Extreme Ownership Free Download
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Extreme ownership is the core fundamental concept behind effective leadership. Effective leaders build and lead successful teams that accomplish the mission and win. Ownership is the realization that a leader is ultimately responsible for everything the team does or does not do. The leader owns everything. Every success. Every failure. There is no one else to blame (Willink & Babin, 2015).
Misguided loyalty is corrosive to the mission. In the profession of arms, loyalty takes place in a hierarchical manner given the greater purpose above self in defending the nation and the American people. We must first bear true faith and allegiance to the U.S. Constitution, the Army, the unit, and then a fellow Soldier (Army.mil, n.d.a). Misguided loyalty occurs when the protection of an individual occurs at the expense of the team or the mission. Tolerating poor performance, problems, or allowing any individual, including the leader, to become more important than the team or the mission will contribute to low morale and failure. To avoid misguided loyalty the leader must take extreme ownership and make decisions objectively with a mission focus (Willink & Babin, 2015).
When something goes wrong, you should seek responsibility instead of avoiding it. You, as the leader, need to figure out what you can do to correct the course for the team. When is a time you showed extreme ownership for less than stellar performance instead of blaming your team members or others close to you?
"The biggest takeaway that you can have from this is looking yourself in the mirror and thinking, 'Where can I do better?'" Babin told me. "Taking ownership instead of blaming others, finding excuses, or maybe even denying that problems exist ... And a lot of that is about checking your ego."
This is the titular lesson of the book. The idea is simple, but not easy: As aleader, you are responsible for everything in your space. These includedetails, emergency plans, junior leaders below you and senior leaders aboveyou. A mindset of ownership, of a dedication to the success of the missionmakes leaders successful.
He describes a convicting picture of the "tortured genius," a leader who feelsthat they are a good leader even though their team is not succeeding. Such aleader will display victimization, blaming their followers understanding andmotivation rather than taking ownership of their failure to lead.
Part of extreme ownership is the accepting that knowledge, understanding, andstrategy will not be spoon fed to you, you have the responsibility to go getit. Very rarely will someone hand you the "Why?" of the mission. You have tofind it.
There is a lot of excellent counsel in this chapter on how to empower and coachjunior leaders on your team to take ownership of their teams, and how to buildan effectively network. It all comes down to being a strong enough leader tonot only give direction, but to empower your leaders to carry out the missionwithout you. Your junior leaders should not ask "what should I do?" they shouldbe telling you "This is what we are going to do."
Under the dichotomy of leadership, Jocko and Leif muse on how leadership isalways about striking a balance between extremes. Recognizing this fact willallow you to self-diagnose and better balance these forces.
Instead of arguing that leadership plays an arbitrary 10 vs 12 percent improvement, it would be easier to say does leadership play a large, maybe 80 percent or small, maybe 10 percent, roles with teams. In addition, trying to discern smaller percentages is extremely difficult given the ambiguity of what really constitutes leadership. In addition, each environment will need to use their own leadership model, but given the differences between workplace and military, that by itself will lead to different results.
Extreme Ownership is the practice of owning everything in your world, to an extreme degree. 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.
Leaders put the mission above their personal needs and their personal ego. Leaders display humility. They accept the best ideas, even when they come from the ranks. Leaders take full ownership when they make a mistake and change direction.
If we wish to discuss planning, strategy, tactics, leadership, agility, creativity and teamwork, a look at how these issues are dealt with in a military context is inevitable. So what this book review looks at is the value of the way which we can learn from extreme military situations and how we can apply this learning to other environments, including business, social and personal contexts.
Having retired from the U.S. Navy, Willink and Babin set up Echelon Front, a leadership consulting firm which teaches others to build and lead their own high-performance, winning teams. Extreme Ownership distils the mindset and principles which allowed the SEAL units to accomplish heroic missions in some of the most extreme and dangerous battle-field conditions, and shows how these can be applied in any leadership environment.
It is extremely empowering when things are going wrong. Instead of seeking first to blame others, and resolve yourself of any culpability, you first take ownership of the situation. A leader first has to be able to lead his or her self.
There is no room for elitism in the U.S. SEALs, the most elite team of soldiers who have passed through the toughest and most brutal training procedures. There is no room for nepotism, because anything other than the maximum and most-focused performance under the most extremely punishing and dangerous conditions will result in injury, quite possibly death, and an almost guaranteed failure of the mission.
The values of the extreme ownership mindset are therefore far removed from elitism, and are founded on respect, trust and brotherhood. Babin tells the story of Mike Monsoor for example, a Task Unit Bruiser SEAL in Delta Platoon, who dived on top of a hand grenade which had been tossed into their position, thus shielding his team-mates around him from the bulk of the blast.
Leaders must be humble but not passive, quiet but not silent. They must possess humility and the ability to control their ego and listen to others. They must admit their mistakes and failures, take ownership of them, and figure out a way of them happening again. But a leader must be able to speak up when it matters. They must be able to stand up for the team and respectfully push back against a decision, order or direction that could negatively impact overall mission success.
Extreme Ownership is an extremely engaging book with powerful lessons, not just relating to leadership but relating to personal mastery as well. The authors for example regularly share success stories on social media from readers attempting personal goals such as weight loss or other psychologically demanding projects.
"War is hell, but war is also a brutal teacher. War teaches you about brotherhood, honor, humility, and leadership. In this riveting talk, Jocko Willink explains from personal experience how war teaches you the most when things go wrong. Jocko asserts that when a team takes ownership of its problems, the problems get solved."
While some of the topics that they bring up in the book are obviously for any leader, hearing their "why" reasoning behind everything was extremely beneficial. This book particularily hit home with the similarities between the film industry and the military, and I will be taking a lot of the themes from this book and implementing them in my day to day career!
On any team, in any organization, all responsibility for success and failure rests with the leader.The leader must own everything in his or her world. There is no one else to blame. The leader mustacknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
Implementing Extreme Ownership requires checking your ego and operating with a high degree ofhumility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges areintegral to any successful team. Ego can prevent a leader from conducting an honest, realisticassessment of his or her own performance and the performance of the team.
Extreme ownership is such an important topic that leadership expert Jocko Willink and co-author Leif Babin wrote a book about it. The book is definitely worth reading, but we're also glad that Jocko sat down with BuildWitt CEO Aaron Witt and President Dan Briscoe to give us the down-and-dirty details.
Here's an example. Let's say supplies were late getting to the jobsite. An ordinary person would start blaming the individual who ordered the supplies. But as an extreme owner, you start asking questions instead.
If you're the only one doing it, it's not extreme ownership. You're becoming a scapegoat, and that's exactly what we don't want. Extreme ownership starts with you, because you're the leader. But it should spread to the rest of the team, too.
Extreme ownership is powerful within an organization. It puts an end to the blame game, unites team members, and creates space for them to solve problems. Extreme ownership is a mentality that doesn't make excuses and doesn't blame other people. It's a winning choice.
The Prolink Book Club met earlier this year to discuss Extreme Ownership by Jocko Willink and Leif Babin. Throughout the discussion, we came to realize that Extreme Ownership and the key concepts that support it, while rigorous and challenging, are not extreme. Together, they provide a clear and practical road map for navigating the murky path that is effective leadership. More importantly, the learnings are accessible and applicable to anyone, in any role, in any business, provided they are seriously committed to making changes to their working styles. We have summarized key Extreme Ownership learnings in the following post and hope you, the reader, gain as much value as we did from reviewing them. Enjoy!
The leader is responsible for everything that happens, success and failures. They must acknowledge mistakes and admit failures, take ownership for them, and develop a plan to win. When subordinates aren't doing what they should, leaders that exercise extreme ownership don't blame them. The leader bears full responsibility to enable the team to execute. A leader checks his or her ego and accepts blame for the team. They analyze what has happened to mitigate future errors. 5376163bf9
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