Extreme Ownership: How U.S. Navy SEALs Lead and Win Book summary
Jocko Willink, Leif Babin
Extreme Ownership is a comprehensive study of the art of leadership, which has been conducted by leaders who have proven themselves on the battlefield and in the world of business. The book breaks down the complex lessons that the authors have learned while leading the most successful special forces unit in Iraq, Seal Team three’s Task Unit Bruiser. These lessons were crystallized during the difficult Battle of Ramadi, which has widely been described as one of the most dynamic and difficult battle terrains due to the innate nature of urban warfare. They had the opportunity to further develop these ideas while designing the training curriculum for future Navy Seal Operators.
The authors draw parallels between war and business and elucidate how principles of leadership are essentially the same whether that means leading a team of warriors or a team of management executives. The lessons of leadership learned in war are contextualized for the business world through examples of the authors’ work while working as leadership consultants with their firm, Echelon Front.
Extreme Ownership presents lessons of leadership that the authors learned in the harsh conditions of urban warfare. They describe the values and mindset necessary for achieving victory in the face of fatally brutal scenarios, and how their lessons have found success in the world of business. The book is divided into three distinct sections as follows.
Winning the War Within
In this section of the book, the authors describe the value system that a successful leader possesses, and how it contributes to achieving a win. In the first chapter, the authors describe a fatally confusing operation that leads to friendly fire. As Jocko goes through the details of the incident, he comes to realize that the final fault lay with him since he was the commander of the unit even though he was not directly involved in the accident. He describes this mindset as that of Extreme Ownership, which encourages him to take accountability for failure and motivates him to continually learn from the mistakes that come about. In the following chapter, Leif describes his realization that there are truly no bad teams, only bad leaders. He realizes this as he watches a losing team of SEALs win the very next exercise after their leader is replaced with the leader of a team that had won the previous exercise. Leif believes that the attitude of the leader has a deep effect on the team since a leader is essentially responsible for focusing the efforts of a team.
Jocko discusses an essential lesson about leadership that he learned when he was asked to work with the undertrained and under-equipped Iraqi military. He learned that it is essential for a leader to explain the greater reason for the actions they are being asked to complete. He argues that a team member can achieve a task more effectively if he has an understanding of how his task contributes to the larger mission of the team. Lastly, the authors highlight the importance of abandoning ego, which can be a powerful force of motivation but can also lead you to see enemies where they are none. He believes in reminding his team members about the greater goal so that they are focussed on aiding one another rather than competing for resources.
The Laws of Combat
In this second section of the book, the authors discuss the principles of a successful team. The first principle is that of Cover and Move, which essentially means teamwork. Lief explains how Teams can sometimes lose track of the fact that there are allies outside their immediate team. Teamwork is not just about cooperation between team members but also between teams. The next principle is one about simplification, as Jocko explains that a plan needs to be fundamentally simple since the dynamically complex nature of business and war can lead to disaster when a plan isn’t simple enough to be thoroughly understood.
Leif then discusses instituting a culture of dividing up objectives in order of priority and executing them in that order. He explains how having that mindset is essential to managing stressful situations whether they arise in war or business. Leif explains that this principle does not merely deal with the leader of the team, but with all its members as well. The final principle in this section is that of Decentralised command, which postulates that the leader’s focus should not be on the nitty-gritty deals of the operation, but rather on the larger picture. The leader is responsible for ensuring that his subordinates have a good understanding of the desired end state of an operation as well as the boundaries of their decision-making. This ensures the best results in the uncertain conditions of business as well as battle.
In the last section of the book, the authors discuss the best practices that allow winning teams to sustain their wins. Lief explains the first practice to be that of planning. He explains his struggle with the creation of operation orders as a SEAL, and how he overcame the hurdle under Jocko’s guidance. He came to understand that the best plans are those that are created to be understood by all members of the operation, and that are created with the help of the members that are going to execute the plan. It is also extremely important to carry out a post-operational analysis to identify winning patterns and avoid detrimental ones in the future. Lief goes on to explain how leadership is not just about passing orders down the chain of command, but it also involves a shared understanding of the bigger picture and how a team member’s actions contribute to achieving the final victory. Additionally, leadership occurs at all levels, as a subordinate can also lead up the chain of command. He explains how a requirement for additional information from one’s superiors should be seen as an opportunity to understand the information that needs to be provided proactively, rather than seeing it as a nuisance.
The authors discuss the importance of taking decisive action, even in the face of uncertain circumstances, since waiting for the situation to resolve itself is rarely a recommended course of action. Lastly, Jocko discusses the complex dichotomies that a leader must learn to balance to take his team to victory, with the primary dichotomy being that which exists between discipline and leadership.
Author(s)Jocko Willink, Leif Babin
October 20th, 2015
Navy SEAL, Personal Development
St. Martin's Press