Chapter 3: When I understand and communicate the strategic “why” behind the mission, it creates “connective tissue” that aligns the team toward winning. The 11th book read in my 2016 reading list. Chapter 1: “Extreme Ownership” is a leadership philosophy in which I assume complete personal responsibility for my team, creating an empowering culture of connection & continuous improvement. It’s not about motivation or inspiration, it’s all about the discipline to put in the work.
The best plans are simple ones.
Chapter 2: If I tolerate or justify subpar performance, or blame anything or anyone other than myself, I am not taking “Extreme Ownership.”. Don’t ask your leader what you should do, tell them what you are going to do. Chapter 11: Decisiveness Amid Uncertainty. Book Summary: Living With a SEAL – Jeremy Silva, Book Summary: The Art of War – Jeremy Silva, Make Your Bed Book Summary – Jeremy Silva, A Mind for Numbers by Barbara Oakley Summary, Love Like That by Dr. Les Parrott Summary. Chapter 3: Believe Extreme Ownership is not micro-managing; delegation means taking ownership by allowing others to take ownership.
This article is a summary of the 12 core principles from the book Extreme Ownership by Jacko Willink and Leif Babin. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
Chapter 10: Leading Up and Down the Chain of Command. Chapter 7: I can use the principle of “Prioritize and execute” in real time to make my team’s actions more effective by using these 3 steps: Chapter 8: A decentralized leadership structure, with a max 4-6 direct reports, allows every leader to specialize, stay focused & maintain effectiveness. -Develop solutions -Evaluate the highest priority problem ( Log Out / Hitting snooze is procrastinating at the very first opportunity of the day. If your leaders (bosses, clients, etc.) Change ). Waiting for a 100% perfect and certain solution is a recipe for failure, and winners are the people who are willing to take educated risks. Take extreme ownership over every area of my life including work, family, church and friendships. -Ego clouds and disrupts everything. Chapter 7: Prioritize and Execute A bad team is only bad because the leader isn’t effective, so leaders of bad teams can’t blame the team for being bad.
p. 129.
Chapter 2: No Bad Teams, Only Bad Leaders. Grow your Personal Leverage!
Chapter 6 Simple. Get up with my first alarm, do not hit the snooze. Here is my complete list of book summaries. A bad team is only bad because the leader isn’t effective, so leaders of bad teams can’t blame the team for being bad. Covers the mental aspects of making a mindset shift from looking for excuses to taking ownership and developing solutions.
Chapter 1: “Extreme Ownership” is a leadership philosophy in which I assume complete personal responsibility for my team, creating an empowering culture of connection & continuous improvement. Extreme Ownership is the story of two US Navy SEALs: Leif Babin and Jocko Willink. Leaders cannot care about their own reputation, because their ego will conflict with what the project or the team needs. It’s great for leaders looking to build their own Achievement leadership style and building achievement within their teams. Jocko and Leif provide practical advice on specific ways they took ownership while leading SEAL teams that anyone can apply to their own lives. ( Log Out / I talked a bit about this. There is no one else to blame. My notes of Extreme Ownership by Jocko Willink and Leif Babin..
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Chapter 5 Cover and Move. Insights on how to take ownership and stop making excuses.
Change ), You are commenting using your Google account. Chapter 9: Strategic planning should be systematized to empower everyone on the team with ownership of constant improvement. are causing problems, lead them by asking yourself how it’s your fault that they are acting like that, and act on that. 1.
The leader must own everything in his or her world.
Leaders must be humble but not passive; quiet but not silent. Chapter 2 No Bad Teams, Only Bad Leaders. [1] Admit and own mistakes and … This book is all about building high performing teams based on Achievement values. Enter your email address to follow this blog and receive notifications of new posts by email. Chapter 3: Questioning the Mission Chapter 10: I need to take ownership for leading everyone in my world, including up the chain (superiors), and down the chain (subordinates). p. 65. Teams need to work together rather than act as enemies, and in some cases that means one team needs to stop moving forward and switch to supporting the other team. Leif met Jocko (his commander) in 2005 during the Iraq War. Wanna get emailed every time I post something new? Leaders must understand and believe in the WHY of the mission to be able to explain it to everyone else, if they want anyone to buy into it. Chapter 2: There are No Bad Teams, Only Bad Leaders
(I didn’t get much out of this chapter). If people on your team can’t correctly describe a plan or process, then it’s not simple enough.
Leaders Embrace Extreme Ownership.
p. 109. Personal Leverage - Secure Newsletter Signup. When it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.
Leadership is often overwhelming, but if you always pick the most important thing and focus on that, then you can be sure that you’re moving in the right direction. Chapter 4: Check the Ego Chapter 6: By maintaining simplicity and confirming my communication is understood, I help everyone stay focused on the mission when things get hectic. Chapter 10: Leading Up and Down the Chain of Command Extreme Ownership is the most useful leadership book I’ve ever read. p. 41. What I got out of the book, along with some quotes and a super short summary. Chapter 5: I must take ownership for identifying and facilitating the coordination of all available resources to accomplish our common goal.
( Log Out / Chapter 8 Decentralized Command. Chapter 5: Cover and Move Chapter 6: Simple Chapter 7: Prioritize and Execute-Evaluate the highest priority problem-Develop solutions-Seek input from key leaders and team … When they left active service, they decided they shouldn’t let their experience as leaders go to waste.
Copyright text 2017 by Austin Collins. Change ), You are commenting using your Facebook account. Instead get up immediately so you have an immediate victory to start the day. If your boss or client is messing things up, then figure out what you’re doing wrong to make them act like that and fix it.
Highly recommended book to read! Simplify, simplify, simplify. Chapter 4: When I check my ego and take ownership, others can see the real issue without becoming defensive. The best leaders don’t just take responsibility for their job. p. 149.
And is one that we should apply to the business world. Fill in your details below or click an icon to log in: You are commenting using your WordPress.com account.
-Direct the execution of the solution Lead up the chain of command. Hope you enjoyed this and got value from my notes. Chapter 1: Extreme Ownership On any team, in any organization, all responsibility for success and failure rests with the leader. Chapter 11: Decisiveness amid Uncertainty. Chapter 2: No Bad Teams, Only Bad Leaders. If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. Applicable.
Thanks for exploring this SuperSummary Plot Summary of “Extreme Ownership” by Jocko Willink and Leif Babin. Chapter 5: Cover and Move Legit. Create a website or blog at WordPress.com, Hide a problem from your client and now you’ve got 2 problems.
Chapter 11: Disciplined standard procedures create freedom to engage creatively and bring my gifts to any situation. Everything is always your fault no matter what, and there’s power in that.
( Log Out /
A team is only as good as its leader, and for a leader to blame the team for its failures is backwards and unproductive.
Chapter 1: Extreme Ownership: Everything is your fault. Chapter 1: Extreme Ownership A great plan is a simple plan, because simple plans are understandable by the people executing them. Chapter 12: Discipline Equals Freedom-The Dichotomy of Leadership. All new insights free via email. Trying to get a team to do something without making sure they understand why they’re doing it is like feeding someone who isn’t hungry.
p. 169. A modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality study guides that feature detailed chapter summaries and analysis of major themes, characters, quotes, and essay topics. Chapter 3 Believe.
Chapter 1 Extreme Ownership. Your information is safe & will never be shared or sold. One sentence chapter summaries. Chapter 1: Extreme Ownership Chapter 2: There are No Bad Teams, Only Bad Leaders Chapter 3: Questioning the Mission Chapter 4: Check the Ego-Ego clouds and disrupts everything. Chapter 7 Prioritize and Execute. Part III Sustaining Victory. p. 87. It is a concept I have written about before in a post titled There are no Excuses, the Ball is in Your Court. Extreme Ownership is the most important concept of this book, and it threads across the other lessons. Tactical.
Planning is everything. Whenever anything goes wrong, ask yourself “what did I do wrong that caused this to happen?” and that will focus you on improving rather than being annoyed. I rated it 5 Stars!
Period.
Empowering. Change ), You are commenting using your Twitter account. Do not make excuses, take ownership. Chapter 6: Simple
Attentive to details but not obsessed by them, Close with the troops but not so close that one becomes more important than another or one more important than the good of the team, not so close that they forget who is in charge, Able to execute extreme ownership while exercising decentralized command, A good leader has nothing to prove but everything to prove, Make Your Bed by Admiral William H. McRaven.
Jocko and Leif spent the rest of their careers together in the SEALs, and their unit became the most decorated unit in the Iraq War. This site uses Akismet to reduce spam. For other book notes in the same 1 sentence per chapter style, click here. Part II: The Laws of Combat . The whole “everything is your fault” thing applies even when it’s people above you causing problems. Be excellent in everything that I do so that I have more influence to make a difference and lead up the chain of command at work and in other areas of life.
Here is my complete list of book summaries. Hitting snooze is procrastinating at the very first opportunity of the day.
Extreme Ownership Summary. Chapter 4 Check the Ego. The best processes are easily understood. Chapter 8: Decentralized Command, Chapter 9: Plan -Seek input from key leaders and team members
| Powered by WordPress. I no longer use the snooze button. Using these principles, I’ve become a better parent, husband, and professional. p. 17. Part II Laws of Combat.
Extreme Ownership by Jocko Willink, Leif Babin (St. Martin’s Press, 2015).
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