Extreme Ownership - Macmillan

A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere ... SkiptoMainContent Filter+ ExtremeOwnershipHowU.S.NavySEALsLeadandWin Author:JockoWillinkandLeifBabin ReadExcerpt ExtremeOwnership Author:JockoWillinkandLeifBabin CHAPTER1ExtremeOwnershipJockoWillinkTHEMALA’ABDISTRICT,RAMADI,IRAQ:FOGOFWARTheearlymorninglightwasdimmedbyaliteralfogofwarthatfilledtheair:sootfromtirestheinsurgentshadsetalightinthestreets,cloudsofdustkickedupfromtheroadbyU.S.tanksandHumvees,andpowderedconcretefromthewallsofbuildingspulverizedbymachinegunfire.AsourarmoredHumveeroundedthecornerandheadeddownthestreettowardthegunfire,IsawaU.S.M1A2Abramstankinthemiddleoftheroadupahead,itsturretrotatedwiththehugemainguntrainedonabuildingatalmostpoint-blankrange.Throughtheparticle-filledair,Icouldseeasmoky-redmist,clearlyfromaredsmokegrenadeusedbyAmericanforcesintheareaasageneralsignalfor“Help!”Mymindwasracing.ThiswasourfirstmajoroperationinRamadianditwastotalchaos.Beyondtheliteralfogofwarimpedingourvision,thefigurative“fogofwar,”oftenattributedtoPrussianmilitarystrategistCarlvonClausewitz,1haddescendeduponus,anditwasthickwithconfusion,inaccurateinformation,brokencommunications,andmayhem.Forthisoperation,wehadfourseparateelementsofSEALsinvarioussectorsofthisviolent,war-torncity:twoSEALsniperteamswithU.S.ArmyscoutsnipersandacontingentofIraqisoldiers,andanotherelementofSEALsembeddedwithIraqisoldiersandtheirU.S.Armycombatadvisorsassignedtoclearanentiresectorbuildingbybuilding.Finally,mySEALseniorenlistedadvisor(anoncommissionedofficer)andIrodealongwithoneoftheArmycompanycommanders.Intotal,aboutthreehundredU.S.andIraqitroops—friendlyforces—wereoperatinginthisdangerousandhotlycontestedneighborhoodofeasternRamadiknownastheMala’abDistrict.Theentireplacewascrawlingwithmuj(pronounced“mooj”),asAmericanforcescalledthem.Theenemyinsurgentfighterscalledthemselvesmujahideen,Arabicfor“thoseengagedinjihad,”whichweshortenedforexpediency.Theysubscribedtoaruthless,militantversionofIslamandtheywerecunning,barbaric,andlethal.Foryears,theMala’abhadremainedfirmlyintheirhands.Now,U.S.forcesaimedtochangethat.Theoperationhadkickedoffbeforesunrise,andwiththesunnowcreepingupoverthehorizon,everyonewasshooting.Themyriadofradionetworks(ornets)usedbytheU.S.groundandairunitsexplodedwithchatterandincomingreports.DetailsofU.S.andIraqitroopswoundedorkilledcameinfromdifferentsectors.Followingthemwerereportsofenemyfighterskilled.U.S.elementstriedtodecipherwhatwashappeningwithotherU.S.andIraqiunitsinadjacentsectors.U.S.MarineCorpsANGLICO(Air-NavalGunfireLiaisonCompany)teamscoordinatedwithAmericanattackaircraftoverheadinanefforttodropbombsonenemypositions.Onlyafewhoursintotheoperation,bothofmySEALsniperelementshadbeenattackedandwerenowembroiledinseriousgunfights.AstheelementofIraqisoldiers,U.S.ArmySoldiers,andourSEALsclearedbuildingsacrossthesector,theymetheavyresistance.DozensofinsurgentfightersmountedblisteringattackswithPKC2Russianbelt-fedmachineguns,deadlyRPG-7shoulder-firedrockets,andAK-47automaticriflefire.Aswemonitoredtheradio,weheardtheU.S.advisorswithoneoftheIraqiArmyelementsinadvanceoftherestreporttheywereengagedinafiercefirefightandrequestedtheQRF(QuickReactionForce)forhelp.ThisparticularQRFconsistedoffourU.S.ArmyarmoredHumvees,eachmountedwithanM2.50-caliberheavymachinegun,andadozenorsoU.S.Soldiersthatcoulddismountandrenderassistance.Minuteslater,overtheradionet,oneofmySEALsniperteamscalledforthe“heavyQRF,”asection(meaningtwo)ofU.S.M1A2AbramsMainBattleTanksthatcouldbringthethunderwiththeir120mmmaingunsandmachineguns.ThatmeantmySEALswereinaworldofhurtandinneedofserioushelp.IaskedtheU.S.Armycompanycommanderwewerewithtofollowthetanksin,andhecomplied.OurHumveerolledtoastopjustbehindoneoftheAbramstanks,itshugemaingunpointeddirectlyatabuildingandreadytoengage.Pushingopentheheavyarmoreddoorofmyvehicle,Isteppedoutontothestreet.Ihadagutfeelingthatsomethingwaswrong.RunningovertoaMarineANGLICOgunnerysergeant,Iaskedhim,“What’sgoingon?”“Hotdamn!”heshoutedwithexcitement.“There’ssomemujinthatbuildingrightthereputtingupaseriousfight!”Hepointedtothebuildingacrossthestreet,hisweapontrainedinthatdirection.Itwasclearhethoughtthesemujwerehard-core.“TheykilledoneofourIraqisoldierswhenweenteredthebuildingandwoundedafewmore.We’vebeenhammeringthem,andI’mworkingtogetsomebombsdroppedon’emnow.”HewasinthemidstofcoordinatinganairstrikewithU.S.aircraftoverheadtowipeouttheenemyfightersholedupinsidethebuilding.Ilookedaround.Thebuildinghepointedtowasriddledwithbulletholes.TheQRFHumveeshadputover150roundsfroma.50-caliberheavymachinegunintoitandmanymoresmallercaliberroundsfromtheirriflesandlightmachines.NowtheAbramstankhaditshugemainguntrainedonthebuilding,preparingtoreduceittorubbleandkilleveryoneinside.Andifthatstilldidn’tdothejob,bombsfromtheskywouldbenext.Butsomethingdidn’taddup.WewereextremelyclosetowhereoneofourSEALsniperteamswassupposedtobe.Thatsniperteamhadabandonedthelocationtheyhadoriginallyplannedtouseandwereintheprocessofrelocatingtoanewbuildingwhenalltheshootingstarted.Inthemayhem,theyhadn’treportedtheirexactlocation,butIknewitwouldbeclosetothepointwhereIwasstanding,closetothebuildingtheMarinegunnyhadjustpointedto.Whatreallydidn’taddupwasthattheseIraqisoldiersandtheirU.S.advisorsshouldn’thavearrivedhereforanothercoupleofhours.Nootherfriendlyforcesweretohaveenteredthissectoruntilwehadproperly“deconflicted”—determinedtheexactpositionofourSEALsniperteamandpassedthatinformationtotheotherfriendlyunitsintheoperation.ButforsomereasonthereweredozensofIraqitroopsandtheirU.S.ArmyandMarinecombatadvisorsinthearea.Itmadenosensetome.“Holdwhatyougot,Gunny.I’mgoingtocheckitout,”Isaid,motioningtowardthebuildingonwhichhehadbeenworkingtocoordinatetheairstrike.HelookedatmeasifIwerecompletelycrazy.HisMarinesandafullplatoonofIraqisoldiershadbeenengagedinaviciousfirefightwiththeenemyfightersinsidethathouseandcouldn’tdislodgethem.Whoevertheywere,theyhadputuponehellofafight.Inthegunny’smind,forustoevenapproachthatplacewasprettymuchsuicidal.InoddedatmyseniorenlistedSEAL,whonoddedback,andwemovedacrossthestreettowardtheenemy-infestedhouse.LikemostofthehousesinIraq,therewasaneight-footconcretewallaroundit.Weapproachedthedoortothecompound,whichwasslightlyopen.WithmyM4rifleattheready,IkickedthedoortherestofthewayopenonlytofindIwasstaringatoneofmySEALplatoonchiefs.Hestaredbackatmeinwide-eyedsurprise.“Whathappened?”Iaskedhim.“Somemujenteredthecompound.Weshotoneofthemandtheyattacked—hard-core.Theybroughtit.”Irememberedwhatthegunnyhadjusttoldme:oneoftheirIraqisoldiershadbeenshotwhenheenteredthecompound.Atthatmoment,itallbecameclear.Inthechaosandconfusion,somehowarogueelementofIraqisoldiershadstrayedoutsidetheboundariestowhichtheyhadbeenconfinedandattemptedtoenterthebuildingoccupiedbyourSEALsniperteam.Intheearlymorningdarkness,ourSEALsniperelementhadseenthesilhouetteofamanarmedwithanAK-47creepintotheircompound.Whiletherewerenotsupposedtobeanyfriendliesinthevicinity,thereweremanyenemyfightersknowntobeinthearea.Withthatinmind,ourSEALshadengagedthemanwiththeAK-47,thinkingtheywereunderattack.Thenallhellbrokeloose.Whengunfireeruptedfromthehouse,theIraqisoldiersoutsidethecompoundreturnedfireandpulledbackbehindthecoveroftheconcretewallsacrossthestreetandinthesurroundingbuildings.Theycalledinreinforcements,andU.S.MarinesandArmytroopsrespondedwithaviciousbarrageofgunfireintothehousetheyassumedwasoccupiedbyenemyfighters.Meanwhile,insidethehouseourSEALswerepinneddownandunabletoclearlyidentifythatitwasfriendliesshootingatthem.Alltheycoulddowasreturnfireasbesttheycouldandkeepupthefighttopreventbeingoverrunbywhattheythoughtwereenemyfighters.TheU.S.MarineANGLICOteamhadcomeveryclosetodirectingairstrikesonthehouseourSEALswereholedupin.Whenthe.50-calibermachinegunopenedupontheirposition,ourSEALsniperelementinsidethebuilding,thinkingtheywereunderheavyenemyattack,calledintheheavyQRFAbramstanksforsupport.That’swhenIhadarrivedonthescene.Insidethecompound,theSEALchiefstaredbackatme,somewhatconfused.HenodoubtwonderedhowIhadjustwalkedthroughthehellaciousenemyattacktoreachhisbuilding.“Itwasablue-on-blue,”Isaidtohim.Blue-on-blue—friendlyfire,fratricide—theworstthingthatcouldhappen.Tobekilledorwoundedbytheenemyinbattlewasbadenough.Buttobeaccidentlykilledorwoundedbyfriendlyfirebecausesomeonehadscrewedupwasthemosthorriblefate.Itwasalsoareality.IhadheardthestoryofX-RayPlatoonfromSEALTeamOneinVietnam.Thesquadssplituponanightpatrolinthejungle,losttheirbearings,andwhentheybumpedintoeachotheragaininthedarkness,theymistookeachotherforenemyandopenedupwithgunfire.Aferociousfirefightensued,leavingoneoftheirowndeadandseveralwounded.ThatwasthelastX-RayPlatoonintheSEALTeams.Henceforth,thenamewasbanished.Itwasacurse—andalesson.FriendlyfirewascompletelyunacceptableintheSEALTeams.Andnowithadjusthappenedtous—tomySEALtaskunit.“What?”theSEALchiefaskedwithutterdisbelief.“Itwasablue-on-blue,”Isaidagain,calmlyandasamatteroffact.Therewasnotimetodebateordiscuss.Therewererealbadguysoutthere,andevenaswespoke,sporadicgunfirecouldbeheardallaroundasotherelementsengagedinsurgentsinthevicinity.“Nowwhatdoyagot?”Iasked,needingtoknowhisstatusandthatofhismen.“OneSEALfraggedintheface—nottoobad.Buteveryoneisrattled.Let’sgetthemoutofhere,”repliedthechief.Anarmoredpersonnelcarrier(APC)3hadarrivedwiththeheavyQRFandwassittingoutfront.“There’sanAPCoutfront.Getyourboysloadedup,”Itoldhim.“Roger,”saidthechief.TheSEALchief,oneofthebesttacticalleadersI’deverknown,quicklygottherestofhisSEALsandothertroopersdowntothefrontdoor.TheylookedmorerattledthananyhumanbeingsIhadeverseen.Havingbeenonthereceivingendofdevastating.50-calibermachinegunroundspunchingthroughthewallsaroundthem,theyhadstareddeathinthefaceanddidnotthinktheywouldsurvive.Buttheyquicklygotittogether,boardedtheAPC,andleftforthenearbyU.S.forwardoperatingbase—excepttheSEALchief.Toughasnailsandreadyformore,hestayedwithme,unfazedbywhathadhappenedandreadyforwhatevercamenext.ImademywaybackovertotheMarineANGLICOgunny.“Thebuildingisclear,”Itoldhim.“Rogerthat,Sir,”hereplied,lookingsurprisedashequicklyreporteditontheradio.“Where’sthecaptain?”Iasked,wantingtofindtheU.S.Armycompanycommander.“Upstairs,here,”herepliedmotioningtowardthebuildingwewereinfrontof.Iwalkedupstairsandfoundthecompanycommanderhunkereddownontheroofofabuilding.“EveryoneOK?”heasked.“Itwasablue-on-blue,”Irepliedbluntly.“What?”heasked,stunned.“Itwasablue-on-blue,”Irepeated.“OneIraqisoldierKIA,4afewmorewounded.Oneofmyguyswounded,fraggedintheface.EveryoneelseisOK,byamiracle.”“Roger,”hereplied,stunnedanddisappointedatwhathadtranspired.Nodoubt,asanoutstandingleaderhimself,hefeltsomewhatresponsible.ButhavingoperatedinthischaoticurbanbattlefieldformonthsalongsideIraqisoldiers,heknewhoweasilysuchathingcouldhappen.Butwestillhadworktodoandhadtodriveon.Theoperationcontinued.Weconductedtwomoreback-to-backmissions,clearedalargeportionoftheMala’abDistrict,andkilleddozensofinsurgents.Therestofthemissionwasasuccess.Butthatdidn’tmatter.Ifeltsick.Oneofmymenwaswounded.AnIraqisoldierwasdeadandotherswerewounded.Wedidittoourselves,andithappenedundermycommand.Whenwecompletedthelastmissionoftheday,IwenttothebattaliontacticaloperationscenterwhereIhadmyfieldcomputersetuptoreceivee-mailfromhigherheadquarters.Idreadedopeningandansweringtheinevitablee-mailinquiriesaboutwhathadtranspired.IwishedIhaddiedoutonthebattlefield.IfeltthatIdeservedit.Mye-mailin-boxwasfull.Wordhadrapidlyspreadthatwehadhadablue-on-blue.Iopenedane-mailfrommycommandingofficer(CO)thatwentstraighttothepoint.Itread:“SHUTDOWN.CONDUCTNOMOREOPERATIONS.INVESTIGATINGOFFICER,COMMANDMASTERCHIEF,ANDIAREENROUTE.”IntypicalfashionforaNavymishap,theCOhadappointedaninvestigatingofficertodeterminethefactsofwhathappenedandwhowasresponsible.Anothere-mailfromoneofmyoldbossesstationedinanothercityinIraq,butprivytowhatwashappeninginRamadi,readsimply,“Heardyouhadablue-on-blue.Whatthehell?”AllthegoodthingsIhaddoneandthesolidreputationIhadworkedhardtoestablishinmycareerasaSEALwerenowmeaningless.DespitethemanysuccessfulcombatoperationsIhadled,IwasnowthecommanderofaunitthathadcommittedtheSEALmortalsin.AdaypassedasIwaitedforthearrivaloftheinvestigatingofficer,ourCO,andcommandmasterchief(CMC),theseniorenlistedSEALatthecommand.Inthemeantime,theydirectedmetoprepareabriefdetailingwhathadhappened.Iknewwhatthismeant.Theywerelookingforsomeonetoblame,andmostlikelysomeoneto“relieve”—themilitaryeuphemismforsomeonetofire.Frustrated,angry,anddisappointedthatthishadhappened,Ibegangatheringinformation.Aswedebriefed,itwasobviousthereweresomeseriousmistakesmadebymanyindividualsbothduringtheplanningphaseandonthebattlefieldduringexecution.Planswerealteredbutnotificationsweren’tsent.Thecommunicationplanwasambiguous,andconfusionaboutthespecifictimingofradioprocedurescontributedtocriticalfailures.TheIraqiArmyhadadjustedtheirplanbuthadnottoldus.Timelineswerepushedwithoutclarification.Locationsoffriendlyforceshadnotbeenreported.Thelistwentonandon.WithinTaskUnitBruiser—myownSEALtroop—similarmistakeshadbeenmade.Thespecificlocationofthesniperteaminquestionhadnotbeenpassedontootherunits.Positiveidentificationoftheassumedenemycombatant,whoturnedouttobeanIraqisoldier,hadbeeninsufficient.AthoroughSITREP(situationreport)hadnotbeenpassedtomeaftertheinitialengagementtookplace.Thelistofmistakeswassubstantial.Asdirected,Iputtogetherabrief,aMicrosoftPowerPointpresentationwithtimelinesanddepictionsofthemovementsoffriendlyunitsonamapofthearea.ThenIassembledthelistofeverythingthateveryonehaddonewrong.Itwasathoroughexplanationofwhathadhappened.ItoutlinedthecriticalfailuresthathadturnedthemissionintoanightmareandcostthelifeofoneIraqisoldier,woundedseveralmore,and,butforatruemiracle,couldhavecostseveralofourSEALstheirlives.Butsomethingwasmissing.Therewassomeproblem,somepiecethatIhadn’tidentified,anditmademefeellikethetruthwasn’tcomingout.Whowastoblame?Ireviewedmybriefagainandagaintryingtofigureoutthemissingpiece,thesinglepointoffailurethathadledtotheincident.Butthereweresomanyfactors,andIcouldn’tfigureitout.Finally,theCO,theCMC,andtheinvestigatingofficerarrivedatourbase.Theyweregoingtodroptheirgear,grabsomefoodatthechowhall,andthenwewouldbringeveryonetogethertodebrieftheevent.Ilookedthroughmynotesagain,tryingtoplacetheblame.Thenithitme.Despiteallthefailuresofindividuals,units,andleaders,anddespitethemyriadmistakesthathadbeenmade,therewasonlyonepersontoblameforeverythingthathadgonewrongontheoperation:me.Ihadn’tbeenwithoursniperteamwhentheyengagedtheIraqisoldier.Ihadn’tbeencontrollingtherogueelementofIraqisthatenteredthecompound.Butthatdidn’tmatter.AstheSEALtaskunitcommander,theseniorleaderonthegroundinchargeofthemission,IwasresponsibleforeverythinginTaskUnitBruiser.Ihadtotakecompleteownershipofwhatwentwrong.Thatiswhataleaderdoes—evenifitmeansgettingfired.Ifanyonewastobeblamedandfiredforwhathappened,letitbeme.Afewminuteslater,Iwalkedintotheplatoonspacewhereeveryonewasgatheredtodebrief.Thesilencewasdeafening.TheCOsatinthefrontrow.TheCMCstoodominouslyintheback.TheSEALthathadbeenwounded—fraggedinthefacebya.50-caliberround—wasthere,hisfacebandagedup.Istoodbeforethegroup.“Whosefaultwasthis?”Iaskedtotheroomfulofteammates.Afterafewmomentsofsilence,theSEALwhohadmistakenlyengagedtheIraqisoliderspokeup:“Itwasmyfault.Ishouldhavepositivelyidentifiedmytarget.”“No,”Iresponded,“Itwasn’tyourfault.Whosefaultwasit?”Iaskedthegroupagain.“Itwasmyfault,”saidtheradiomanfromthesniperelement.“Ishouldhavepassedourpositionsooner.”“Wrong,”Iresponded.“Itwasn’tyourfault.Whosefaultwasit?”Iaskedagain.“Itwasmyfault,”saidanotherSEAL,whowasacombatadvisorwiththeIraqiArmyclearanceteam.“IshouldhavecontrolledtheIraqisandmadesuretheystayedintheirsector.”“Negative,”Isaid.“Youarenottoblame.”MoreofmySEALswerereadytoexplainwhattheyhaddonewrongandhowithadcontributedtothefailure.ButIhadheardenough.“Youknowwhosefaultthisis?Youknowwhogetsalltheblameforthis?”Theentiregroupsatthereinsilence,includingtheCO,theCMC,andtheinvestigatingofficer.NodoubttheywerewonderingwhomIwouldholdresponsible.Finally,Itookadeepbreathandsaid,“Thereisonlyonepersontoblameforthis:me.Iamthecommander.Iamresponsiblefortheentireoperation.Astheseniorman,Iamresponsibleforeveryactionthattakesplaceonthebattlefield.Thereisnoonetoblamebutme.AndIwilltellyouthisrightnow:Iwillmakesurethatnothinglikethiseverhappenstousagain.”Itwasaheavyburdentobear.Butitwasabsolutelytrue.Iwastheleader.IwasinchargeandIwasresponsible.Thus,Ihadtotakeownershipofeverythingthatwentwrong.Despitethetremendousblowtomyreputationandtomyego,itwastherightthingtodo—theonlythingtodo.IapologizedtothewoundedSEAL,explainingthatitwasmyfaulthewaswoundedandthatwewereallluckyhewasn’tdead.Wethenproceededtogothroughtheentireoperation,piecebypiece,identifyingeverythingthathappenedandwhatwecoulddogoingforwardtopreventitfromhappeningagain.Lookingback,itisclearthat,despitewhathappened,thefullownershipItookofthesituationactuallyincreasedthetrustmycommandingofficerandmasterchiefhadinme.IfIhadtriedtopasstheblameontoothers,IsuspectIwouldhavebeenfired—deservedlyso.TheSEALsinthetroop,whodidnotexpectmetotaketheblame,respectedthefactthatIhadtakenfullresponsibilityforeverythingthathadhappened.Theyknewitwasadynamicsituationcausedbyamultitudeoffactors,butIownedthemall.TheU.S.ArmyandU.S.Marineconventionalcommanderstookthedebriefpointsaslessonslearnedandmovedon.HavingfoughtinRamadiforanextendedperiodoftime,theyunderstoodsomethingweSEALsdidnot:blue-on-bluewasariskthathadtobemitigatedasmuchaspossibleinanurbanenvironment,butthatriskcouldnotbeeliminated.Thiswasurbancombat,themostcomplexanddifficultofallwarfare,anditwassimplyimpossibletoconductoperationswithoutsomeriskofblue-on-blue.ButforSEALsaccustomedtoworkinginsmallgroupsagainstpointtargets,fratricideshouldneverhappen.AveryseniorandhighlyrespectedSEALofficer,whobeforejoiningtheNavyhadbeenaU.S.MarineCorpsplatooncommanderinVietnamatthehistoricBattleofHueCity,cametovisitourtaskunitshortlyaftertheincident.HetoldmethatmanyoftheMarinecasualtiesinHuewerefriendlyfire,partofthebrutalrealityofurbancombat.Heunderstoodwhatwehadexperiencedandjusthoweasilyitcouldhappen.But,whileablue-on-blueincidentinanenvironmentlikeRamadimightbelikely,ifnotexpected,wevowedtoneverletithappenagain.Weanalyzedwhathadhappenedandimplementedthelessonslearned.Werevisedourstandardoperatingproceduresandplanningmethodologytobettermitigaterisk.Asaresultofthistragicincident,weundoubtedlysavedlivesgoingforward.Whileweweremistakenlyengagedbyfriendlyelementsagainmanytimesduringtherestofthedeployment,weneverletitescalateandwerealwaysabletoregaincontrolquickly.ButthetacticalavoidanceoffratricidewasonlypartofwhatIlearned.WhenIreturnedhomefromdeployment,ItookoverTrainingDetachmentOne,whichmanagedalltrainingforWestCoastSEALplatoonsandtaskunitsinpreparationforcombatdeployments.Isetupscenarioswhereblue-on-blueshootingswerealmostguaranteedtohappen.Whentheydid,we,thetrainingcadre,explainedhowtoavoidthem.Butmoreimportant,thecommandersintrainingcouldlearnwhatIhadlearnedaboutleadership.Whilesomecommanderstookfullresponsibilityforblue-on-blue,othersblamedtheirsubordinatesforsimulatedfratricideincidentsintraining.Theseweakercommanderswouldgetasolidexplanationabouttheburdenofcommandandthedeepmeaningofresponsibility:theleaderistrulyandultimatelyresponsibleforeverything.ThatisExtremeOwnership,thefundamentalcoreofwhatconstitutesaneffectiveleaderintheSEALTeamsorinanyleadershipendeavor.PRINCIPLEOnanyteam,inanyorganization,allresponsibilityforsuccessandfailurerestswiththeleader.Theleadermustowneverythinginhisorherworld.Thereisnooneelsetoblame.Theleadermustacknowledgemistakesandadmitfailures,takeownershipofthem,anddevelopaplantowin.Thebestleadersdon’tjusttakeresponsibilityfortheirjob.TheytakeExtremeOwnershipofeverythingthatimpactstheirmission.ThisfundamentalcoreconceptenablesSEALleaderstoleadhigh-performingteamsinextraordinarycircumstancesandwin.ButExtremeOwnershipisn’taprinciplewhoseapplicationislimitedtothebattlefield.Thisconceptisthenumber-onecharacteristicofanyhigh-performancewinningteam,inanymilitaryunit,organization,sportsteamorbusinessteaminanyindustry.Whensubordinatesaren’tdoingwhattheyshould,leadersthatexerciseExtremeOwnershipcannotblamethesubordinates.Theymustfirstlookinthemirroratthemselves.Theleaderbearsfullresponsibilityforexplainingthestrategicmission,developingthetactics,andsecuringthetrainingandresourcestoenabletheteamtoproperlyandsuccessfullyexecute.Ifanindividualontheteamisnotperformingatthelevelrequiredfortheteamtosucceed,theleadermusttrainandmentorthatunderperformer.Butiftheunderperformercontinuallyfailstomeetstandards,thenaleaderwhoexercisesExtremeOwnershipmustbeloyaltotheteamandthemissionaboveanyindividual.Ifunderperformerscannotimprove,theleadermustmakethetoughcalltoterminatethemandhireotherswhocangetthejobdone.Itisallontheleader.Asindividuals,weoftenattributethesuccessofotherstoluckorcircumstancesandmakeexcusesforourownfailuresandthefailuresofourteam.Weblameourownpoorperformanceonbadluck,circumstancesbeyondourcontrol,orpoorlyperformingsubordinates—anyonebutourselves.Totalresponsibilityforfailureisadifficultthingtoaccept,andtakingownershipwhenthingsgowrongrequiresextraordinaryhumilityandcourage.Butdoingjustthatisanabsolutenecessitytolearning,growingasaleader,andimprovingateam’sperformance.ExtremeOwnershiprequiresleaderstolookatanorganization’sproblemsthroughtheobjectivelensofreality,withoutemotionalattachmentstoagendasorplans.Itmandatesthataleadersetegoaside,acceptresponsibilityforfailures,attackweaknesses,andconsistentlyworktobuildabetterandmoreeffectiveteam.Suchaleader,however,doesnottakecreditforhisorherteam’ssuccessesbutbestowsthathonoruponhissubordinateleadersandteammembers.Whenaleadersetssuchanexampleandexpectsthisfromjuniorleaderswithintheteam,themindsetdevelopsintotheteam’scultureateverylevel.WithExtremeOwnership,juniorleaderstakechargeoftheirsmallerteamsandtheirpieceofthemission.Efficiencyandeffectivenessincreaseexponentiallyandahigh-performance,winningteamistheresult.APPLICATIONTOBUSINESSThevicepresident’splanlookedgoodonpaper.Theboardofdirectorshadapprovedtheplanthepreviousyearandthoughtitcoulddecreaseproductioncosts.Butitwasn’tworking.Andtheboardwantedtofindoutwhy.Whowasatfault?Whowastoblame?Iwasbroughtonbythecompanytohelpprovideleadershipguidanceandexecutivecoachingtothecompany’svicepresidentofmanufacturing(VP).Althoughtechnicallysoundandexperiencedinhisparticularindustry,theVPhadn’tmetthemanufacturinggoalssetforthbythecompany’sboardofdirectors.Hisplanincludedthefollowing:consolidatemanufacturingplantstoeliminateredundancy,increaseworkerproductivitythroughanincentivizedbonusprogram,andstreamlinethemanufacturingprocess.Theproblemaroseintheplan’sexecution.Ateachquarterlyboardmeeting,theVPdeliveredamyriadofexcusesastowhysolittleofhisplanhadbeenexecuted.Afterayear,theboardwonderedifhecouldeffectivelyleadthischange.Withlittleprogresstoshow,theVP’sjobwasnowatrisk.Iarrivedonscenetwoweeksbeforethenextboardmeeting.AfterspendingseveralhourswiththeCEOtogetsomecoloronthesituation,IwasintroducedtotheVPofmanufacturing.Myinitialassessmentwaspositive.TheVPwasextremelysmartandincrediblyknowledgeableaboutthebusiness.Butwouldhebeopentocoaching?“So,you’reheretohelpme,right?”theVPinquired.Knowingthat,duetoego,somepeoplebristleattheideaofcriticismandcoachingnomatterhowconstructive,Ichosetotakeamoreindirectapproach.“Maybenotsomuchheretohelpyou,butheretohelpthesituation,”Ianswered,effectivelyloweringtheVP’sdefenses.Intheweeksleadinguptotheboardmeeting,IresearchedandexaminedthedetailsofwhytheVP’splanhadfailedandwhathadgonewrong,andIspoketotheVPabouttheproblemsencounteredintheplan’sexecution.Heexplainedthattheconsolidationofmanufacturingplantshadfailedbecausehisdistributionmanagersfearedthatincreasingthedistancebetweenplantsanddistributioncenterswouldpreventface-to-faceinteractionwiththemanufacturingteamandreducetheirabilitytotweakorderspecifics.Theysurmiseditwouldalsoinhibittheirabilitytohandlerush-orderdeliveries.TheVPdismissedhisdistributionmanagers’concernsasunfounded.Intheeventtheneedarosetoadjustordersorcustomize,ateleconferenceorvideoconferencewouldmorethansuffice.TheVPalsoexplainedwhytheincentivizedbonusstructurehadn’tbeenputinplace.Eachtimehisplantmanagersandotherkeyleaderswerepresentedwiththerolloutplan,theypushedbackwithconcerns:theemployeeswouldn’tmakeenoughmoney;theywouldleaveforjobswithhigherbasesalariesthatdidn’trequireminimumstandards;recruiterswouldcapitalizeonthechangeandpullskilledworkersaway.WhentheVPpushedthemanufacturingmanagersharder,theyteamedupwiththesalesmanagers.ThetwogroupsopposedtheVP’splan,claimingitwasthecompany’sreputationforskilledmanufacturingthatkeptbusinesscomingin,andsuchachangewouldputthebusinessatrisk.Finally,whenitcametotheVP’splantostreamlinethemanufacturingprocess,thepushbackwasuniversalandstraightfromtheclassicmantraofantichange:“Wehavealwaysdoneitthisway;”and“Ifitain’tbroke,don’tfixit.”“Whatdoestheboardthinkofthesereasons?”Iasked,aswediscussedtheupcomingannualboardmeeting.“Theylisten,butIdon’tthinktheyreallyunderstandthem.Andtheyhavebeenhearingthesamereasonsforawhilenow,soIthinktheyaregettingfrustrated.Idon’tknowiftheybelievethemanymore.Theysoundlike…”“Excuses?”IfinishedthesentencefortheVP,knowingtheworditselfwasabigblowtohisego.“Yes.Yes,theysoundlikeexcuses.Butthesearerealandlegitimate,”insistedtheVP.“Couldtherebeotherreasonsyourplanwasn’tsuccessfullyexecuted?”Iasked.“Absolutely,”theVPanswered.“Themarkethasbeentough.Newtechnologyadvancementshavetakensometimetoworkthrough.Everyonegotfocusedonsomeproductsthatneverreallyamountedtomuch.So,yes,thereareahostofotherreasons.”“Thoseallmaybefactors.Butthereisonemostimportantreasonwhythisplanhasfailed,”Isaid.“Whatreasonisthat?”theVPinquiredwithinterest.IpausedforamomenttoseeiftheVPwasreadyforwhatIhadtotellhim.Theimpactwouldbeuncomfortable,buttherewasnowayaroundit.Istateditplainly,“You.Youarethereason.”TheVPwassurprised,thendefensive.“Me?”heprotested.“Icameupwiththeplan!Ihavedelivereditoverandover.It’snotmyfaulttheyaren’texecutingit!”Ilistenedpatiently.“Theplantmanagers,thedistributionandsalesteamsdon’tfullysupporttheplan,”hecontinued.“SohowamIsupposedtoexecuteit?I’mnotoutthereinthefieldwiththem.Ican’tmakethemlistentome.”TheVP’sstatementsgraduallybecamelessemphatic.Hesoonrealizedwhathewassaying:hewasmakingexcuses.Iexplainedthatthedirectresponsibilityofaleaderincludedgettingpeopletolisten,support,andexecuteplans.Todrivethepointhome,Itoldhim,“Youcan’tmakepeoplelistentoyou.Youcan’tmakethemexecute.Thatmightbeatemporarysolutionforasimpletask.Buttoimplementrealchange,todrivepeopletoaccomplishsomethingtrulycomplexordifficultordangerous—youcan’tmakepeopledothosethings.Youhavetoleadthem.”“Ididleadthem,”theVPprotested.“Theyjustdidn’texecute.”Buthehadn’tledthem,atleastnoteffectively.Themeasureofthiswasclear:hehadbeenunsuccessfulinimplementinghisplan.“WhenIwasinchargeofaSEALplatoonoraSEALtaskunitconductingcombatoperations,doyouthinkeveryoperationIledwasasuccess?”Iasked.Heshookhishead.“No.”“Absolutelynot,”Iagreed.“Sure,Iledmanyoperationsthatwentwellandaccomplishedthemission.Butnotalways.Ihavebeeninchargeofoperationsthatwenthorriblywrongforanumberofreasons:badintelligence,baddecisionsbysubordinateleadership,mistakesbyshooters,coordinatingunitsnotfollowingtheplan.Thelistgoeson.Combatisadangerous,complex,dynamicsituation,whereallkindsofthingscangosidewaysinahurry,withlifeanddeathconsequences.Thereisnowaytocontroleverydecision,everyperson,everyoccurrencethathappensoutthere.Itisjustimpossible.Butletmetellyousomething:whenthingswentwrong,youknowwhoIblamed?”Iasked,pausingslightlyforthistosinkin.“Me,”Isaid.“Iblamedme.”Icontinued:“Asthecommander,everythingthathappenedonthebattlefieldwasmyresponsibility.Everything.Ifasupportingunitdidn’tdowhatweneededittodo,thenIhadn’tgivenclearinstructions.Ifoneofmymachinegunnersengagedtargetsoutsidehisfieldoffire,thenIhadnotensuredheunderstoodwherehisfieldoffirewas.Iftheenemysurprisedusandhituswherewehadn’texpected,thenIhadn’tthoughtthroughallthepossibilities.Nomatterwhat,Icouldneverblameotherpeoplewhenamissionwentwrong.”TheVPcontemplatedthis.Afterathoughtfulsilence,heresponded,“IalwaysthoughtIwasagoodleader.I’vealwaysbeeninleadershippositions.”“Thatmightbeoneoftheissues:inyourmindyouaredoingeverythingright.Sowhenthingsgowrong,insteadoflookingatyourself,youblameothers.Butnooneisinfallible.WithExtremeOwnership,youmustremoveindividualegoandpersonalagenda.It’sallaboutthemission.Howcanyoubestgetyourteamtomosteffectivelyexecutetheplaninordertoaccomplishthemission?”Icontinued.“Thatisthequestionyouhavetoaskyourself.ThatiswhatExtremeOwnershipisallabout.”TheVPnodded,beginningtograsptheconceptandseeitseffectiveness.“Doyouthinkthateveryoneofyouremployeesisblatantlydisobedient?”Isaid.“No,”theVPsaid.“Ifso,theywouldneedtobefired.Butthatdoesn’tseemtobethesituationhere,”Icontinued.“Yourpeopledon’tneedtobefired.Theyneedtobeled.”“SowhatamIdoingwrongasaleader?”askedtheVP.“HowcanIleadthem?”“Itallstartsrightherewithyou,”Isaid.“Youmustassumetotalownershipofthefailuretoimplementyournewplan.Youaretoblame.Andthatisexactlywhatyouneedtotelltheboard.”“Telltheboardthat?Areyouserious?”theVPaskedindisbelief.“Idon’tmindtakingalittleblame,butthisisnotallmyfault.”Thoughbeginningtoseethelight,hestillresistedtheideaoftakingtotalresponsibility.“Inordertoexecutethisplan,inordertotrulybecomeaneffectiveleader,youhavetorealizeandaccepttotalresponsibility,”Isaid.“Youhavetoownit.”TheVPwasnotyetconvinced.“Ifoneofyourmanufacturingmanagerscametoyouandsaid,‘Myteamisfailing,’whatwouldyourresponsebe?Wouldyoublametheirteam?”Iasked.“No,”theVPadmitted.IexplainedthatastheofficerinchargeoftrainingfortheWestCoastSEALTeams,weputSEALunitsthroughhighlydemandingscenariostogetthemreadyforcombatinIraqandAfghanistan.WhenSEALleaderswereplacedinworst-case-scenariotrainingsituations,itwasalmostalwaystheleaders’attitudesthatdeterminedwhethertheirSEALunitswouldultimatelysucceedorfail.Weknewhowhardthetrainingmissionswerebecausewehaddesignedthem.Invirtuallyeverycase,theSEALtroopsandplatoonsthatdidn’tperformwellhadleaderswhoblamedeveryoneandeverythingelse—theirtroops,theirsubordinateleaders,orthescenario.TheyblamedtheSEALtraininginstructorstaff;theyblamedinadequateequipmentortheexperienceleveloftheirmen.Theyrefusedtoacceptresponsibility.Poorperformanceandmissionfailureweretheresult.Thebest-performingSEALunitshadleaderswhoacceptedresponsibilityforeverything.Everymistake,everyfailureorshortfall—thoseleaderswouldownit.Duringthedebriefafteratrainingmission,thosegoodSEALleaderstookownershipoffailures,soughtguidanceonhowtoimprove,andfiguredoutawaytoovercomechallengesonthenextiteration.Thebestleaderscheckedtheiregos,acceptedblame,soughtoutconstructivecriticism,andtookdetailednotesforimprovement.TheyexhibitedExtremeOwnership,andasaresult,theirSEALplatoonsandtaskunitsdominated.WhenabadSEALleaderwalkedintoadebriefandblamedeveryoneelse,thatattitudewaspickedupbysubordinatesandteammembers,whothenfollowedsuit.Theyallblamedeveryoneelse,andinevitablytheteamwasineffectiveandunabletoproperlyexecuteaplan.Continuing,ItoldtheVP,“Inthosesituations,youendedupwithaunitthatneverfelttheyweretoblameforanything.Alltheydidwasmakeexcusesandultimatelynevermadetheadjustmentsnecessarytofixproblems.Now,comparethattothecommanderwhocameinandtooktheblame.Hesaid,‘Mysubordinateleadersmadebadcalls;Imustnothaveexplainedtheoverallintentwellenough.’Or,‘Theassaultforcedidn’texecutethewayIenvisioned;Ineedtomakesuretheybetterunderstandmyintentandrehearsemorethoroughly.’Thegoodleaderstookownershipofthemistakesandshortfalls.That’sthekeydifference.AndhowdoyouthinktheirSEALplatoonsandtaskunitsreactedtothistypeofleadership?”“Theymusthaverespectedthat,”theVPacknowledged.“Exactly.TheyseeExtremeOwnershipintheirleaders,and,asaresult,theyemulateExtremeOwnershipthroughoutthechainofcommanddowntothemostjuniorpersonnel.Asagrouptheytrytofigureouthowtofixtheirproblems—insteadoftryingtofigureoutwhoorwhattoblame.Forthoseontheoutsidelookingin,likeourtraininggroup—ortheboardinyourcase—thedifferenceisobvious.”“AndthatishowIappeartotheboardrightnow—blamingeveryoneandeverythingelse,”theVPrecognized.“Thereisonlyonewaytofixit,”Itoldhim.Forthenextseveraldays,IhelpedtheVPpreparefortheboardmeeting.Attimes,heslippedbackintodefensiveness,notwantingtoacceptblame.Hefeltinmanywaysthathisknowledgeexceededthatofmanymembersoftheboard—andhewasprobablyright.Butthatdidn’tchangethefactthathewastheleaderofateamthatwasfailingitsmission.AswerehearsedtheVP’sportionoftheboardpresentation,Iwasunconvincedthathetrulyacceptedtotalresponsibilityforhisteam’sfailures.Itoldhimthatbluntly.“I’msayingexactlywhatyoutoldmetosay,”theVPretorted.“Thereasonthatthismissionwasunsuccessfulwasmyfailureasaleadertoforceexecution.”“That’stheproblem,”Isaid.“Youaresayingit,butI’mnotconvincedyoubelieveit.Lookatyourcareer.Youhaveaccomplishedamazingthings.Butyoucertainlyaren’tperfect.Noneofusareperfect.Youarestilllearningandgrowing.Weallare.Andthisisalessonforyou:ifyoureengageonthistask,ifyoudoasternself-assessmentofhowyouleadandwhatyoucandobetter,theoutcomewillbedifferent.Butitstartshere.Itstartsattheboardmeetingwhenyougoin,putyouregoaside,andtakeownershipforthecompany’sfailurehere.Theboardmemberswillbeimpressedwithwhattheyseeandhear,becausemostpeopleareunabletodothis.TheywillrespectyourExtremeOwnership.Takepersonalresponsibilityforthefailures.Youwillcomeouttheothersidestrongerthaneverbefore,”Iconcluded.Attheboardmeeting,theVPdidjustthat.Hetooktheblameforthefailuretomeetthemanufacturingobjectivesandgaveasolidno-nonsenselistofcorrectivemeasuresthathewouldimplementtoensureexecution.Theliststartedwithwhathewasgoingtododifferently,notaboutwhatotherpeopleneededtodo.Now,theVPwasonhiswaytoExtremeOwnership.Copyright©2015,2017byJockoWillinkandLeifBabin ExtremeOwnership $14.99 AvailableinDigitalAudio! e-BookDigitalAudioCompactDiscHardcover Format BuyNow ExtremeOwnership Author:JockoWillinkandLeifBabin $14.99 e-BookDigitalAudioCompactDiscHardcover Format BuyThisBookFrom: B&NNOOK GooglePlay Kindle Kobo eBooks.com iBooks Reviews ReviewsfromGoodreads AboutThisBook AnupdatededitionoftheblockbusterbestsellingleadershipbookthattookAmericaandtheworldbystorm,twoU.S.NavySEALofficerswholedthemosthighlydecoratedspecialoperations... ReadMore PageCount 320 Genre NonFiction OnSale 11/21/2017 BookDetails AnupdatededitionoftheblockbusterbestsellingleadershipbookthattookAmericaandtheworldbystorm,twoU.S.NavySEALofficerswholedthemosthighlydecoratedspecialoperationsunitoftheIraqWardemonstratehowtoapplypowerfulleadershipprinciplesfromthebattlefieldtobusinessandlife.SenttothemostviolentbattlefieldinIraq,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. ImprintPublisher St.Martin'sPress ISBN 9781250184726 AbouttheCreators Author ExtremeOwnership $14.99 AvailableinDigitalAudio! e-BookDigitalAudioCompactDiscHardcover Format BuyNow ExtremeOwnership Author:JockoWillinkandLeifBabin $14.99 e-BookDigitalAudioCompactDiscHardcover Format BuyThisBookFrom: B&NNOOK GooglePlay Kindle Kobo eBooks.com iBooks Reviews ReviewsfromGoodreads