, but consistently doing what is right.
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.”
“It’s not what you preach, it’s what you tolerate.” (I like to say, "if you stand for anything, you stand for nothing.")
“After all, there can be no leadership where there is no team.”
“A leader has nothing to prove, but everything to prove.”
“A leader must have a competitive spirit but also be a gracious loser.”
“Extreme Ownership: there are no bad teams, only bad leaders.”
“If frontline troops are unclear about the plan and yet are too intimidated to ask questions, the team’s ability to effectively execute the plan radically decreases.” (This reflects the concept of "Commander's Intent". During battle, each frontline group must know the desired 'end state' and work to achieve those conditions.)
“The goal of all leaders should be to work themselves out of a job. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.” (A few of my favorite moments in coaching have been when players expressed a desire to coach in the future).
