A trusted mentor suggested I read this book when I asked him for advice on being a good leader. It’s very popular among the Manosphere, and with good reason. The book’s authors, Jocko Willinck and Leif Babin, are two former SEALs who brilliantly explain how to apply their training to civilian life.
I’m quite enjoying it. At the core of their leadership approach is personal responsibility, i.e. extreme ownership, as the chief means to empowering a team. It’s all about servant leadership, humility, and earning trust, which I’ve already been quite refreshed to see on this team.
I look forward, as I continue further development as RMRS’s new Content Manager, to implementing Willinck’s wisdom. As I continue through the book, I’ll be updating this posts with various quotes from it that have stood out to me.
“The Battle of Ramadi provided a litany of lessons learned, which we were able to capture and pass on. The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team. By leadership, we do not mean just the senior commanders at the top, but the crucial leaders at every level of the team—the senior enlisted leaders, the fire team leaders in charge of four people, the squad leaders in charge of eight, and the junior petty officers that stepped up, took charge, and led. They each played an integral role in the success of our team. We were fortunate for the opportunity to lead such an amazing group of SEALs who triumphed in that difficult fight.”
“Extreme Ownership requires leaders to look at an organization’s problems through the objective lens of reality, without emotional attachments to agendas or plans. It mandates that a leader set ego aside, accept responsibility for failures, attack weaknesses, and consistently work to build a better and more effective team. Such a leader, however, does not take credit for his or her team’s successes but bestows that honor upon his subordinate leaders and team members. When a leader sets such an example and expects this from junior leaders within the team, the mindset develops into the team’s culture at every level. With Extreme Ownership, junior leaders take charge of their smaller teams and their piece of the mission. Efficiency and effectiveness increase exponentially and a high-performance, winning team is the result.”