Details of U.S. and Iraqi troops wounded or killed came in from different sectors. I nodded at my senior enlisted SEAL, who nodded back, and we moved across the street toward the enemy-infested house. But they quickly got it together, boarded the APC, and left for the nearby U.S. forward operating baseexcept the SEAL chief. He looked at me as if I were completely crazy. At each quarterly board meeting, the VP delivered a myriad of excuses as to why so little of his plan had been executed. One of my guys wounded, fragged in the face. But that didn't matter. That is what a leader doeseven if it means getting fired. 2) No Bad Teams, Only Bad Leaders. Im honored to have served with them. INVESTIGATING OFFICER, COMMAND MASTER CHIEF, AND I ARE EN ROUTE." We all are. That is what a leader does even if it means getting fired. As a result of this tragic incident, we undoubtedly saved lives going forward. I felt sick. It made no sense to me. The idea that a leader must take extreme responsibility and account for everything they touch is key. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.The best leaders dont just take responsibility for their job. We'd achieve more if we chased the dream instead of, New York Times bestselling author Simon Sinek is an unshakable optimist and he wants to share that optimism. As our armored Humvee rounded the corner and headed down the street toward the gunfire, I saw a U.S. M1A2 Abrams tank in the middle of the road up ahead, its turret rotated with the huge main gun trained on a building at almost point-blank range. There were real bad guys out there, and even as we spoke, sporadic gunfire could be heard all around as other elements engaged insurgents in the vicinity. It was a curseand a lesson. We approached the door to the compound, which was slightly open. They exhibited Extreme Ownership, and as a result, their SEAL platoons and task units dominated.When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They see Extreme Ownership in their leaders, and, as a result, they emulate Extreme Ownership throughout the chain of command down to the most junior personnel. Readers are encouraged to purchase the book and read this chapter in its entirety. The building is clear, I told him.Roger that, Sir, he replied, looking surprised as he quickly reported it on the radio.Wheres the captain? I asked, wanting to find the U.S. Army company commander.Upstairs, here, he replied motioning toward the building we were in front of.I walked upstairs and found the company commander hunkered down on the roof of a building. Web table of contents [ hide] video summaries of extreme ownership. Leading up and down the chain of command 11. This is the SEAL Leadership book we have been waiting for. They were looking for someone to blame, and most likely someone to relievethe military euphemism for someone to fire.Frustrated, angry, and disappointed that this had happened, I began gathering information. Believe 4. We did it to ourselves, and it happened under my command.When we completed the last mission of the day, I went to the battalion tactical operations center where I had my field computer set up to receive e-mail from higher headquarters. There is no one else to blame. The leader must own everything in his or her world. This was our first major operation in Ramadi and it was total chaos. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. You cant make them execute. We were extremely close to where one of our SEAL sniper teams was supposed to be. Early Retirement Extreme a combination of simple living, anticonsumerism, DIY ethics, self-reliance, resilience, and applied capitalism Book The Table of Contents Published on February 25th, 2022 Posted by Jacob in Early Retirement If you're new here, this blog will give you the tools to become financially independent in 5 But there were so many factors, and I couldnt figure it out.Finally, the CO, the CMC, and the investigating officer arrived at our base. The U.S. Marine ANGLICO team had come very close to directing airstrikes on the house our SEALs were holed up in. We analyzed what had happened and implemented the lessons learned. There is no way to control every decision, every person, every occurrence that happens out there. "Upstairs, here," he replied motioning toward the building we were in front of. Despite the many successful combat operations I had led, I was now the commander of a unit that had committed the SEAL mortal sin.A day passed as I waited for the arrival of the investigating officer, our CO, and command master chief (CMC), the senior enlisted SEAL at the command. You must assume total ownership of the failure to implement your new plan. Riveting, engaging, and free from the usual clich platitudes, this book is strikingly impactful and will dramatically improve leaders of all types. Amy Brandt Schumacher, entrepreneur, executive, and philanthropistExtreme Ownership provides huge value for leaders at all levels. Chapter 5: Cover and Move. They subscribed to a ruthless, militant version of Islam and they were cunning, barbaric, and lethal. At that moment, it all became clear. Extreme Ownership is the story of two US Navy SEALs: Leif Babin and Jocko Willink. But you certainly arent perfect. Running over to a Marine ANGLICO gunnery sergeant, I asked him, "What's going on?". The measure of this was clear: he had been unsuccessful in implementing his plan.When I was in charge of a SEAL platoon or a SEAL task unit conducting combat operations, do you think every operation I led was a success? I asked.He shook his head. They refused to accept responsibility. WebExtreme Ownership is how great leaders take responsibility for every aspect of their team and its mission. Decentralized command Part III: Sustaining victory 9. Who was to blame?I reviewed my brief again and again trying to figure out the missing piece, the single point of failure that had led to the incident. With that in mind, our SEALs had engaged the man with the AK-47, thinking they were under attack. It made no sense to me.Hold what you got, Gunny. You know who gets all the blame for this? The entire group sat there in silence, including the CO, the CMC, and the investigating officer. Henceforth, the name was banished. My e-mail in-box was full. After spending several hours with the CEO to get some color on the situation, I was introduced to the VP of manufacturing. And how do you think their SEAL platoons and task units reacted to this type of leadership?They must have respected that, the VP acknowledged.Exactly. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. I looked through my notes again, trying to place the blame. Table of Contents Preface Introduction Section I: Winning the War Within Chapter 1: Extreme Ownership Chapter 2: No Bad Teams, Only Bad Leaders Chapter 3: Believe Chapter 4: Check the Ego Section II: Laws of Combat Chapter 5: Cover and Move Chapter 6: Simple Chapter 7: Prioritize and Execute Chapter 8: Decentralized Command But something was missing. 4.7 4.7 out of 5 stars (4) Audible Audiobook. Yes, they sound like excuses. You are still learning and growing. The book describes an incident during SEAL basic training, in which two teams one performing well and one not became equals by simply exchanging commanders. WebSummary. Rather than tackling all problems, leaders must determine the highest priority task and execute. This book made me a better leader and enabled my entire team step up our game! Jared Hamilton, founder and CEO, DrivingSales"One of the best books on leadership I've ever read and a tremendous war story book as well." "They killed one of our Iraqi soldiers when we entered the building and wounded a few more. They blamed the SEAL training instructor staff; they blamed inadequate equipment or the experience level of their men. But let me tell you something: when things went wrong, you know who I blamed? I asked, pausing slightly for this to sink in. You have to own it.The VP was not yet convinced.If one of your manufacturing managers came to you and said, My team is failing, what would your response be? His Marines and a full platoon of Iraqi soldiers had been engaged in a vicious firefight with the enemy fighters inside that house and couldn't dislodge them. U.S. elements tried to decipher what was happening with other U.S. and Iraqi units in adjacent sectors. They looked more rattled than any human beings I had ever seen. But for SEALs accustomed to working in small groups against point targets, fratricide should never happen.A very senior and highly respected SEAL officer, who before joining the Navy had been a U.S. Marine Corps platoon commander in Vietnam at the historic Battle of Hue City, came to visit our task unit shortly after the incident. He felt in many ways that his knowledge exceeded that of many members of the boardand he was probably right. 12 Principles of Extreme Ownership The 12 Principles of Extreme Ownership 1) Extreme Ownership. Everything. They take Extreme Ownership of everything that impacts their mission. The myriad of radio networks (or nets) used by the U.S. ground and air units exploded with chatter and incoming reports. We approached the door to the compound, which was slightly open. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. Leif met Jocko (his commander) in 2005 during the Iraq War. "It was a blue-on-blue," I replied bluntly. Prioritize and execute 8. Leif and Jocko are the real deal. What really didnt add up was that these Iraqi soldiers and their U.S. advisors shouldnt have arrived here for another couple of hours. INVESTIGATING OFFICER, COMMAND MASTER CHIEF, AND I ARE EN ROUTE. In typical fashion for a Navy mishap, the CO had appointed an investigating officer to determine the facts of what happened and who was responsible.Another e-mail from one of my old bosses stationed in another city in Iraq, but privy to what was happening in Ramadi, read simply, Heard you had a blue-on-blue. The U.S. Marine ANGLICO team had come very close to directing airstrikes on the house our SEALs were holed up in. When the .50-caliber machine gun opened up on their position, our SEAL sniper element inside the building, thinking they were under heavy enemy attack, called in the heavy QRF Abrams tanks for support. But to be accidently killed or wounded by friendly fire because someone had screwed up was the most horrible fate. Despite the many successful combat operations I had led, I was now the commander of a unit that had committed the SEAL mortal sin. As the senior man, I am responsible for every action that takes place on the battlefield. With Extreme Ownership, junior leaders take charge of their smaller teams and their piece of the mission. Its all about the mission. Current price is $23.99, Original price is $29.99. The Iraqi Army had adjusted their plan but had not told us. Web Alone And With Babin, Willink Is The Author Of Multiple Books; Even if it means getting fired. 2 To successfully execute your mission, understand its importance. I asked the U.S. Army company commander we were with to follow the tanks in, and he complied. And if that still didn't do the job, bombs from the sky would be next. Now the Abrams tank had its huge main gun trained on the building, preparing to reduce it to rubble and kill everyone inside. All they did was make excuses and ultimately never made the adjustments necessary to fix problems. Cover and move 6. How can I lead them?It all starts right here with you, I said. But not always. As the SEAL task unit commander, the senior leader on the ground in charge of the mission, I was responsible for everything in Task Unit Bruiser. But having operated in this chaotic urban battlefield for months alongside Iraqi soldiers, he knew how easily such a thing could happen. One of my guys wounded, fragged in the face. But having operated in this chaotic urban battlefield for months alongside Iraqi soldiers, he knew how easily such a thing could happen.But we still had work to do and had to drive on. Your people dont need to be fired. There was no time to debate or discuss. But that didnt change the fact that he was the leader of a team that was failing its mission. No doubt they were wondering whom I would hold responsible. Every mistake, every failure or shortfallthose leaders would own it. Each time his plant managers and other key leaders were presented with the rollout plan, they pushed back with concerns: the employees wouldnt make enough money; they would leave for jobs with higher base salaries that didnt require minimum standards; recruiters would capitalize on the change and pull skilled workers away. They must first look in the mirror at themselves. Take complete ownership of anything that goes wrong. Web1. Jocko Willink and Leif Babin learned this reality first-hand on the most violent and dangerous battlefield in Iraq. Me, I said. The operation continued. Now, U.S. forces aimed to change that.The operation had kicked off before sunrise, and with the sun now creeping up over the horizon, everyone was shooting. The rest of the mission was a success.But that didnt matter. The responsibility, the tasks that you control directly and indirectly that decide whether your mission is successful. But that doesnt seem to be the situation here, I continued. We also discuss what happens when the PO takes their role as a part-time job The Great Product Owner: The impact of feeling the ownership of the Product Although the clue is in the name, Continue reading Learn how to enable JavaScript on your browser, THE MA'LAAB DISTRICT, RAMADI, IRAQ: FOG OF WAR, The early morning light was dimmed by a literal fog of war that filled the air: soot from tires the insurgents had set alight in the streets, clouds of dust kicked up from the road by U.S. tanks and Humvees, and powdered concrete from the walls of buildings pulverized by machine gun fire. It was clear he thought these muj were hard-core. We shot one of them and they attackedhard-core. Look at your career. He took the blame for the failure to meet the manufacturing objectives and gave a solid no-nonsense list of corrective measures that he would implement to ensure execution. Free with Following them were reports of enemy fighters killed. I came up with the plan! This means all decisions, consequences, actions, and reactions are on us. In the gunny's mind, for us to even approach that place was pretty much suicidal. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. In the early morning darkness, our SEAL sniper element had seen the silhouette of a man armed with an AK-47 creep into their compound. From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special forces unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. While some commanders took full responsibility for blue-on-blue, others blamed their subordinates for simulated fratricide incidents in training. One of my men was wounded. The list went on and on.Within Task Unit Bruisermy own SEAL troopsimilar mistakes had been made. WebLooker Studio turns your data into informative dashboards and reports that are easy to read, easy to share, and fully customizable. But it was absolutely true. The SEALs in the troop, who did not expect me to take the blame, respected the fact that I had taken full responsibility for everything that had happened. The board members will be impressed with what they see and hear, because most people are unable to do this. I hadnt been controlling the rogue element of Iraqis that entered the compound. The entire place was crawling with muj (pronounced mooj), as American forces called them. So, yes, there are a host of other reasons.Those all may be factors. You have accomplished amazing things. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. It starts with the leader. he shouted with excitement. THE INSTANT #1 NATIONAL BESTSELLER From the #1 New York Times bestselling authors of Extreme Ownership comes a new and revolutionary approach to help leaders recognize and attain the leadership balance crucial to victory. In typical fashion for a Navy mishap, the CO had appointed an investigating officer to determine the facts of what happened and who was responsible. The building he pointed to was riddled with bullet holes. As our armored Humvee rounded the corner and headed down the street toward the gunfire, I saw a U.S. M1A2 Abrams tank in the middle of the road up ahead, its turret rotated with the huge main gun trained on a building at almost point-blank range. Ive always been in leadership positions.That might be one of the issues: in your mind you are doing everything right. Focus must always be how best to accomplish the mission or goal. Minutes later, over the radio net, one of my SEAL sniper teams called for the "heavy QRF," a section (meaning two) of U.S. M1A2 Abrams Main Battle Tanks that could bring the thunder with their 120mm main guns and machine guns. U.S. elements tried to decipher what was happening with other U.S. and Iraqi units in adjacent sectors. As we rehearsed the VPs portion of the board presentation, I was unconvinced that he truly accepted total responsibility for his teams failures. Like most of the houses in Iraq, there was an eight-foot concrete wall around it. An armored personnel carrier (APC) had arrived with the heavy QRF and was sitting out front. I asked, needing to know his status and that of his men. The QRF Humvees had put over 150 rounds from a .50-caliber heavy machine gun into it and many more smaller caliber rounds from their rifles and light machines. Chapter 10: Placing blame for problems prevents them from getting solved, but accepting blame and taking steps to fix a situation moves a mission forward. It outlined the critical failures that had turned the mission into a nightmare and cost the life of one Iraqi soldier, wounded several more, and, but for a true miracle, could have cost several of our SEALs their lives.But something was missing. Word had rapidly spread that we had had a blue-on-blue. Dozens of insurgent fighters mounted blistering attacks with PKC2 Russian belt-fed machine guns, deadly RPG-7 shoulder-fired rockets, and AK-47 automatic rifle fire. Plans were altered but notifications werent sent. There was no time to debate or discuss. Locations of friendly forces had not been reported. If I had tried to pass the blame on to others, I suspect I would have been fireddeservedly so. Our Humvee rolled to a stop just behind one of the Abrams tanks, its huge main gun pointed directly at a building and ready to engage. Our hands were clasped in a handshake. We revised our standard operating procedures and planning methodology to better mitigate risk. That might be a temporary solution for a simple task. He understood what we had experienced and just how easily it could happen.But, while a blue-on-blue incident in an environment like Ramadi might be likely, if not expected, we vowed to never let it happen again. One of my men was wounded. With Extreme Ownership, you must remove individual ego and personal agenda. Friendly fire was completely unacceptable in the SEAL Teams. I opened an e-mail from my commanding officer (CO) that went straight to the point. But that didn't matter. As a midlevel manager you should. There was some problem, some piece that I hadnt identified, and it made me feel like the truth wasnt coming out. His Marines and a full platoon of Iraqi soldiers had been engaged in a vicious firefight with the enemy fighters inside that house and couldnt dislodge them. Plans were altered but notifications weren't sent. It provides a powerful SEAL framework for action to lead teams in high-stakes environments. 4 Remain effective under pressure by setting clear priorities and acting upon them. Locations of friendly forces had not been reported. 5 Pushing open the heavy armored door of my vehicle, I stepped out onto the street. I had a gut feeling that something was wrong.Running over to a Marine ANGLICO gunnery sergeant, I asked him, Whats going on?Hot damn! he shouted with excitement. They called in reinforcements, and U.S. Marines and Army troops responded with a vicious barrage of gunfire into the house they assumed was occupied by enemy fighters.