In a post earlier this month, I touched upon Extreme Ownership and its applicability to the workplace.
At its core, extreme ownership is about not making excuses or blaming anyone or anything else when a problem arises. Former U.S. Navy SEALs Jocko Willink and Leif Babin, authors of Extreme Ownership, argue that the best leaders take responsibility for every aspect of their team and every task theyâre working to accomplish. This is not a winning attitude. Does Digital Marketing Still Work to Target Millennials? Furthermore, junior leaders need to keep senior leaders in the loop with important information and updates, so that the leaders â who are always responsible for keeping the big picture in mind â can make informed decisions. What part of the plan didnât make sense to you? The SEALs are exceptionally well trained and operate under universal rules and conventions, so they work together smoothly and efficiently. A leading-edge research firm focused on digital transformation. The U.S. troops in Ramadi â including the Army, Marines, and SEALs â must work together to successfully tamp down insurgent forces. Suddenly one of the SEALs falls 20 feet to the ground â what they thought was the edge of the rooftop, where the SEAL had been walking, is actually just a tarp. As the leader, your teamâs performance ultimately falls on you: If an employee or subordinate makes a mistake, donât blame her, but rather question whether you provided the information, training, and support she needed to be successful. He doubts that they realize the risks involved. Who’s right, the Stanford professors or the Navy SEALs?
Sometimes a decision needs to be made, and you donât have time to wait for more research or to see how things unfold; your team is relying on you to be decisive and sure-footed. Decentralized Command is a form of delegating that allows leaders to stay focused on their unique job â leading the overall team in pursuit of the larger goal â by allowing each junior leader and team member under them to carry out her own unique job. If”, “PRINCIPLE Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. So back to the original question so who’s right? It seems apparent that you as a leader should put effort into explaining to your subordinates what and why they should do. The supporting troops â who werenât given an opportunity before the operation to bring up possibly preventable issues â now wouldnât have basic information about the mission theyâre coming in to rescue.
The operation entails taking hold of a major road between two especially hostile areas of Ramadi.
They chase the man around the corner and finally catch him, but Babin realizes that not only are they now separated from their team and surrounded by buildings that havenât been cleared for safety, but the other SEALs donât even know where they are. Having a plan that is well-understood by your squad is much better than not having it. Leaders must own everything in their world. Everyone on the team (or in the company) must be aware of everyone elseâs position and objective to be able to move and act cohesively for one effort. Additionally, involving the whole team gives everyone a sense of ownership of the plan, which makes them more invested in the mission and helps them to better execute it. Simplifying a plan also requires you to narrow your focus to the most critical priorities, which helps reinforce the overarching goal for both you and your team. Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. A pharmaceutical company has recently been losing... You can be the best leader in the world, but youâre still human and you simply canât do everything yourself. It is a literal life-or-death situation, and Babin must stay calm to Prioritize and Execute. “Instead of making us more rigid and unable to improvise, this discipline actually made us more flexible, more adaptable, and more efficient.
You must be humble and open-minded to practice Extreme Ownership, and that requires you to check your ego.
The complexity of each productâs assembly, The relative number of bonuses being awarded. With only limited information available â unable to positively identify the target and knowing that friendly forces are nearby â Babin has to make the best decision he can, based on logic and not emotion.
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