“There are only two types of leaders: effective and ineffective. Effective leaders that lead successful, highperformance teams exhibit Extreme Ownership. Anything else is simply ineffective. Anything else is bad leadership.” – Leif Babin
Jocko and Leif create high performing Navy Seal teams and corporate business teams by teaching ‘decentralized command’ – allowing a smaller team (4-6) to make decisions within a larger team without being told explicitly what to do. To allow independent decision making, leaders must issue a Commander’s Intent:
“My leaders learned they must rely on their subordinate leaders to take charge of their smaller teams within the team and allow them to execute based on a good understanding of the broader mission (known as Commander’s Intent), and standard operating procedures. That was effective Decentralized Command.” – Jocko Willink
If Jocko instructed a group of Navy Seals snipers to go to the rooftop of a building, they might get to the rooftop and discover there is little cover. At that point, they might set up on the rooftop anyways (because they were ordered to) and risk being killed, or simply disobey orders. However, if Jocko issues a Commander’s Intent: “We need covering fire on this street to help these ground troops advance to position bravo. Find the best position to apply this cover. I would suggest starting with that rooftop.” At this point, the Navy Seals would get to the rooftop, notice that it has poor cover, and quickly decide to go to the 3rd floor to provide covering fire.
“Those leaders must understand the overall mission, and the ultimate goal of that mission—the Commander’s Intent. Junior leaders must be empowered to make decisions on key tasks necessary to accomplish that mission in the most effective and efficient manner possible. Teams (of 4-6) within (larger) teams are organized for maximum effectiveness for a particular mission, with leaders who have clearly delineated responsibilities. Every tactical-level team leader must understand not just what to do but why they are doing it. If frontline leaders do not understand why, they must ask their boss to clarify the why. Decentralized Command does not mean junior leaders or team members operate on their own program; that results in chaos. Instead, junior leaders must fully understand what is within their decision-making authority—the “left and right limits” of their responsibility.” – Jocko Willink
Issue intents, not commands. The next time you need help, explain the mission’s intent and the desired outcome. Provide suggestions, but let them decide ‘how’ they will meet the intent within clear “left and right limits” of the mission’s intent. If something changes, they can make decisions without having to rely on you.
Letting other people make decisions in situations you’re ultimately responsible for seems to contradict the concept of ‘Extreme Ownership’. How can you have extreme ownership if you are not in direct control?
“Every leader must walk a fine line. That’s what makes leadership so challenging. Leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The simple recognition of this is one of the most powerful tools a leader has. With this in mind, a leader can more easily balance the opposing forces and lead with maximum effectiveness.” – Jocko Willink
Taking extreme ownership but giving away control is just one of the many contradictions leaders must live moment to moment:
The Dichotomy of Great Leadership
- quiet not silent;
- humble not passive;
- a leader and follower;
- confident not cocky;
- aggressive not overbearing;
- courageous not foolhardy;
- competitive not a gracious loser;
- attentive to details not obsessed by them;
- calm not robotic, logical not devoid of emotions
“Extreme Ownership: How U.S. Navy SEALs Lead and Win” is a thought-provoking book written by Jocko Willink and Leif Babin, two former Navy SEAL officers who have garnered a reputation for their exceptional leadership skills. The book offers actionable insights on how individuals and organizations can achieve success through extreme ownership, a mindset that emphasizes individual accountability and leadership. In this review, we’ll delve into the key takeaways from the book and evaluate its strengths and weaknesses.
- Extreme Ownership: The core principle of the book is the idea of extreme ownership, which means taking ownership of every action, decision, and outcome. This concept challenges the traditional hierarchical leadership approach, where leaders are shielded from accountability, and instead, places the burden of responsibility directly on the leader’s shoulders.
- Leadership: The authors emphasize that leadership is not a title or a position, but rather a set of behaviors and actions. They provide practical guidance on how to lead effectively, including the importance of setting clear goals, communicating openly and honestly, and leading by example.
- Processes: The book highlights the importance of having clear processes and procedures in place, which allows leaders to trust their teams to execute tasks with minimal supervision. This focus on process mastery enables teams to operate with a high degree of autonomy and self-reliance.
- Decentralized Command: The authors argue that decentralized command structures are more effective than centralized ones, as they allow for faster decision-making and more efficient resource allocation. Decentralization also fosters a culture of ownership and accountability, as leaders are more directly connected to the execution of their plans.
- The “Who, What, When, Why, and How”: The authors introduce the acronym W5H, which stands for “Who, What, When, Why, and How.” This framework is a useful tool for leaders to identify and address critical issues, prioritize tasks, and align their teams towards a common goal.
- The “Seven Habits of Highly Effective Commanders”: The book identifies and expounds upon seven key habits that highly effective commanders possess, including setting clear standards, leading by example, and prioritizing people over processes. These habits provide a roadmap for leaders to follow in order to achieve success.
- Adaptation and Flexibility: The authors emphasize the importance of adaptability and flexibility in leadership. They argue that effective leaders are able to pivot quickly in response to changing circumstances and adjust their strategies as needed.
- Practical Applicability: The book provides actionable insights and practical strategies that can be applied in various contexts, from business to personal life.
- Authenticity: The authors’ experiences and stories are authentic and relatable, making the book an engaging and compelling read.
- Real-World Examples: The book is filled with real-world examples of how the principles discussed in the book have been applied in high-pressure situations, such as combat missions and business crises.
- Actionable Insights: The book offers a wealth of actionable insights that leaders can use to improve their decision-making, communication, and leadership abilities.
- Brevity: Some readers may find the book to be too concise, as it covers a wealth of material in a relatively short format.
- Lack of Detailed Examples: While the book provides some real-world examples, some readers may desire more detailed case studies that demonstrate the principles in action.
- Focus on Military Leadership: While the book’s focus on military leadership is informative and insightful, some readers may find that the principles discussed are not directly applicable to their own contexts.
“Extreme Ownership: How U.S. Navy SEALs Lead and Win” is an engaging and thought-provoking book that offers practical insights on leadership and decision-making. The book’s emphasis on extreme ownership, clear processes, and decentralized command structures is particularly valuable for leaders looking to improve their effectiveness. While some readers may find the book to be too concise or lacking in detailed examples, the actionable insights and real-world examples provided make it a worthwhile read for anyone looking to improve their leadership skills.