Extreme Ownership: How U.S. Navy SEALs Lead and Win

Their main points can be summarized as follows: (*) The leader is always responsible. (This is what they call "extreme ownership." Basically, leaders must ... Goodreadshelpsyoukeeptrackofbooksyouwanttoread. Startbymarking“ExtremeOwnership:HowU.S.NavySEALsLeadandWin”asWanttoRead: WanttoRead saving… WanttoRead CurrentlyReading Read Othereditions Enlargecover WanttoRead saving… Errorratingbook.Refreshandtryagain. Ratethisbook Clearrating 1of5stars2of5stars3of5stars4of5stars5of5stars OpenPreview SeeaProblem? We’dloveyourhelp. Letusknowwhat’swrongwiththispreviewof ExtremeOwnershipbyJockoWillink. Problem: It’sthewrongbook It’sthewrongedition Other Details(ifother):   Cancel Thanksfortellingusabouttheproblem. ReturntoBookPage Notthebookyou’relookingfor? Preview—ExtremeOwnership byJockoWillink ExtremeOwnership:HowU.S.NavySEALsLeadandWin by JockoWillink(GoodreadsAuthor), LeifBabin 4.23  ·  Ratingdetails ·  59,695 ratings  ·  4,004 reviews The#1NewYorkTimesbestseller"Anincrediblebook...youteachguysandgalsaboutleadershipandyou'vehelpednotonlymilitaryguysbutfamilies."-MegynKelly"Youshowinthebookhowtomotivate...thanksforwritingthebookExtremeOwnership."BillO'Reilly"[Jocko]istheco-authorofanincrediblenewbook-whichI'vebeenloving.Trustme.Buyit."-TimFerri The#1NewYorkTimesbestseller"Anincrediblebook...youteachguysandgalsaboutleadershipandyou'vehelpednotonlymilitaryguysbutfamilies."-MegynKelly"Youshowinthebookhowtomotivate...thanksforwritingthebookExtremeOwnership."BillO'Reilly"[Jocko]istheco-authorofanincrediblenewbook-whichI'vebeenloving.Trustme.Buyit."-TimFerriss"Thisisalife-learninglessonforeveryone...thebookisawesome."-SeanHannitySenttothemostviolentbattlefieldinIraq,JockoWillinkandLeifBabin’sSEALtaskunitfacedaseeminglyimpossiblemission:helpU.S.forcessecureRamadi,acitydeemed“allbutlost.”Ingrippingfirsthandaccountsofheroism,tragicloss,andhard-wonvictoriesinSEALTeamThree’sTaskUnitBruiser,theylearnedthatleadership—ateverylevel—isthemostimportantfactorinwhetherateamsucceedsorfails.WillinkandBabinreturnedhomefromdeploymentandinstitutedSEALleadershiptrainingthathelpedforgethenextgenerationofSEALleaders.AfterdepartingtheSEALTeams,theylaunchedEchelonFront,acompanythatteachesthesesameleadershipprinciplestobusinessesandorganizations.FrompromisingstartupstoFortune500companies,BabinandWillinkhavehelpedscoresofclientsacrossabroadrangeofindustriesbuildtheirownhigh-performanceteamsanddominatetheirbattlefields.Now,detailingthemind-setandprinciplesthatenableSEALunitstoaccomplishthemostdifficultmissionsincombat,ExtremeOwnershipshowshowtoapplythemtoanyteam,familyororganization.EachchapterfocusesonaspecifictopicsuchasCoverandMove,DecentralizedCommand,andLeadingUptheChain,explainingwhattheyare,whytheyareimportant,andhowtoimplementtheminanyleadershipenvironment.Acompellingnarrativewithpowerfulinstructionanddirectapplication,ExtremeOwnershiprevolutionizesbusinessmanagementandchallengesleaderseverywheretofulfilltheirultimatepurpose:leadandwin. ...more GetACopy KindleUnlimited $0.00 AmazonStores ▾AudibleBarnes&NobleWalmarteBooksAppleBooksGooglePlayAbebooksBookDepositoryAlibrisIndigoBetterWorldBooksIndieBoundThriftbooksLibraries Orbuyfor $14.99 Hardcover,320pages Published October20th2015 bySt.Martin'sPress MoreDetails... OriginalTitle ExtremeOwnership:HowU.S.NavySEALsLeadandWin ISBN 1250067057 (ISBN13:9781250067050) EditionLanguage English OtherEditions(35) AllEditions | AddaNewEdition | Combine ...LessDetail EditDetails FriendReviews Toseewhatyourfriendsthoughtofthisbook, pleasesignup. ReaderQ&A Toaskotherreadersquestionsabout ExtremeOwnership, pleasesignup. PopularAnsweredQuestions isitthatgood? 7likes · like 5yearsago Seeall3answers MichaelSPark Ifyou'veneverbeeninaleadershipposition,thisisavaluableread.Evenifyouhave,thelessonsherearepracticalreminders.It'salsoagoodl…moreIfyou'veneverbeeninaleadershipposition,thisisavaluableread.Evenifyouhave,thelessonsherearepracticalreminders.It'salsoagoodlookintotheperspectiveofthosewhohaveorareservinginIraq.(less) flag Seeall3questionsaboutExtremeOwnership… ListswithThisBook 100oftheBestSelfDevelopmentAudiobooks 109books — 70voters MotivationalandSelf-ImprovementBooks 2,331books — 2,806voters Morelistswiththisbook... CommunityReviews Showing1-30 Averagerating 4.23  ·  Ratingdetails  ·  59,695 ratings  ·  4,004 reviews AllLanguagesBahasaIndonesia‎(1) Dansk‎(1) Deutsch‎(6) Eesti‎(2) English‎(3863) Español‎(16) Français‎(1) Latviešuvaloda‎(1) Lietuviųkalba‎(1) Magyar‎(1) Nederlands‎(8) Norsk‎(2) Polski‎(11) Português‎(11) Pусскийязык‎(7) Slovenčina‎(2) Slovenščina‎(1) Suomi‎(1) Svenska‎(3) TiếngViệt‎(2) Türkçe‎(1) Íslenska‎(2) česky,čeština‎(2) българскиезик‎(2) українська‎(2) العربية‎(1) فارسی‎(1) ไทย‎(1) Morefilters  |  Sortorder StartyourreviewofExtremeOwnership:HowU.S.NavySEALsLeadandWinWriteareview Aug20,2015 Lorilin ratedit likedit Shelves: memoir, wellness, arc ExtremeOwnershipiswrittenbytwoformerNavySEALs,JockoWillinkandLeifBabin,whonowheadaleadershiptrainingcompany.Bothmenareprettyhardcore,Imustadmit.Theexperiencestheyshareinthisbookareintenseandeye-opening--nottomentionunique.Therearen'tmanybooksouttherethatgivesuchdetailedglimpsesintothelivesofSEALsinaction.Thebookisstructuredinaverybasicandclearway.Theauthorsconveyonemainpointperchapterbysharingastoryfromtheirbatt ExtremeOwnershipiswrittenbytwoformerNavySEALs,JockoWillinkandLeifBabin,whonowheadaleadershiptrainingcompany.Bothmenareprettyhardcore,Imustadmit.Theexperiencestheyshareinthisbookareintenseandeye-opening--nottomentionunique.Therearen'tmanybooksouttherethatgivesuchdetailedglimpsesintothelivesofSEALsinaction.Thebookisstructuredinaverybasicandclearway.Theauthorsconveyonemainpointperchapterbysharingastoryfromtheirbattlefieldexperiences,thenhighlightingthemainprincipleofthatstory,andfinallygivingaconcreteexampleofhowthisprincipleappliesinbusinesssettings.Theirmainpointscanbesummarizedasfollows:(*)Theleaderisalwaysresponsible.(Thisiswhattheycall"extremeownership."Basically,leadersmustalways"own"themistakesandshortcomingsoftheirteams.)(*)Everyoneontheteammustbelieveinthemission.(*)Workwithotherteamstoachievemutuallybeneficialoutcomes.(*)Keepplanssimple,clear,andconcise.(*)Checkyourego.(*)Figureoutyourpriorities,andthenactonthemoneatatime.(*)Clarifyyourmission(i.e.,yourplan).(*)Engagewithyourhigher-ups;keepthemintheloop--especiallywhentheyfrustrateyou.(*)Actdecisively,evenwhenthingsarechaotic.(*)Andthelastchapterisasummaryoftheseeminglycontradictoryqualitiesofaleader.Inmyopinion,thesimplicity,clarity,andstructureofthisbookareit'sgreateststrengths.Iknewexactlywheretheauthorsweregoingwiththeirpoints,andIunderstoodexactlythemessagetheyweretryingtocommunicate.Thebookisincrediblyeasytofollow.Idohavetwominorcomplaints.First,ExtremeOwnershipwasreallyrepetitiveatparts.Inoticedtherewereseveralmomentswhentheauthorssharedacompletestoryorpersonalthought--andthensharedthestoryagain,butthistimeinthecontextoftellingittoeithertheirSEALteamsortoagroupofbusinessexecutives.Itgotalittletedious.IfIhearthestoryonce,Idon'tneedanotherplay-by-play,nomatterhowinterestingitwasthefirsttimearound.Second,whilethisbookisverydescriptive--especiallywiththebattlescenes--itisalsoincrediblyrestrained,almostcold.Thereisbasicallynoemotioninthisbook--whichfeelsweird,becauseeventhoughit'sabookaboutleadership,it'salsoabookaboutwar,too.Ifyouaregoingtoaimtoteachmesomethingthroughyourintenseandsometimestragicexperiences,wellthenlet'sgetintoit.I'mnotlookingformanufactureddrama,butyoudon'thavetoscrubitallcleanforme,either.Ultimately,Iendedupfeelingliketheauthorsdidn'ttrustmeenoughwiththewholestory.AndIwantedmorethanthat.Still,IappreciatedwhatWillinkandBabinhadtoshare.Theirlessonsareinsightfulandthought-provoking,andIcandefinitelyseehowtheirexperienceswillhelpguideleadersinthebusinessworld.ExtremeOwnershipisaworthwhileread,yes--butalsoasomewhatmutedone.Takeitforwhatitis. ...more flag 267likes · Like  · seereview Viewall32comments Nov01,2015 Brian ratedit likedit  ·  reviewofanotheredition RecommendedtoBrianby: EricFranklin Shelves: on-kindle, vpe (3.5)Littleformulaicandcontrivedbusinesscases,IenjoyedthedemonstrationofleadershipprinciplesinmilitarysettingThestructureofthisbookisinteresting:eachchapterisaparticularprinciplethatgreat/extremeleadersdemonstratewiththreesub-parts:*military(oftencombat)narrativedemonstratingtheprinciple(thisisthemeat,~75%,ofeachchapter)*quicksummaryoftheprincipleandwhyit'srelevantincombat*short,somewhatgenericnarrativeshowingprincipleinabusin (3.5)Littleformulaicandcontrivedbusinesscases,IenjoyedthedemonstrationofleadershipprinciplesinmilitarysettingThestructureofthisbookisinteresting:eachchapterisaparticularprinciplethatgreat/extremeleadersdemonstratewiththreesub-parts:*military(oftencombat)narrativedemonstratingtheprinciple(thisisthemeat,~75%,ofeachchapter)*quicksummaryoftheprincipleandwhyit'srelevantincombat*short,somewhatgenericnarrativeshowingprincipleinabusinesscontext,ostensiblyfromauthors'consultingexperience-almostalwaysincludesa,"backinIraq,wecouldn'tdoX,wehadtodoY"anda"really?"-theexecutivesalwayscomearoundinaparagraphortwo,makingitfeelcontrived-thesewerealotlessconvincingthanthemilitarynarrativesIthought(thoughperhapstosomeonefromthearmedforces,theymaysoundgeneric,contrivedtoo?)Thelessonsaregoodones:*extremeownership(youowneverythingthatgoeswrong,especiallywhenit'sthefaultofsomeoneinyourorganization)*nobadteams,onlybadleaders(yourteamsareprobablymadeofgoodpeople,ifyouhaveabadleader,however,theycanunderperform)*believe(youmustunderstandandbelieveinthelargermissionbehindadecisioninordertoleadothers.Askifyoudon'tbelieve)*checktheego(it'saboutteamsuccess,notyoubeingrightorreceivingcredit)*coverandmove(teamsmustworktogetherwithteamwork;norivalries,competition,finger-pointing)*simple(keepitsimple)*prioritizeandexecute(whatismostimportantthingtodecideordo?dothatfirst,thenmovetothenextthing;don'tparalyzebydoingmanythingsatonce)*decentralizedcommand(youcanreallyonlymanageabout6people:largerorganizationsneeddecision-makersbelowyou)*plan(havearepeatableplanningprocess)*leadingupanddownthechainofcommand(giveinformationuptohelpyourleaderstrustyou;conveybigpicturetothechainbelowyousotheybelieveandcanoperatewithdecentralizedcommand)*decisivenessanduncertainty(bedecisivewiththedatayouhavewhenyouneedadecision--notdecidingisadecision,oftennottherightone) ...more flag 73likes · Like  · seereview Viewall6comments Apr04,2017 DavidHuff ratedit itwasamazing Idon'trememberhowIfirstranacrossJockoWillinkontheinternet,butvisitinghimonTwitterhasbecomeadailymotivationalfixforme.Here'samanwhowasaNavySEALfor20years,includingcombatexperienceinIraq,andserviceasaNavySEALinstructor.ThemanisaBEAST,postingvideos(afterrisingtoworkoutaround4:30ameachday,andtakingsnapshotsofhiswatch)tomotivateyoutoGetAfterItanddothesame!Oneofthephraseshe'sknownfor,whichatfirstseemsparadoxica Idon'trememberhowIfirstranacrossJockoWillinkontheinternet,butvisitinghimonTwitterhasbecomeadailymotivationalfixforme.Here'samanwhowasaNavySEALfor20years,includingcombatexperienceinIraq,andserviceasaNavySEALinstructor.ThemanisaBEAST,postingvideos(afterrisingtoworkoutaround4:30ameachday,andtakingsnapshotsofhiswatch)tomotivateyoutoGetAfterItanddothesame!Oneofthephraseshe'sknownfor,whichatfirstseemsparadoxical,is"DisciplineEqualsFreedom".You'lldiscoverwhy,andmuchmore,in"ExtremeOwnership"-oneofthebestmotivationalbooksI'veeverread.Heandco-authorLeifBabinrelateoneoftheiractualbattlefieldexperiencesineachchapter,andthencraftleadershiplessonsandapplicationsforbusiness,personalachievement,andmostanyotherareaoflife.Oneofthestrongtakeaways,foranyleader,isthataleadermustembraceandtakeownershipofeverythingtheirteamdoes--includingmistakes.AsJockooftensays,"therearenobadteams;justbadleaders".Thisbookwillinspireyou,andchallengeyou--andifyou'reopenandready,itwillchangeyou! ...more flag 64likes · Like  · seereview Viewall8comments Apr08,2016 TheoderikTrajanson ratedit itwasamazing TheBigIdea:LeadersMustOwnEverythinginTheirWorld,ThereisNoOneElsetoBlameNotes:-Ateamleaderdoesnottakecreditforhisorherteam'ssuccessesbutbestowsthehonoronasubordinateteamleaderandteammembers.-Takepersonalresponsibilityforyourfailures.Andmeanit.You'llcomeouttheothersidestrongerthaneverbefore.-Whenitcomestoperformancestandards,it'snotwhatyoupreach,it'swhatyoutolerate.-Repeatimportantpointsforemphasis.-Teammembersdon't TheBigIdea:LeadersMustOwnEverythinginTheirWorld,ThereisNoOneElsetoBlameNotes:-Ateamleaderdoesnottakecreditforhisorherteam'ssuccessesbutbestowsthehonoronasubordinateteamleaderandteammembers.-Takepersonalresponsibilityforyourfailures.Andmeanit.You'llcomeouttheothersidestrongerthaneverbefore.-Whenitcomestoperformancestandards,it'snotwhatyoupreach,it'swhatyoutolerate.-Repeatimportantpointsforemphasis.-Teammembersdon'tneedtoagreewithastrategybuttheyneedtounderstandits'why'andbuyintoit.-Leadersneedtobuyintoaplan100%.Theyneedtoacknowledgethattheplanispartofamissiongreaterthanthemselvesandtheirinterests.-Frontlineandjuniorleadersneverhaveasclearanunderstandingofthestrategicpictureastheseniorleadersmayanticipate.Timemustbetakentoanswerquestionsandsharethe'why'ofstrategy.-Subordinateshavetheobligationtoreachoutandaskiftheydonotunderstand.Theymustfindouthowandwhythedecisionsarebeingmade.BEPROACTIVEINTHIS.-Asaleader,youmustbelieveinthemission.Failuretodosoisunacceptable.-Neverletegogetintheway.-Nevergetcomplacent,thatiswherecontrollingtheegoismostimportant.-Whensubordinatesmakeamistake,YOUtakeresponsibilityfor*their*errorandmeanit.-Simplifyingasmuchaspossibleiscrucialtosuccess.Whentoocomplex,peoplemaynotunderstandthem.-Commandsmustbecommunicatedinamannerthatissimple,clear,andconcise.Everyonewhoispartofthemissionmustunderstandhisorherroleinthemissionandwhattodointheeventorlikelycontingencies.-Ifyourteamdoesnotunderstand,itisyourresponsibilityandyouhavefailed.Youdidnotpresentinawaythatissimple.-Leadersmusttakethetimetoencouragequestionsandtheunderstandingoftheirteam-PrioritizeandExecute.-Humansaregenerallyincapableofmanagingmorethan6-10people.-Juniorleadersmustpushnewinsightsofsituationalawareness,thosethateffectthebiggerpicture,upthechainofcommand.-Buildingblockteamsare4-6manteamswithaleader.-Juniorleadersmustbeempoweredtomakedecisionsandtakeinitiativeonbehalfofthemission.-Giveclearguidanceandestablishboundaries.-Nomatterhowexhausted,alwayshaveapostmissionbriefing.Cover:-Whatwentright-Whatwentwrong-Howcanweadaptourtacticstobeevenmoreeffectivetoincreaseouradvantageovertheenemy.-Constantlyimprove.ALeader'sPlanningChecklistShouldInclude:-Analyzethemission.-Understandthehigherheadquarter'smission,commander'sintention,endstate,andgoal.-Identifyandstateyourowncommander'sintentandendstateforthespecificmission.-Identifypersonnel,assets,resourcesandtimeavailable.-Decentralizetheplanningprocess.Empowerkeyleaderswithintheteamtoanalyzepossiblecoursesofaction.-Determineaspecificcourseofaction.-Leantowardsacceptingthesimplestcourseofaction.-Focuseffortsonthebestcourseofaction.-Empowerkeyleaderstodevelopaplanfortheselectedcourseofaction.-Planforlikelycontingenciesthrougheachphaseoftheoperation.-Mitigateriskthatcan'tbecontrolledasmuchaspossible.-Delegateportionsoftheplan,andbrieftokeyjuniorleaders.-Standback,andbetheTacticalGenius.-Continuallycheckandquestiontheplanagainstemerginginformationtoensureitsstillfitsthesituation.-Brieftheplantoallparticipantsandsupportingassets.-Emphasizecommander'sintent,askquestions,andengageindiscussionandinteractionwiththeteamtoensurethattheyunderstand.-Conductpost-operationaldebriefafterexecution.Analyzelessonslearnedandimplementtheminfutureplanning.-Activelyavoidandcombatanusvsthemmentalityagainsthigher-management.-Thereisnevera100%rightdecision.Leadersmustbeabletoactthroughuncertainty-Asaleader,don'ttolerateanusvs.themmentalityagainstotherelementsoftheteam.-Aleader'steamknowsthattheleadercaresfortheirwellbeing. ...more flag 49likes · Like  · seereview Feb14,2016 Kate ratedit didnotlikeit Shelves: 2016-books Thisbookwasn'tsayinganythingnewordifferentfromalltheothermanagement/lifeimprovementbooks.Takeresponsibility.Managefromthebottomup(thelatestandgreatestwayofmanagement).Icouldn'tphysicallyreaditandhadtolistentoaudiobooktoevenbeabletofocus.Eventhenitwasdifficultbecausethereadingwassodramatic.Ihadtospeeditupabunchtonotdealwiththedramaticpausesandslowspeech. Thisbookwasn'tsayinganythingnewordifferentfromalltheothermanagement/lifeimprovementbooks.Takeresponsibility.Managefromthebottomup(thelatestandgreatestwayofmanagement).Icouldn'tphysicallyreaditandhadtolistentoaudiobooktoevenbeabletofocus.Eventhenitwasdifficultbecausethereadingwassodramatic.Ihadtospeeditupabunchtonotdealwiththedramaticpausesandslowspeech. ...more flag 37likes · Like  · seereview Viewall4comments Jun21,2016 Jd ratedit didnotlikeit Veryrepetitiveandaslowread.Attimes,itreadlikeatextbookthatfelttheneedtopointoutthesameprinciplesoverandoveragain.Theformatdidn'treallyworkformeeither.Everychaptertellsastoryabouttheauthors'timespentfightinginIraq(bothwereNavySeals).Then,theybasicallyspelloutinverysimpletermswhattheywerejusttryingtoteachyouasifyoucan'tgleantheinformationyourself.Afterthat,theytellastoryaboutabusinessthatcoincidentallyhadthee Veryrepetitiveandaslowread.Attimes,itreadlikeatextbookthatfelttheneedtopointoutthesameprinciplesoverandoveragain.Theformatdidn'treallyworkformeeither.Everychaptertellsastoryabouttheauthors'timespentfightinginIraq(bothwereNavySeals).Then,theybasicallyspelloutinverysimpletermswhattheywerejusttryingtoteachyouasifyoucan'tgleantheinformationyourself.Afterthat,theytellastoryaboutabusinessthatcoincidentallyhadtheexactsameproblemtheyfacedinwar.So,you'reforcefedthesameconceptthroughouteverychapter.Itookachanceonthisbookandgotburned.However,I'lltakeextremeownershipandadmitthatit'smyfaultthatIreadExtremeOwnership. ...more flag 33likes · Like  · seereview View2comments May03,2019 Siah ratedit didnotlikeit IfinallyunderstoodwhythetrillionsofdollarsthatwehavepouredintotheUSmilitaryhasfailed.ThewholebookisabouthowmismanagedtheIraqwarwas.Theauthorsconstantlybringupdumbexamplesthatcouldhavebeentotallyavoidedhadtherebeensomebasicplanning.Inoneinstant,theyplowthroughacitytocaptureahouseasanoutpostandobservationtoweronlytorealizethehousedoesn’thaveawindowoverlookingthemainroadthattheyneededtowatch.Theyessentiallytellyo IfinallyunderstoodwhythetrillionsofdollarsthatwehavepouredintotheUSmilitaryhasfailed.ThewholebookisabouthowmismanagedtheIraqwarwas.Theauthorsconstantlybringupdumbexamplesthatcouldhavebeentotallyavoidedhadtherebeensomebasicplanning.Inoneinstant,theyplowthroughacitytocaptureahouseasanoutpostandobservationtoweronlytorealizethehousedoesn’thaveawindowoverlookingthemainroadthattheyneededtowatch.Theyessentiallytellyouthatthemostmodernsatellitesystem,allofthosedronesandhelicopters,couldnotcheckthewindowspriortoriskingthelivesofhundredUSsoldiersinthemission.AllIgotisthatifyouexpressdumbideaswithconviction,youcanwriteabestsellingbook.Don’tgetyourmanagementadvicefromjocksandsaveyourstafftheirsanity. ...more flag 28likes · Like  · seereview Nov14,2015 Mart ratedit itwasamazing It'soneofthebestnon-academicmanagementbooksthatI'veeverread.Thebookisverystraightforwardandpractical,presenting7-8coremanagementprinciples,eachwithonereallifeexamplebothfromcombatandbusiness.Theseprinciplesarenotsomeesotericoracademicphilosphybutverypracticalandactionablebehaviourpatternsandmethods.Oneexample:"Prioritizeandexecute".Inacomplexandstressfulsituation,oneshouldnotaddressallproblemssimultaneouslybutinsteaddetermi It'soneofthebestnon-academicmanagementbooksthatI'veeverread.Thebookisverystraightforwardandpractical,presenting7-8coremanagementprinciples,eachwithonereallifeexamplebothfromcombatandbusiness.Theseprinciplesarenotsomeesotericoracademicphilosphybutverypracticalandactionablebehaviourpatternsandmethods.Oneexample:"Prioritizeandexecute".Inacomplexandstressfulsituation,oneshouldnotaddressallproblemssimultaneouslybutinsteaddeterminethemosturgentandimporantcomponent,solvethatwithmaximumrigor,thenpickandsolvethenextcomponent,andthenthenext,untilthesituationissolved.Thebookcouldbeaccusedoftriviality-yetit'susuallythesimplethingswhypeoplefuckup,notcomplexthings.Btw,simplicityisalsooneofthebook'scoreprinciples. ...more flag 17likes · Like  · seereview May04,2018 LizaFireman ratedit itwasok Shelves: read-from-shelf, ebook, shelf-2018 Iamahugebelieverthatleadershipandmanagementmakesitorbreaksit.Itbuildspeople,itenablesthem,itempowersthem.Ifdoneright,itisoutstanding.Peoplearehappy,andtakeownershipandinitiative,mentorshipishappening,productisbecomingoutstandingandthenmanagers/leaderscanbeproudoftheirachievements,andnewleadersgrow.Icanspendhours,daysandweekstalkingaboutleadership.That'smyjobandmypassion.Well,hereIdidn'tfindit.Ifoundaverymilitaryt Iamahugebelieverthatleadershipandmanagementmakesitorbreaksit.Itbuildspeople,itenablesthem,itempowersthem.Ifdoneright,itisoutstanding.Peoplearehappy,andtakeownershipandinitiative,mentorshipishappening,productisbecomingoutstandingandthenmanagers/leaderscanbeproudoftheirachievements,andnewleadersgrow.Icanspendhours,daysandweekstalkingaboutleadership.That'smyjobandmypassion.Well,hereIdidn'tfindit.Ifoundaverymilitarytypeofapproach.Maybenotsurprisingly.Theleader/commanderiseverything.Thesinglepersonandeverybodyelseneedtofollow.Amazingleadershipisnotaboutmakingeveryonefollow,it'saboutmakingeveryonedevelopandgrow,helpingeveryonetostepup,growingeachindividualaswellashelpingtheteamtoworkasateam(andnotasetofindividuals).AndIfeelthatthisbookforgot(orneveracknowledged)allofthese,itwasasongtotheleader,theneverwrong,ortheonethatneedtotakeresponsibilityandextremeownershipforeverything!IhavequiteafewareaswhereIagreewiththewriter.Leadershipisamazing,andischangingindividualsandteams.Itisauniqueandnotverycommonskill.leadershipisthesinglegreatestfactorinanyteam’sperformance.Whetherateamsucceedsorfailsisalluptotheleader.Theleader’sattitudesetsthetonefortheentireteam.Theleaderdrivesperformance—ordoesn’t.Andthisappliesnotjusttothemostseniorleaderofanoverallteam,buttothejuniorleadersofteamswithintheteam....theyoftendon’tknowhow,orsimplyneedmotivationandencouragement.Teamsneedaforcingfunctiontogetthedifferentmembersworkingtogethertoaccomplishthemissionandthatiswhatleadershipisallabout.AndIhalfagreewithThereareNoBadTeams,OnlyBadLeaders,becauseIagreemorewithGoodtoGreat:WhySomeCompaniesMaketheLeap...andOthersDon'tbyJamesC.Collins,thatsays:puttherightpeopleonthebus(andletthewrongpeopleoff),andthenhelpthemsitintherightseats.Theteammatters!Thereareokteams,andgoodteams,andexcellentteams.Iwasbotheredbysomeofhiswarmemories.Ifit'saleadershipbook,Iamnotsurewhat'sthepointofaddingtoitpeopleshotintheface.Iunderstandthattheywentthroughit,butabouthalfthebookwasmemoriesofwar.OnthesamedayMarcLeehadbeenkilled,anotherbelovedSEALfromCharliePlatoon,RyanJob,hadbeenshotinthefacebyanenemysniper.Hewasgravelywoundedandweweren’tsurehewouldlive.YetRyan,toughasnails,hadsurvived,althoughhiswoundlefthimpermanentlyblind.Ialsohadaseriousissuewithhimputtingdownotherpeople.LikethisvirtualCTO:HewasnotafanofExtremeOwnership.Iquicklyrecognizedwhy.Sincethenewproductlinehadbeenhisbaby,takingownershipofthedisastrousrolloutwashumblinganddifficult.TheCTOwasfullofexcusesforwhyhisteamhadfailedandfortheresultingdamagetothecompany’sbottomline.Heshamelesslyblamedthefailednew-productrolloutonachallengingmarket,anindustryinflux,inexperiencedpersonnelwithinhisteam,poorcommunicationwiththesalesforce,andlacklustercustomerservice.Healsoblamedthecompany’sseniorexecutiveteam.TheCTOrefusedtotakeownershipofmistakesoracknowledgethathisteamcouldperformbetter,thoughtheCEOhadmadeitcleartheymustallimproveorthecompanymightfold.Healsodescribeshimashardtoworkwith,atorturedgeniusandmore.Now,Iamnotdefendingthatguy,butthefirstthingweneedtodoasleadersistolisten.Evenleaders,andevenbadones,arehumanbeings,andweallhaveexcuses.And,btw,theCEOherefailsmorethantheCTO.Andhesays:ButIlearnedthatgoodleadersdon’tmakeexcuses.Instead,theyfigureoutawaytogetitdoneandwin.”Goodleadersfirstlisten,thendigestandwalkawayfromsomeofthestoriesandexcusestheyareusing.Becauseleadersneedtopassionate,needastory,needacrazynot-always-feasiblevisiontooperateon.That'showtheybuildfuture.Theyalsoknowhowtobreakitdowntosteps,theyalsoknowtoadmitandseefailureasearlyaspossible,buttheyarebottomlinestillhumans.HisdescriptionofSEALs,asnon-human,perfectteamsandpeoplebotheredme.IworkedforGoogle,FBandothercompaniesthatareamazing.Nooneisperfect,anywhere.Thebestteamsanywhere,liketheSEALTeams,areconstantlylookingtoimprove,addcapability,andpushthestandardshigher.Itstartswiththeindividualandspreadstoeachoftheteammembersuntilthisbecomestheculture,thenewstandard.Noonecanalwayswanttoimprove,youlearntoaskquestionsasaculture,youlearntodoublecheck.Pushingthestandardhigherasaresultoftheculture,notastheculture.HereissomemoreperfectSEALSquote:AsSEALs,weoperateasateamofhigh-caliber,multitalentedindividualswhohavebeenthroughperhapsthetoughestmilitarytrainingandmostrigorousscreeningprocessanywhere.ButintheSEALprogram,itisallabouttheTeam.Thesumisfargreaterthantheparts.Werefertoourprofessionalwarfarecommunitysimplyas“theTeams.”Wecallourselves“teamguys.”ThisbookdescribesSEALcombatoperationsandtrainingthroughoureyes—fromourindividualperspectives—andappliesourexperiencetoleadershipandmanagementpracticesinthebusinessworld.\Sooverall,I'llusetheauthor'sword:therecanbenoleadershipwherethereisnoteam,butinthisbook90%isonlytheleaderresponsibilities,theteamisabackgroundforasuccessfulleader.Andinreality,itcanneverbethecase,theteamisthethingforaservingleader.Theleaderistherefortheteam,toempowerit,nottotellpeoplewhattodo.Almost2.5stars.I'llkeepmyleadershipstyleawayfromthemilitaryone. ...more flag 16likes · Like  · seereview Viewall7comments Jun05,2018 Suz ratedit didnotlikeit Shelves: military, work, life-is-too-short, book-club OneofmybiggestissueswithGoodreads'sscaleisthatthescale(ifyouactuallypayattention)isskewedinapositivemanner.Thediscussionre:thescalehasbeenbeatentodeath,butIrememberonethingthatkeptcomingupwasthatitshouldbemorepositive,becausewhyintheworldwouldyoureadabookyouhated?Apparentlythesepeoplehadneverbeentoschool.Orbeenthrustintobookclubatworkwithadirectorwhoidolizesthemilitary.IwishIcouldgofurtherthan1star.iwish OneofmybiggestissueswithGoodreads'sscaleisthatthescale(ifyouactuallypayattention)isskewedinapositivemanner.Thediscussionre:thescalehasbeenbeatentodeath,butIrememberonethingthatkeptcomingupwasthatitshouldbemorepositive,becausewhyintheworldwouldyoureadabookyouhated?Apparentlythesepeoplehadneverbeentoschool.Orbeenthrustintobookclubatworkwithadirectorwhoidolizesthemilitary.IwishIcouldgofurtherthan1star.iwishIcouldgiveitnegativeathousandstars.Ihatethisbook.Ihatethisbook*almost*asmuchasanothermanagementbookthatshallnotbenamed.Wejustgotournextbookandliterally,themanagementgroupmockinglydiscussedhowweshouldreallyenjoythenextbookbecausenobodywouldgettheirya-yasfromkillingandtheremightbe100%lessshooting.Intheend,Ireadthefirstfull5chapters,andthenchangedhowIwasreadingthisbookbecauseIwouldgetaparagraphinandthenfindsomething,anythingelsetodo.SoIskimmedthefirstpartofthechapter,readthePrinciple,andthenmaybeskimmedtheApplicationsection.Itwentmuchbetter.Ididn'tDNFthisbookbecauseIspentmoretimeonitthanbooksIactuallylikeandwanttocountittowardsmytotals.Thisbookisblazinglysexistandmisogynistic;thearrogancethatpermeatedeveryparagraphwasmindblowinglybad.Oneparagraphinparticularwassosexistthatwehadanearriotinourgroupoverthe"lesson"thatneededtobelearned.Thereisjustsomuchofthatprivilegeandtoxicmasculinityasentertainmentthatit'sridiculous.Thebookisactuallypartmilitarymemoir,partcheese-ball“lesson”andisn'tparticularlywellwritten.Eachchapterisstructuredasalesson: Part1:Militarystorytime,let’sgetourrahrahsoffonkilling/shootingthingsand/orpeople. Part2:Principletobelearned Part3:Contrived(maybeit’sreal,it’shardtosay,butitsurefeelsfake)examplefromsomebusinessthing.Allofthelessonsarevalid;butallofthelessonscanbelearnedthroughadecentHRprogram,blog,podcast,ordecentlywrittenbooks.Tosaveyouthepain,here'sthebreakdown:Chapter1:AcceptingresponsibilityastheleaderfortheorganizationsChapter2:Nobadteams,onlybadleadersChapter3:Inordertoinspireotherstofollowandaccomplish,leadermustbelieveChapter4:Checkingyourego,forthework,org,and“mission”atlargeChapter5:Teamwork,everyoneontheteamisimportant.Chapter6:Keepitsimple(stupid),clarifyandcommunicate.Chapter7:Prioritizeandexecute;possiblytheonlychapterIdidn’ttotallyhateChapter8:Decentralizedcommand;empoweringleadersofsmallerunits,becausepeoplecanonlyeffectivelymanage6-10peopleatatime.Chapter9:Understanding/Definingthemissionandestablishingaplanningprocess.Chapter10:Leadingdownthechain-leadershipneedstocommunicatedowntotheirsubordinatessothattheyclearlyunderstandtheirroles/jobs;LeadingUptheChain-makingsurethatyouengagewithyourleadersandcommunicateyourneedstothemaswell.Chapter11:Beingdecisiveinthefaceofanincompletepicture.Chapter12:"DichotomyofLeadership"isn'tastrictlesson,buttheideathataleadershouldn'tbeextreme.Andforabonus,thisistheexcerptwhereIquittakingthisbookseriously: “…rooftoprightnexttome,shootinganddirectingfire.TheSEALjustbesidehimunloadedtwofullhundred-roundbeltsthroughhismachinegun,spewingspentshellcasingsacrosstherooftopthatbouncedwithametallicclink.Everyonewasshooting,havingahellofatime.Therewasmuchlaughterasguysunloadedwhatwasclearlyaridiculousamountofgunfireattheenemy.”maybethisisn'ttheaudienceforyatalkingaboutgettingyourrocksoffkillingpeople...maybe. ...more flag 15likes · Like  · seereview Viewall3comments Dec08,2018 BillFairclough ratedit itwasamazing  ·  reviewofanotheredition Interestingbookwellworthareadandifyoulikeittryreadinghttps://everipedia.org/wiki/lang_en/b...-it'sfreeandshouldonlytake20minutes!Youmaysuddenlyrealisethebackgroundsofthoseyounextencounteratatrainingcourse,awaydayorboardmeetingmaynotbepreciselywhotheyappeartobeandyoumayevenwanttoreadExtremeOwnershipagainordigdeeperbyreadingBeyondEnkriptionwhichofcourseisintentionallymisspelt! Interestingbookwellworthareadandifyoulikeittryreadinghttps://everipedia.org/wiki/lang_en/b...-it'sfreeandshouldonlytake20minutes!Youmaysuddenlyrealisethebackgroundsofthoseyounextencounteratatrainingcourse,awaydayorboardmeetingmaynotbepreciselywhotheyappeartobeandyoumayevenwanttoreadExtremeOwnershipagainordigdeeperbyreadingBeyondEnkriptionwhichofcourseisintentionallymisspelt! ...more flag 15likes · Like  · seereview Aug20,2017 GretaStuhlsatz ratedit itwasok So,IputthisbookdownbackinMarchtotakeabreakfromthearrogancethatpermeatedeveryparagraph.Afterhavingaconversationwithanex-armymajor,Itrieditagain.Itdoespresentsomegoodleadershipadviceevenifthecontextisalittleoff.Like,noteveryoneistryingto"win".Putyourpenisaway. So,IputthisbookdownbackinMarchtotakeabreakfromthearrogancethatpermeatedeveryparagraph.Afterhavingaconversationwithanex-armymajor,Itrieditagain.Itdoespresentsomegoodleadershipadviceevenifthecontextisalittleoff.Like,noteveryoneistryingto"win".Putyourpenisaway. ...more flag 14likes · Like  · seereview View1comment Jan24,2016 RachelBayles ratedit reallylikedit Shelves: professional Thisisanexcellentleadershipbook,asjudgedbysomeonewhousuallyisskepticalofthegenre.IwouldnothavereaditifIhadn'theardtheauthor'sinterviewwithSamHarris.ButI'mthankfulthatIdid.Firstandmostobviously,theauthorhasearnedtherighttospeakonthissubject.Buthedoesn'tjustsay,"Look,IgotthroughSEALtrainingandengagedinsomehorrificbattles."Hebreaksdowntheoperationshehighlightsintoagreatdealofdetail.Bywalkingyouthroughtheactions Thisisanexcellentleadershipbook,asjudgedbysomeonewhousuallyisskepticalofthegenre.IwouldnothavereaditifIhadn'theardtheauthor'sinterviewwithSamHarris.ButI'mthankfulthatIdid.Firstandmostobviously,theauthorhasearnedtherighttospeakonthissubject.Buthedoesn'tjustsay,"Look,IgotthroughSEALtrainingandengagedinsomehorrificbattles."Hebreaksdowntheoperationshehighlightsintoagreatdealofdetail.Bywalkingyouthroughtheactionsandthoughtprocesshewentthrough,hebuildstrustwiththereader.Second,heshowswhytheexperiencehehadintheSEALScanpossiblybeappliedtocivilianlife.Again,thisgoesbeyondthegeneraladviceof"leadingfromthefront"or"neverorderyoursubordinatestodoanythingyouaren'twillingandableto."Heshowshowateaminanyrealmcanusehisstrategiesandideas.Iactuallythinksomeofhisideasarenuancedanddifficultenoughthattheyrequireworkingwiththematerial,whichisprobablythemarkofaneffectiveidea.Ifyouwanttogetbeyondthepatanswer,whichmaynotbeallthatusefulinacomplexworld,youprobablyhavetowrestlewithhowyouaregoingtodoit.OneconfusionIhadaboutthebookwasthatitendssomewhatabruptly.Ithinkitneedsafinalchapterthatrecapsabit.AndthereweredefinitelytimeswhereIwantedtogetintoaconversationwiththeauthor,andsay,"Sure,butthisandthismaynotbepossibletoexecutewithoutaveryspecificsetofcircumstances."However,Ithinkthat'smoremyfailuretofullyunderstandtheconsequenceofapplyingthemindsetheespouses.Ultimately,Ithinkworkingwiththeseideasiswellworthanyone'stime. ...more flag 12likes · Like  · seereview Jan01,2017 Marrije ratedit likedit Unpleasant(Idon'tcareforallthistalkabout'savage,brutal,cowardlyinsurgents'),butuseful. Unpleasant(Idon'tcareforallthistalkabout'savage,brutal,cowardlyinsurgents'),butuseful. ...more flag 12likes · Like  · seereview View1comment Apr21,2016 Valentin ratedit reallylikedit Shelves: leadership Thisbookisnotforeveryone,asyouwillconstantlyhearmilitaryjargon.Besidestheleadershiplessonsitalsogivesyousomeinsightonhowthewarisreallylike,notsureeveryonewillenjoythisinaleadershipbook.Formeitwasenjoyable,somechaptersarecommonsense,othersteachthoughlessonstofollow.Definitelyalottolearnformthisbook. flag 11likes · Like  · seereview Aug23,2015 Giovanni ratedit itwasamazing Therearemanybooksonleadershipthatfocusononepersonandwhatskillsetaleadermustpossessinordertosucceed.Theauthorsofthisbooktakeitastepfurther,successfullyusingtheknowledgethathelpedthemovercomeenormouslydifficulttasksincombatsituationsandinterpretingthatknowledgeforusinaciviliansetting.ManywritersrushtocapitalizeontheextremelypopularsubjectofSEALteamsandwhatittakestoserveintheNavy'selitespecialoperationsforce.Unlikem Therearemanybooksonleadershipthatfocusononepersonandwhatskillsetaleadermustpossessinordertosucceed.Theauthorsofthisbooktakeitastepfurther,successfullyusingtheknowledgethathelpedthemovercomeenormouslydifficulttasksincombatsituationsandinterpretingthatknowledgeforusinaciviliansetting.ManywritersrushtocapitalizeontheextremelypopularsubjectofSEALteamsandwhatittakestoserveintheNavy'selitespecialoperationsforce.Unlikemanyhowever,thisbookisfilledwithvaluablelessonsthatanyleaderworththeirsaltwilltaketoheart.Thebookfocusesonaspecificmindseteveryleadermusthave:ExtremeOwnership."Leadersmustowneverythingintheirworld.There'snooneelsetoblame".Masteringthisconceptwillinevitablyhelpyousucceedasaleader.EachchapterstartswithastoryfromthebattlefieldinIraqoraSEALtrainingscenario,andendswithareal-life,business-relatedsituationwhereauthorssharehowtheyhelpedabusinessleaderovercomehis/herproblems.Problemsincludeteamperformance,lackofmotivation,miscommunication,personalityissues,etc.Youwilllearnhowtobuildhighperformance,winningteamsthatwillfollowyoutoanybattleandachieveextraordinaryresults.Thebookisaworthyadditiontoanyleader'slibrary. ...more flag 10likes · Like  · seereview Dec13,2018 ArtjomsHaleckis ratedit likedit Extremeownershipisagreatsetofbasicrulesthatweallshouldapplyonadailybasisnotonlyatworkbutallthetime.IlikethisideaalotandtherearelotsoftakeawaysfromthisbookthatIwilltrytorememberandcarryonwithme.However,thisbookgets3starsfrommebecauseofthepoorly-writtenandunnecessarydetailedmilitaryoperationdescriptions.Inotedmyselfdriftingawayandlosingfocusinthemiddleofthebookonaconstantbasis,while"applicationtobusiness"por Extremeownershipisagreatsetofbasicrulesthatweallshouldapplyonadailybasisnotonlyatworkbutallthetime.IlikethisideaalotandtherearelotsoftakeawaysfromthisbookthatIwilltrytorememberandcarryonwithme.However,thisbookgets3starsfrommebecauseofthepoorly-writtenandunnecessarydetailedmilitaryoperationdescriptions.Inotedmyselfdriftingawayandlosingfocusinthemiddleofthebookonaconstantbasis,while"applicationtobusiness"portionswerebalancedandinformative.EventhoughIreallyenjoymilitarytopics,thisparticularbookgotthemwrongsomehowforme.Sotheconclusionis:readashortsummaryofallbasicprinciplesandmaybe"applicationtobusiness"chapterstogetthesamevalue. ...more flag 10likes · Like  · seereview View1comment Apr12,2018 John ratedit reallylikedit IreadthisbecauseIwasmakingfunofafriendforreadingit.Reallyfascinatingtoreadabookbysomeonewhothinkssodifferentlyfrommeinsomanyways.Provokessomethoughtsabouthowthementalityofwarfareandthemetaphorofthewarriorreallyshapehowthesepeopleapproachlife.Somescatteredthoughts:-dominatingandwinningisaconstanttheme;dothesethings,beanextremeowner,andyouwilldominate.Iwouldsaythatdominanceisnotoneofmygoals.-throughseizingrespo IreadthisbecauseIwasmakingfunofafriendforreadingit.Reallyfascinatingtoreadabookbysomeonewhothinkssodifferentlyfrommeinsomanyways.Provokessomethoughtsabouthowthementalityofwarfareandthemetaphorofthewarriorreallyshapehowthesepeopleapproachlife.Somescatteredthoughts:-dominatingandwinningisaconstanttheme;dothesethings,beanextremeowner,andyouwilldominate.Iwouldsaythatdominanceisnotoneofmygoals.-throughseizingresponsibilityforfailureyoualsoseizethepowerforchangingthatfailure,iskindofthemessage.-somethingsomethingserenitytoacceptwhatIcannotchange,couragetochangewhatIcan.Thisbooktriestotellyouthatthesecondpartisalotbiggerthanwhatyouthinkitis.Finally,justseeingthecoverofthisbookmademefeelmoreempoweredatworksoifyou'rereadingthisjustscrollbackupandlookatthecoverabitmore. ...more flag 9likes · Like  · seereview View1comment Mar14,2018 JonathanMaas ratedit itwasamazing InspiringtalewithastraightforwardmessageThisbookalternatesbetwenJockoWillinkandLeifBabintalkingabouttheirtimeinIraq,andthenapplyingthelessonsthereintothebusinessworld.It'snotanuancedmessage-anditcanhonestlybeplacedinaparagraphortwo.Inshort-takeresponsibilityforeverything,absolutelyeverything-andgoodthingswillhappen.Don'tshiftblame,don'ttalkabouthowitisthesituation'sfault.Itisallonyou-butinapositiveway.Thisisnot InspiringtalewithastraightforwardmessageThisbookalternatesbetwenJockoWillinkandLeifBabintalkingabouttheirtimeinIraq,andthenapplyingthelessonsthereintothebusinessworld.It'snotanuancedmessage-anditcanhonestlybeplacedinaparagraphortwo.Inshort-takeresponsibilityforeverything,absolutelyeverything-andgoodthingswillhappen.Don'tshiftblame,don'ttalkabouthowitisthesituation'sfault.Itisallonyou-butinapositiveway.Thisisnottomeanthateverythingthatgoeswrongisbecauseofyou-itmeansthatputtingeverythingonyourownshouldersmakesgoodthingshappenallaround.Evenwhenthingsgobadly,taketheresponsibility-anditmakesiteasiertodealwith.Greatbookallaround-andwow-someincredibletalesoffightingthereaswell. ...more flag 8likes · Like  · seereview Dec10,2019 SandroMancuso ratedit itwasamazing  ·  reviewofanotheredition ThisisthebestbookIreadthisyear.Bymiles.Itisoneofthosebooksthatreallymakesyouintrospectandmakesyourealiseyoucanbeabetterversionofyourself.Youcanalsotransformyourworkplaceinamuchbetterplace.TakinglessonsfromtheSEALsandrealsituationsduringtheIraqwar,thebookshowshowcompaniesofanysizecouldworkefficientlyifthepeopleworkingthereatalllevelsfollowedsomeofthoselessons. flag 9likes · Like  · seereview View1comment Feb06,2017 GuilhermeDeAzevedo ratedit itwasamazing AmustreadforLeaders!Ididn'timaginethataconceptperfectlyexpressedinjust2wordscouldhaveasmuchimpact.Checkouta4minutevideoreviewandsummaryImadeandthatwillgiveyouagoodoverviewtodecideifyouwanttofurtherexploreit.Itcanalsorefreshyourmemoryifyouhavealreadyreadit:https://m.youtube.com/watch?v=6xUMj2r... AmustreadforLeaders!Ididn'timaginethataconceptperfectlyexpressedinjust2wordscouldhaveasmuchimpact.Checkouta4minutevideoreviewandsummaryImadeandthatwillgiveyouagoodoverviewtodecideifyouwanttofurtherexploreit.Itcanalsorefreshyourmemoryifyouhavealreadyreadit:https://m.youtube.com/watch?v=6xUMj2r... ...more flag 7likes · Like  · seereview View2comments Mar12,2017 SvenKämmerer ratedit didnotlikeit Shelves: given-up MaybetheworstbookI'veeverread? MaybetheworstbookI'veeverread? ...more flag 7likes · Like  · seereview View1comment Mar06,2019 CorbinRoutier ratedit didnotlikeit ThisbookreadslikeapoorlywrittenHollywoodmoviescript.Theauthorcomesinduringacrisis,says45secondspeech,andabunchofunderperformersmagicallyturnthesituationaroundinamontage.It'sabsurd.Theunrealisticsettingsandoutcomesfromtheanecdotescouldbejustifiedfromtheopeningpageswhereitisstated,"...insomecaseswecombinedsituations,condensedtimelines,andmodifiedstorylinestomoreclearlyemphasizetheprincipleswearetryingtoillustrate".Ido ThisbookreadslikeapoorlywrittenHollywoodmoviescript.Theauthorcomesinduringacrisis,says45secondspeech,andabunchofunderperformersmagicallyturnthesituationaroundinamontage.It'sabsurd.Theunrealisticsettingsandoutcomesfromtheanecdotescouldbejustifiedfromtheopeningpageswhereitisstated,"...insomecaseswecombinedsituations,condensedtimelines,andmodifiedstorylinestomoreclearlyemphasizetheprincipleswearetryingtoillustrate".Idonotacceptthisjustification.Thebreakinlogicduringtheanecdotesaretoolarge.Forexample,theUSmilitarybeganworkingwiththeIraqimilitaryinordertogivelegitimacytothecountryanditssoldiers.InChapter3,theauthortellshowadangerousmissionsetwasbeingcompromisedbecauseUSleadershipwantedpoorlytrainedIraqisoldierstoaccompanytheSEALSonhighriskmissions.TheSEALSwereobviouslyupset.Theauthorconvincesthemtoacceptthispreviouslyunknown/poorlycommunicatednationalcampaignstrategyinthreesentences...It'sludicrousforsomanyreasons.Theseanecdotesbecomemoreandmoreludicrousbecauseeachofthemhasthesameformula.Theauthoridentifiesaproblem,histeamisdefensiveanddoesn'twanttoacceptchange,theauthorasksoneortwoquestionsandthesubordinatesareawestruck.Struckdumbwithsilence.Anepiphanyhasoccurred.Theyareinspired.Theformulawouldn'tbesoterrible,exceptinonesectiontheauthorasksaquestionthatmakestheroomgosilent,hepontificates,andsomehowtheroomfallssilentagain...Afteralreadybeingsilent...It'sjustbadwriting.Finally,theauthorcommunicatesoneofthemostflawedbeliefsofUSservicemembers-themorebadguysyoukillthebetteryourdoing.Theauthorstates,"SomeofthepoliticiansandmostseniormilitarybrassinWashingtonfeltthatkillingbadguysonlycreatedmoreenemies.Buttheydidn'thaveaclue".Killing"badguys"is100%thegoal.Distinguishingwhatlevelofbadaguyisisacompletelydifferentquestion.Howmanyofyouwouldpickuparifleandfightaninvadingcountrythatwasdestroyingyourpropertyanddismantlingyourgovernment?Let'ssayeveryIraqiwantedUSintervention,butaradicalgroupisthreateningtokillyoursonorrapeyourdaughterunlessyoudeliverbombmakingmaterialorplantanIED?Howmanyofyouwouldfindsomeonetohurtifawarbetweentwogroupshaddisplacednotjustyouandyourfamily,buthundredsofthousandsofpeopleinyourcity?Thesearemeasurableoutcomes.Theabilitytomeasurewhatisanactofwar,anactofterrorism,oranactresultingfromoppressiveregimesisdifferentiatedonlybypersonalpreference.Theabilitytomeasuretheseactsissolid.Themore"internallydisplacedpersons",themorenon-violent/participatingciviliansthatarekilled,andthemoreaneconomyisdamagedallincrease"actsofterrorism".Killingpeoplewhoarereactingtotheseeventsisnotthemostefficientwaytocombatterrorism.It'swhytheUShasbeen"atwar"for20years.Hislackofinsightisdisappointing.BelowisanarticlerelatedtothelastcritiqueIhaveofthisbook.It'sfromoneofthemostrenownedthinktanksforthedepartmentofdefense.Giveitachanceifyoudisagreewithmylastcritique.It'sjustnotagoodbook.https://www.google.com/amp/s/www.csis... ...more flag 5likes · Like  · seereview Apr19,2018 ShreefA ratedit likedit AgoodbooktoreadorlistentoifyouwanttoknowmoreabouttheexperienceofUSNavySEALsinIraq(fromtheirownpointofview).Thebookisadvertisedasaleadershipandmanagementbookanditdeliversonthatpromisetosomeextent.Theideasaresimplebutnothingnew.Stilloverallitcanbeenergizingsometimestohearthesamestuffyouknewbeforewhentoldasagoodstory.OneproblemIhadwiththebookisthatitturnseverythingintoawar.Atsomepointtheauthorwastellinga AgoodbooktoreadorlistentoifyouwanttoknowmoreabouttheexperienceofUSNavySEALsinIraq(fromtheirownpointofview).Thebookisadvertisedasaleadershipandmanagementbookanditdeliversonthatpromisetosomeextent.Theideasaresimplebutnothingnew.Stilloverallitcanbeenergizingsometimestohearthesamestuffyouknewbeforewhentoldasagoodstory.OneproblemIhadwiththebookisthatitturnseverythingintoawar.Atsomepointtheauthorwastellingastoryaboutthetimewhenhewasdoingaconsultingjobforacompany.Hegavesomekindofamotivationalspeechtotheemployeesandonepartofitwas"theenemyisnotyourcolleagues,theenemyistheothercompanies...".Iunderstandwhatmessagehewantedtodeliver,butIdon'tagreewiththeideathatpeoplearegoingtoworkeverydaytofighttheotherevilcompanies.Overallit'saneasyreadtoreadbookwithgoodstory,ideasareaverage,soitdeservesafair3stars.Tip:Bestconsumedasanaudiobook. ...more flag 6likes · Like  · seereview View1comment Dec15,2016 MarkMarquez ratedit itwasamazing Shouldberequiredreadingforallleaders.Extremeownershipisaphilosophythatcanbeappliedtoallaspectsoflife.Inthatregard,itshouldberequiredreadingforanyonelookingtotakebacktheirlifeandaccomplishtheirmission.Readingthishasbeenanhonorandaprivilege.Togetitdirectfromsomeofthebesttrainedwarriorsintheworldthisbookissolidgold.Bravo! flag 6likes · Like  · seereview Aug28,2017 Eat.Sleep.Lift.Read. ratedit likedit Jocko(theauthor)hasapodcast;it'swellworthalisten.Thisisaweirdbook-halfwarmemoir,half'beabetterleader'book.Itkindaworks,anditkindadoesn't.Thatbeingsaidit'swellworthareadifyou'reina'leadership'position. Jocko(theauthor)hasapodcast;it'swellworthalisten.Thisisaweirdbook-halfwarmemoir,half'beabetterleader'book.Itkindaworks,anditkindadoesn't.Thatbeingsaidit'swellworthareadifyou'reina'leadership'position. ...more flag 6likes · Like  · seereview Apr24,2021 YevgeniyBrikman ratedit itwasamazing Iwasabitskepticalfromthetitle,butImustadmit,thisisagreatbookforlearningleadershipprinciples.TheprinciplescomefromtheexperienceofUSNavySeals,buttheyapplytomostaspectsoflife.Eachchapterfocusesononeprinciple,introducingitwithareal-worldstoryfromNavySealsintheIraqWar,followedbythelessonslearned,andhowthoselessonsapplymorebroadly.BelowaresomeofthecorelessonsIpickedupfromthisbook.Asaleader,youareresponsibleforeve Iwasabitskepticalfromthetitle,butImustadmit,thisisagreatbookforlearningleadershipprinciples.TheprinciplescomefromtheexperienceofUSNavySeals,buttheyapplytomostaspectsoflife.Eachchapterfocusesononeprinciple,introducingitwithareal-worldstoryfromNavySealsintheIraqWar,followedbythelessonslearned,andhowthoselessonsapplymorebroadly.BelowaresomeofthecorelessonsIpickedupfromthisbook.Asaleader,youareresponsibleforeverythingthathappensEverything.Goodorbad.Itdoesn'tmatterwhattheextenuatingcircumstancesare;itdoesn'tmatterifitwasbadluck;itdoesn'tmatterifsomeoneelseactedfoolishlyorevenmaliciously.Ifyou'retheleader,itisalwaysonyou,andyouneverblameanyoneelse.Thislessonsoundsobvious,almostcliche("thebuckstopshere"),butIhavetoadmit,Ineverfullyunderstooditbeforereadingthisbook,norseenanyleadersreallyactthisway.Thisbookfinallyhelpedmeunderstandwhatextremeownershipreallymeans,andmoreimportantly,whyit'ssoimportant.Thisisbestexplainedthroughanexample.ThebookincludesharrowingexamplesfromtheIraqwar,whicharewellworthreading,buthere,I'llfocusonamorebenignbusinessexample.Imagineyou'rethemanageratacompany,andoneofyouremployees,Mike,screweduptheorderforacustomer.ThetypicalreactionistoblameMike:"Ican'tbelieveyouscrewedthisup!Youjustcostusthousandsofdollars!"AllthisdoesisputMikeonthedefensive,sohe'sunlikelytotrytofixtheproblem,anditteachesMikeandhiscolleaguestolookforotherstoblamewhenthingsgowrong.Moreover,therealityisthatit'snotMike'sfault,nomatterwhatMikedid.Astheleader,it'salwaysonyou:-PerhapsMikemesseduptheorderbecausehewasn'tskilledenough.Inthatcase,it'syourfaultfornotprovidingMikewiththetrainingheneeded.-OrmaybeMikemessedupbecausehehadsomanyordersonhishands,hedidn'thaveenoughtimetoprocesseachonecorrectly.Inthatcase,it'syourfaultfornotbuildingabigenoughteamtohandlethevolumeofordersyou'regetting,andfordesigninganorderdeliveryprocesswithoutsufficientqualitycontrol.-EvenintheextremecasethatMikeintentionallyandmaliciouslyscreweduptheorder,it'sstillyourfaultforhavinghiredMikeinthefirstplace,andfornothavingputinsafeguardsforyourcustomersandbusiness.ImagineinsteadofblamingMike,yougotohimandsay,"Iknowyou'vehadyourhandsoverloadedwithalltheorderswe'regetting.That'smyfault.We'regoingtogrowtheteamassoonaswecan.Inthemeantime,here'sthenewprocessthatwillhelpuscatchproblemsbeforetheyreachcustomers."InsteadofputtingMikeonthedefensive,whenheseesyoutakeownership,he'llwanttotakeownershiptoo.Andsowilltherestoftheteam.Andthat'swhatwillleadtotheproblemsactuallybeingsolved."Therearenobadteams.Onlybadleaders."Performancestandards"Withperformancestandards,it'snotwhatyoupreach,it'swhatyoutolerate."Ifyouacceptlowperformanceontheteam,itbecomesthenewstandard.Therefore,asaleader,acriticalpartofyourjobistoalwayspushforhigherperformance.KnowthewhyEveryoneontheteammustknownotonlywhattheyneedtodo,butalsowhy.Ifeveryoneknowstheunderlyingwhy,theywillallbeabletomakegooddecisions,evenwithoutyouthere.Butiftheydon't,theneveryonewillendupworkinginaslightlydifferentdirection,andyou'llgetnowhere.Asaleader,it'syourjobtomakesureeveryoneknowswhy.Andasamemberofanyteam,ifyoudon'tknowwhy,itisyourjobtoask.PutegoasideEveryoneonyourteamshouldbefocusedsolelyonthegoal.However,personalegoscanoftengetintheway.It'syourjobasaleadertohelpavoidtheegogettingintheway.Forexample,let'ssayoneofyouremployeesignoredoperatingprocedure,andscrewedupatask.Ifyouyellathimalongthelinesof"Ican'tbelieveyouignoredourprocedureandscrewedthisup,"you'repullinghisegointoit,andhe'slikelytogetdefensive,andtheproblemwon'tgetsolved.Now,imaginethatyouinsteadsaid:"Thisismyfault.Inevermadeitclearwhywecreatedthatoperatingprocedureinthefirstplace.It'sthereduetoabunchofconstraintsyoumaynotbeawareof,solet'sgothroughthosetogether..."Byavoidingbringingtheemployee'segointoit,theywillbemuchmorelikelytoworkwithyouandtrytosolvetheproblem.QuestionstoaskwhenthingsgowrongWhenthingsgowrong,asaleader,youshouldasktwoquestions:1.Whydidthishappen?2.WhatcouldI(theleader)havedonetopreventthisfromhappening?It'salloneteamIfyou'repartofalargerorganization,it'salwayseasytoblameotherteamsforproblems,especiallyifyou'renotinchargeofthoseteams.Butremember,you'reallpartofoneteam,withonegoal.Asaleader,evenifyou'renotinchargeofthoseteams,theirproblemsarestillyourproblems.Insteadofblamingthem,askwhatyoucandotohelp.UpanddownthechainMostleadersknowit'stheirroletopassinformationdownthechain,tothepeoplewhoreporttothem.Butit'salsoyourjobasaleadertopassinformationupthechaintoyourownbosses.Whenyourbossmakescrazyrequestsorbaddecisions,it'seasytojustcallthemanidiotoranasshole.Butpauseandaskyourselfthisquestion:doyoureallythinkyourbosswantsyouandyourteamtofail?Inmostcases,theydon't,soiftheymadeawrongdecision,that'syourfault,asyoudidn'tprovidethemwiththeinformationtheyneededtomakegooddecisions.HowtoreactinoverwhelmingsituationsIntoughsituations,NavySealsaretaughtto:prioritizeandexecute.Don'ttrytosolveeverythingatonce.Instead,solveoneproblematatime,andthenmoveontothenext.Theprocessisroughly:1.Relax2.Lookaround3.Makethecallononethingtoprioritize4.Seekinputfromtheteamonoptionstosolveit5.Pickoneoftheoptions6.Communicateitupanddownthechain7.Execute8.Ifprioritieschangepartwaythrough,sendwordupanddownthechainStandardizedplanningprotocolYoushouldhaveastandardizedplanningprotocol:apre-definedchecklistofhowyoudoplanning,soeverytimeyouneedtoputtogetheranewplan,yougothroughthesameseriesofsteps,anddon'tmissanythingimportant.Here'stheroughoutlineofatypicalplanningprotocol:1.Startwiththemission.Thisdefineswhatyou'retryingtoachieve.2.Definetheleader'sintent.Thisdefineswhyyou'redoingthemission.Thisisthemostimportantpartoftheplan.It'sessentialeveryoneisclearontheleader'sintent,asthatway,everyonecanactindependently.3.Delegatetacticstotheexpertsonyourteam.Asaleader,youshouldbefocusedonthehighlevelstrategyandcoordination.Leavealltheimplementationdetailstotheteam,asthatway,yougetmorebuy-in,moreinvolvement,andbetterideas.Yourroleistocheckwhattheycomeupwith,lookforholesintheplan,andstandbacktomakesureeverythingworkstogetherfromahigherperspective.4.Briefeveryoneoftheplan.Keepitconciseandclear.Noonecanfollowlong,overly-complicatedplansanyway,soshortandsimpleisthegoal.5.Assignroles.Everyonemustknowwhoisinchargeofwhat.Andeveryonemustknowhowtheirroleconnectstothebiggerpicture.6.Figureoutcontingencyplans.Takesometimetofigureoutwhattodoifthingsdon'tgoaccordingtoplan.7.Giveeveryoneachancetoaskquestions.Infact,activelyencourageparticipation:checkwitheachpersonthattheyunderstandtheplanfully;flushoutallconfusionandconcernsearly.Iftheteamistooafraidtoaskquestions,you'llneverknowiftheyareonboard,confused,indoubt,etc.8.Execute.9.Aftereverythingisdone,doapostoperationdebrief.Recordlessonslearned.Updateyourplanningprotocolwiththesenewlessons.10.Rinseandrepeat. ...more flag 5likes · Like  · seereview Feb18,2018 StephenHeiner ratedit itwasamazing  ·  reviewofanotheredition Shelves: business, personal-development Theproblemwithbooksthatgetbuiltupisthattheyoftendon'tliveuptothehype.PriortoreadingthisbookI'dlistenedtohoursofJockoWillinkdoinginterviewsondifferentpodcastsaswellashostinghisown.Ihadagoodideaofhisethosandworldview.WhatIdidn'thavewasthebackstoryonhowthiswasbuilt,andExtremeOwnershipdeliversthatbackstory,andthensome.Fairdisclosure,oneofmyfavoritemilitaryhistorybooksisMarkBowden'sBlackHawkDown.Hisabilitytotell Theproblemwithbooksthatgetbuiltupisthattheyoftendon'tliveuptothehype.PriortoreadingthisbookI'dlistenedtohoursofJockoWillinkdoinginterviewsondifferentpodcastsaswellashostinghisown.Ihadagoodideaofhisethosandworldview.WhatIdidn'thavewasthebackstoryonhowthiswasbuilt,andExtremeOwnershipdeliversthatbackstory,andthensome.Fairdisclosure,oneofmyfavoritemilitaryhistorybooksisMarkBowden'sBlackHawkDown.Hisabilitytotellstoriesaboutconflictsthathavehappenedinrecenthistory,filledwithevidencegivenbyinterviewswithmenwhowereactuallythere,isremarkable,andExtremeOwnershipmanagestoweaveinstoriesnottoldbyanoutsider,butbythecombatantsthemselves.EachchapterfeaturesarelevantstoryfromwhatwasgoingoninIraq,afurtherexplicationoftheprincipleinplace(forexample,somechaptersareentitled,"ChecktheEgo,"or"CoverandMove,"followedbyareal-worldbusinessapplicationconnectedwithoneofthecompaniesthattheauthorshaveconsultedforintheircivilianlivesfollowingtheirexperiencesinIraq.IcanhonestlysayI'veneverreadabusiness/militaryhistory/personaldevelopmentbookanythinglikeExtremeOwnership,butIthinkthat'sbecausenosuchbookexists.It'sapowerfulnarrativethatunderliestheveracityoftheprinciples.Onasidenote,evenifyou,likeme,opposeAmericaninvolvementintheMiddleEastonmultiplelevels,youwillgainmuchfromreadingthisbook.Theprinciplesandapplicationsaresolid,andyoudon'thavetoendorseourmeddlinginvariousregionsoftheworldtogleanthehard-wonlessonsthatthesemenhavebroughtback.Ifthisisonyour"toread"list,bumpitallthewaytothetop."Oncepeoplestopmakingexcuses,stopblamingothers,andtakeownershipofeverythingintheirlives,theyarecompelledtotakeactiontosolvetheirproblems."(xii)"Thebestleaderscheckedtheiregos,acceptedblame,soughtoutconstructivecriticism,andtookdetailednotesforimprovement."(p.37)"Ifyoudon'tunderstandorbelieveinthedecisionscomingdownfromyourleadership,itisuptoyoutoaskquestionsuntilyouunderstandhowandwhythosedecisionsarebeingmade."(p.84)"Themomentthealarmgoesoffisthefirsttest;itsetsthetonefortherestoftheday.Thetestisnotacomplexone:whenthealarmgoesoff,doyougetupoutofbed,ordoyouliethereincomfortandgobacktosleep?"(p.271)"Thereisananswertotheage-oldquestionofwhetherleadersarebornormade.Obviously,somearebornwithnaturalleadershipqualities,suchascharisma,eloquence,sharpwit,adecisivemind,thewillingnesstoacceptriskwhenothersmightfalter,ortheabilitytoremaincalminchaotic,high-pressuresituations.Othersmaynotpossessthesequalitiesinnately.Butwithawillingnesstolearn,withahumbleattitudethatseeksvalidconstructivecriticisminordertoimprove,withdisciplinedpracticeandtraining,eventhosewithlessnaturalabilitycandevelopintohighlyeffectiveleaders."(p.285) ...more flag 5likes · Like  · seereview View2comments Jan05,2018 Diego ratedit itwasamazing  ·  reviewofanotheredition Shelves: business-self-improvement GETAFTERITThisisanimportantbooktoread.Itencompassesmultipleissuesthatcreepupsometimesunknowinglywithinacompany.Onecouldskipmanybusinessbooksandreadthisonealone.Iwouldwanttopassthisaroundmycompanybuttherearelikelytoomanythatmayfindittoographicforthem,butIwouldatleastpassthisamongstmanagers,becausethosearetheonesthatputthestrategyandteamoverthemselves....iftheyaretrueleaders.Ituncoversweaknessesthatmaynotbeappa GETAFTERITThisisanimportantbooktoread.Itencompassesmultipleissuesthatcreepupsometimesunknowinglywithinacompany.Onecouldskipmanybusinessbooksandreadthisonealone.Iwouldwanttopassthisaroundmycompanybuttherearelikelytoomanythatmayfindittoographicforthem,butIwouldatleastpassthisamongstmanagers,becausethosearetheonesthatputthestrategyandteamoverthemselves....iftheyaretrueleaders.Ituncoversweaknessesthatmaynotbeapparent.Youmustownuptoallissuesandgetshitdone;therightway.IfounditamazinghowapplicableSEALideologyissoapplicabletoeverydaybusiness.Youthinksinceit’sthemilitarythatit’ssuchadifferentworldbuttreallyisn’tallthatdifferent.Butofcoursethereisthatlifeanddeaththing.Thatiswhatreallyforcesthemtokeeptothemission.Inbusiness,wecaneasilyloseourmindsetandgetcomfortable.Theyphraseditperfectlythatfixesaresimplebuthardtoimplement.WhatIlikeisthatnotonlydotheyhavemilitaryexperienceinthefield,butalsoconsultingexperiencewithvariouscompanies.Theirmessageappliestoall. ...more flag 5likes · Like  · seereview Jan10,2017 Dara ratedit reallylikedit Shelves: health-food-self-help Iwasgiventhisbooktoreadforwork.ItspremiseisthatthemindsetandprinciplesusedbyU.S.NavySealscanbeimplementedtoimproveanyleadershipteam.Thevoyeuristicpartofmefoundthelookintothebraveandrigorousworldofthesemencompelling.Thestoriesarefascinatingandthementhemselves,theepitomeofheroism.IlikedtheauthorsandtheirmessagebutitwasdifficulttobelievesomeofthesupposedconversationswithCEOsandotherhighrankingindividualswherethey Iwasgiventhisbooktoreadforwork.ItspremiseisthatthemindsetandprinciplesusedbyU.S.NavySealscanbeimplementedtoimproveanyleadershipteam.Thevoyeuristicpartofmefoundthelookintothebraveandrigorousworldofthesemencompelling.Thestoriesarefascinatingandthementhemselves,theepitomeofheroism.IlikedtheauthorsandtheirmessagebutitwasdifficulttobelievesomeofthesupposedconversationswithCEOsandotherhighrankingindividualswheretheyshockedthemwiththeseleadershiprevelationsthattomesoundlikebasicwell-known,oftenintuitivetools.Intheend,theyaren'tcreatingnewleadershipprinciples,buthaveorganizedtheminawaythatmakesthemeasiertoapply.Ilikedhowtheybrokedowneachchapterwithascenario,abusinessapplication,andoftenbulletpoints. ...more flag 5likes · Like  · seereview «previous123456789…next» newtopicDiscussThisBook topics  posts  views  lastactivity    PlayBookTag: ExtremeOwnershipbyJockoWillinkandLeifBabin4Stars 1 7 Nov28,202006:25AM   DCMABookClub: ExtremeOwnership 1 7 Mar09,202008:01AM   Leaders'BookClub: 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Share RecommendIt  |  Stats  |  RecentStatusUpdates Readersalsoenjoyed Seesimilarbooks… Genres Leadership 1,109users Business 901users Nonfiction 668users SelfHelp 408users SelfHelp> PersonalDevelopment 227users Business> Management 178users War> MilitaryFiction 177users Psychology 140users Audiobook 134users Productivity 66users Seetopshelves… AboutJockoWillink JockoWillink 1,994 followers BooksbyJockoWillink More… Articlesfeaturingthisbook39AudiobookstoBeBetterin2022 Newyear,newyou!Orperhapsthesameyou,buta2.0version? Thestartofanewyearisknownforresolutions,which,asweallknow,...Readmore...75likes·2comments TriviaAboutExtremeOwnership... Notriviaorquizzesyet.Addsomenow» QuotesfromExtremeOwnership... “Disciplineequalsfreedom.” — 115likes “It’snotwhatyoupreach,it’swhatyoutolerate.” — 79likes Morequotes… Welcomeback.JustamomentwhilewesignyouintoyourGoodreadsaccount.