“Discipline equals freedom.”
―
Jocko Willink,
Extreme Ownership: How U.S. Navy SEALs Lead and Win
“It’s not what you preach, it’s what you tolerate.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Stop researching every aspect of it and reading all about it and debating the pros and cons of it … Start doing it.” ― Jocko Willink, Discipline Equals Freedom: Field Manual
“Relax. Look around. Make a call.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“There is no growth in the comfort zone.” ― Jocko Willink, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
“Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.” ― Jocko Willink, Discipline Equals Freedom: Field Manual
“After all, there can be no leadership where there is no team.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“It’s not what you preach, it’s what you tolerate.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Stop researching every aspect of it and reading all about it and debating the pros and cons of it … Start doing it.” ― Jocko Willink, Discipline Equals Freedom: Field Manual
“Relax. Look around. Make a call.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“There is no growth in the comfort zone.” ― Jocko Willink, The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
“Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.” ― Jocko Willink, Discipline Equals Freedom: Field Manual
“After all, there can be no leadership where there is no team.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They” ― Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
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