Jocko Willink and Leif Babin
“There are no bad teams, only bad leaders.”
There are no better run teams than that of the Navy SEALS. This book is a tale of the intricacies in man management in some of the heaviest war zones in the world. If a team does not perform, they die.
Like the SEAL Teams, the best teams anywhere are constantly looking to improve, add capability, and push the standards higher.
Reframing Ideology
The book reframes leadership intonations simple tenets. It teachers the humility and honour of leading, juxtaposed with extreme responsibility. It is both not about you and all about you. The Dichotomy of Leadership (Jocko’s other book) is borne out of these very thoughts. Above all, the reframing thought is that leaders need to be brutally honest with themselves. This realistic view of themselves requires identifying their weaknesses and ego and freeing themselves of them.
If something impacts you, own it. You cannot blame others for your shortcomings.
Principle One: Extreme Ownership
What happens if we stop whining? Or complaining? The world is not out to get us, but bad things can happen. This leadership lesson is about taking ownership and accountability. As leaders, we are responsible for everything. The core principle to take away is to identify the voices in your head giving you reasons why “it is not my fault” or “I cannot do it”. Leaders who tend up, take accountability and are authentic are leaders who will be followed. I have spent the last two years trying to install this. It is not always easy, but the relationships I have built with the people I have the honour of leading has been worth it.
Principle Two: Discipline = Freedom
Working in the technology space, a certain level of rebellion is encouraged. Facebook went fast and broke things; some innovate or die. The truth is that everywhere you look, there are levels of discipline that can be created. A team that understands their role clearly and identifies that the goal is not about them will feel the freedom of work. Discipline does not mean limiting people; it merely means that once the strategy is set, execution must be relentless in the sphere the employee was tasked to be in. They can only do this if they understand their overall contribution to the important mission. It is not ticking boxes; it is adding to the team.
Principle Three: Decentralised Command
Competent leaders are not micro-managers. They are not bosses. They lead, but they are also lead by those in the team. Organisation charts only tell one piece of the puzzle. By opening the potential to plan, strategise and engage in plans across the ranks, you allow others to buy in deeply. This allows even junior leaders to make tough calls autonomously and quickly — still in line with the mission. Leaders who let go build trust.
Should you read this?
This book is the single largest contributor to whom I am as a leader. While the Stoics contributed style, this contributed to my “how”. I have spoken at conferences about it, I have given my teams presentations on it. It had allowed me to find my voice as a leader, especially when I was not born one. I have long carried responsibility for my teams, but this framework allowed me to thrive under high-pressure scenarios while growing people.
If you are leading, read this and grow your ability and your teams. The audiobook is outstanding as Jocko himself narrates, and you get a real feel for how it must be in a SEAL team.
First published: Medium
