Leadership Strategies From The Experiences Of Two Navy Seal Task Unit Leaders In Ramadi
The principles of Extreme Ownership can be applied to all types of businesses, especially ones that aim to succeed in difficult missions.
It boils down to the notion that leaders must take full responsibility for the success or failure of the team.
This means owning up to failures and not passing blame on others.
It also means creating an environment where everyone works together, rather than competing against each other.
Essentially, it’s about understanding how different elements work best together to achieve a goal – whether you’re leading a Navy SEAL unit or a corporate business.
When this is done correctly, it will drive efficiency and create momentum.
Leaders need to exercise Extreme Ownership and make sure that their team has what they need in order to complete their mission successfully, no matter how challenging it may be.
Taking Responsibility Is Essential For Good Leadership: Learning From A Seal Commander’S Experience
When leading a team, taking responsibility for each and every failure is key to success.
This message is at the core of what Jocko Willink learned when he was a SEAL task unit commander in Iraq in 2012.
His unit was met with heavy fire that turned out to be friendly forces, resulting in the death of one of his soldiers.
As the ranking officer, Willink knew one thing first and foremost–everything that went wrong was on him.
So even though it was an extremely tragic situation, his superiors decided to uphold him as the leader.
This same mentality held after training exercises for worst-case scenarios had been completed by SEAL teams.
It became apparent that the units which underperformed were led by commanders who refused to take responsibility–blaming either the exercise parameters or their subordinates for any issues.
On the flip side, successful units had commanders who not only took on accountability but actively sought constructive criticism from their team and worked towards solutions rather than pointing fingers.
Willink’s experience shows us that ultimately our attitudes dictate outcomes; when leaders don’t take responsibility, the attitude gets passed down throughout the chain of command until it seeps into all levels of operations, stifling productivity and stripping away initiative along the way.
But conversely, handing authority off like a baton brings about far better results because those lower on the totem pole learn to do likewise in times of hardship or difficulty.
So if you want your team to flourish and succeed, start at home with yourself by exemplifying total ownership over both your successes and failures!
Leaders Must Fully Support Their Team’S Objectives And Seize The Opportunity To Learn Why Decisions Are Made From Higher-Ups
Leaders need to understand the objectives of their mission in order to effectively execute it.
This is what Willink experienced when he was given the task of fighting alongside the Iraqi army – challenging his initial reservations and understanding why it was necessary to work alongside them before voicing any criticisms openly.
By having a clear understanding of why a mission is being assigned, such as forming an alliance with Iraq, you as a leader must have faith in your team to carry it out.
Without conviction for the long-term goals on the mission, your team will doubt its importance, resulting in weaker results and performance.
Even if you initially disagree with tasks which are required from you or your team, it is still important to question those decisions from those higher up the chain of command in order to gain an understanding of why this particular decision is beneficial for achieving the organization’s greater goals.
Don’t be afraid to ask questions about your mission and never forget that behind every goal there may be long-term implications waiting for you on successful completion.
The Importance Of Cover And Move: Why Leaders Should Support Internal Teams To Achieve The Overall Mission
The idea behind the book Extreme Ownership is that leaders need to remember something that Leif Babin, one of the authors, learned the hard way – Treat your allies as a support network and not as competition.
This was illustrated through an example from when Babin was on a mission in Ramadi, Iraq with his SEAL unit.
While trying to escape the city during daytime where enemy attack chances were extremely high, he realized after reaching safety that there was another team available for cover!
He had been so focused on his own team’s objectives that he had neglected the other units who could have provided support.
This is just like in business or any other organization – leaders should keep an eye out for how other teams within the same organization can offer strategic help and remember they should be working together as a team.
No one department should be struggling on their own and competing against each other when they should be helping each other to achieve the same goal of success.
Internal competition isn’t productive – beating out external competition with teamwork is!
How Business Leaders Can Use The ‘Prioritize And Execute’ Rule From Navy Seal Training
When under extreme pressure, it’s important for leaders to remain effective and in control.
Those in charge should take a step back to assess the situation, set clear priorities and then focus on executing them one by one.
This was demonstrated perfectly by Jocko Willink when he needed to make a crucial decision about how to handle an injured comrade during a dangerous mission.
By utilizing the mantra of “relax, look around, make a call” along with his training from the SEALs, he was able to prioritize their security as the top priority before moving on to getting assistance for the wounded soldier and doing head count of all his men.
Business owners can use this same approach when they face tough business decisions.
evaluate which is your highest priority, communicate this clearly with your team, solicit feedback from key colleagues and then focus your resources on executing that plan.
Then move onto your next item of action and repeat the process.
Of course you must also adjust priorities if they change; just be sure to keep your team informed at all times so they know what their tasks are!
By setting clear priorities and acting upon them even under extreme pressure, leaders are sure to remain effective when faced with difficult challenges.
The Importance Of A Comprehensive Plan In Reducing Risks In Any Operation
Planning for success means anticipating potential risks and thoroughly preparing for them ahead of time.
This was famously demonstrated by Lt.
Jocko Babin during a SEAL operation to rescue an Iraqi hostage being held by Al-Qaeda.
When the risk level suddenly increased due to new intelligence about explosives and machine guns, Babin didn’t hesitate; he had already factored such hazards into his plan.
By taking the time to identify, quantify, and mitigate the known risks in advance, Babin had ensured that there was no need to make a new plan or postpone the mission despite the extra danger.
This is a powerful lesson for all leaders: it pays to be prepared!
Comprehensive plans not only help you reduce inherent risks but also equip your team with what they need to handle unforeseen developments as well.
In this way, good planning keeps you one step ahead of catastrophe so you can achieve maximum success!
Leaders Should Take Full Responsibility In Order To Garner Support And Make Decisions
Instead of resenting interference from your superiors, make sure that you’re doing your part to provide them with all the necessary information they need.
Don’t wait for them to figure it out themselves – be proactive and take ownership of the situation.
That’s exactly what Larry Babin learned when he was in Iraq as a SEAL unit commander.
He thought his boss was pestering him with stupid questions when really, his commanding officer just needed certain details about his operations in order to approve his plans and enable him to execute his missions.
When it comes to working relationships, it’s always better to be proactive and supply your bosses with detailed information so that they’re empowered to help you achieve your goals!
Instead of blameshifting responsibility and resenting interference from higher-ups, take charge and make sure they have everything they need.
As a leader, it’s important to push awareness up and down the chain of command – taking responsibility means leading everyone around you.
The final takeaway from Extreme Ownership, a book by former Navy SEALs Jocko Willink and Leif Babin, is this: As a leader, you must take total ownership of your team and its work.
This means accepting responsibility for both success and failure, drawing up detailed plans to account for risk, and staying in close communication with those you manage.
To do this effectively without becoming overwhelmed yourself, you should decentralize command by breaking down your team into sub-teams with no more than four to five people each.
Provide your junior leaders with direction on the team’s overall mission as well as its goals and empower them to make decisions that help reach them.
By taking these steps, you can be certain that whatever happens you will remain responsible yet free from responsibility overload.