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The Need to Lead: A TOPGUN Instructor's Lessons on How Leadership Solves Every Challenge
In this third book in the Extreme Ownership trilogy, a retired fighter pilot and TOPGUN instructor, now serving as the Chief Development Officer at Echelon Front, teaches listeners the importance of leadership and how to implement it.
The Need to Lead invokes the classic Top Gun movie quote. It is also an undeniable truth that author Dave Berke experienced as a Marine Corps officer, fighter pilot, TOPGUN instructor, ground combat leader, husband, and father. This book, based on his experiences and teachings, helps listeners be better leaders and understand that leadership is a universal requirement for success, no matter the environment.
Every person needs to lead in order to succeed. By adopting the right leadership mindsets and behaviors, we gain the capacity to solve problems, support the people around us, and amend our mistakes. How do we develop these necessary skills? By embracing the principles imparted to Berke from each humbling moment in the
1) EVERYONE IS A From the CEO to the most junior employee, everyone at every level, is a leader. Leadership isn’t about rank, title, position, or function. The more people see themselves as leaders, the more they want to contribute to the team's success.
2) LEADERSHIP EXISTS IN EVERY Leadership is often viewed as an attribute relevant to our professional lives, but it exists in every capacity, it applies in every situation. The same behaviors should guide us as parents, spouses, family members, and friends of all kinds.
3) EVERY PROBLEM WE FACE IS A LEADERSHIP The problems we confront at work aren’t caused by external factors. They are caused by our failure to lead. Our child’s behavior isn’t just a function of their age and tendencies; it’s about us as parents. If a lack of leadership is the problem, and good leadership is the solution, then how we lead becomes the most critical factor affecting the outcome.
4) LEADERSHIP IS A Good leaders aren’t simply born. Leadership can be learned, which means every single person in the world can get better at it if they choose. This book is their guide.
Through compelling stories from TOPGUN training and combat to the boardroom and at home, Berke gives listeners the necessary tools to succeed.
The Need to Lead invokes the classic Top Gun movie quote. It is also an undeniable truth that author Dave Berke experienced as a Marine Corps officer, fighter pilot, TOPGUN instructor, ground combat leader, husband, and father. This book, based on his experiences and teachings, helps listeners be better leaders and understand that leadership is a universal requirement for success, no matter the environment.
Every person needs to lead in order to succeed. By adopting the right leadership mindsets and behaviors, we gain the capacity to solve problems, support the people around us, and amend our mistakes. How do we develop these necessary skills? By embracing the principles imparted to Berke from each humbling moment in the
1) EVERYONE IS A From the CEO to the most junior employee, everyone at every level, is a leader. Leadership isn’t about rank, title, position, or function. The more people see themselves as leaders, the more they want to contribute to the team's success.
2) LEADERSHIP EXISTS IN EVERY Leadership is often viewed as an attribute relevant to our professional lives, but it exists in every capacity, it applies in every situation. The same behaviors should guide us as parents, spouses, family members, and friends of all kinds.
3) EVERY PROBLEM WE FACE IS A LEADERSHIP The problems we confront at work aren’t caused by external factors. They are caused by our failure to lead. Our child’s behavior isn’t just a function of their age and tendencies; it’s about us as parents. If a lack of leadership is the problem, and good leadership is the solution, then how we lead becomes the most critical factor affecting the outcome.
4) LEADERSHIP IS A Good leaders aren’t simply born. Leadership can be learned, which means every single person in the world can get better at it if they choose. This book is their guide.
Through compelling stories from TOPGUN training and combat to the boardroom and at home, Berke gives listeners the necessary tools to succeed.
288 pages, Hardcover
Published October 21, 2025
152 people are currently reading
3504 people want to read
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August 26, 2025Looking forward to gaining unique insights from a TOPGUN instructor!
January 1, 2026
Best in the Series!
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January 16, 2026"The Need to Lead: A TOPGUN Instructor’s Lessons on How Leadership Solves Every Challenge" by Dave Berke argues that leadership is not a role reserved for people with authority, rank, or formal titles, but a skill practiced daily by anyone whose actions affect others. Drawing on his experience as a fighter pilot and TOPGUN instructor, Berke shows that the same principles used to guide pilots through complex, high-risk missions also apply to workplaces, families, and communities. The book’s central message is that leadership is learnable, practical, and universally relevant, and that mastering a small set of core skills can dramatically improve outcomes in every area of life.
Berke begins by reframing what leadership actually is. Instead of defining it as management or positional authority, he presents leadership as influence over outcomes. Any moment in which your words, decisions, or behavior shape how others act is a moment of leadership. This perspective eliminates the excuse that leadership belongs to 'someone else' and replaces it with personal responsibility. When a project stalls, communication breaks down, or morale drops, these are not merely technical or organizational issues but leadership challenges. Seeing problems through this lens shifts people away from blaming systems or circumstances and toward asking what they can personally do to improve the situation. This shift is empowering, because it restores a sense of control and agency. Leadership becomes something you practice immediately, not something you wait to be granted.
A key theme throughout the book is that leadership is reciprocal. How you treat others shapes how they respond to you. Respect, trust, care, and influence form a reinforcing cycle rather than separate traits. When leaders demonstrate genuine concern for others, listen carefully, and act with integrity, those behaviors tend to be mirrored. Conversely, when leaders lead through fear, indifference, or ego, they create environments marked by disengagement and resistance. Berke emphasizes that this reciprocity is not about manipulation or tactics but about recognizing how human relationships actually function. Small, consistent behaviors over time matter more than dramatic gestures or formal authority. Leaders do not need to wait for cultural change from above; they can initiate healthier dynamics themselves by modeling the behavior they want to see.
The book places particular emphasis on three internal qualities that determine leadership effectiveness: humility, emotional detachment, and listening. Humility allows leaders to accept that they do not have all the answers and that valuable insights often come from others. Without it, ego blocks learning and leads to defensiveness, poor decisions, and missed warnings. Detachment refers to the ability to create space between emotions and actions. High-pressure situations naturally trigger stress, frustration, or fear, but effective leaders manage these responses rather than being ruled by them. Emotional self-awareness becomes a leadership responsibility, because unchecked reactions ripple outward and destabilize teams. Listening, though often underestimated, emerges as one of the most powerful leadership tools. Leaders who listen deeply gain better information, build trust, and earn influence. Listening signals respect and care, reinforcing the relational foundation on which leadership rests. These three qualities work together: humility makes listening possible, detachment prevents emotional reactivity, and listening strengthens relationships.
Berke also introduces the concept of extreme ownership, which means accepting responsibility for outcomes within one’s sphere of influence. This does not mean absorbing blame unfairly or ignoring external factors, but rather examining how one’s leadership contributed to results. When things go wrong, leaders practicing ownership ask what they could have communicated more clearly, anticipated earlier, or supported better. This mindset transforms setbacks into learning opportunities instead of sources of resentment or excuse-making. Ownership also applies during periods of success. Leaders cannot afford complacency, because environments, markets, and people constantly change. What worked previously may no longer be effective, and leadership requires ongoing adaptation. By embracing change rather than resisting it, leaders stay proactive instead of reactive.
Another important aspect of ownership is letting go of perfectionism. Berke argues that waiting for flawless conditions or error-free execution undermines progress and discourages initiative. Real leadership operates in uncertainty and accepts that mistakes are part of growth. What matters is how leaders respond to mistakes: addressing them honestly, learning from them, and moving forward. This approach builds resilience and encourages others to take responsibility rather than hide errors out of fear.
As the book progresses, the focus shifts from individual leadership behavior to long-term impact. True leadership, Berke argues, is not about personal recognition or short-term achievements, but about building teams and systems that succeed beyond the leader’s direct involvement. Leaders who prioritize their own advancement, credit, or control erode trust and limit collective potential. In contrast, leaders who put the team first make decisions that serve shared goals, protect their people when necessary, and celebrate others’ successes. This does not require self-sacrifice to the point of burnout, but it does require clarity about the purpose of leadership: enabling others to perform at their best.
The highest expression of leadership, according to Berke, is developing other leaders. A leader’s effectiveness should be measured not only by what they accomplish, but by whether the people around them grow in capability and confidence. Hoarding knowledge or decision-making authority creates dependency and fragility. Delegating meaningful responsibility, coaching through challenges, and allowing others to lead in their own way builds capacity and resilience. Leaders who invest in developing others create organizations and communities that can adapt and thrive even after they move on. This approach requires security and confidence, because it means accepting that others may eventually surpass you or move beyond your immediate influence.
Throughout the book, Berke reinforces that leadership is a daily practice rather than a static identity. It shows up in conversations, decisions, and reactions, often in small moments that feel insignificant at the time but compound over weeks and years. The principles he describes are simple but demanding, because they require consistent self-awareness and discipline. Leadership is not about dramatic gestures or heroic personalities, but about showing up with intention, responsibility, and care.
In "The Need to Lead: A TOPGUN Instructor’s Lessons on How Leadership Solves Every Challenge", Dave Berke ultimately makes the case that leadership is the solution to every challenge because it is the force that shapes how people respond to difficulty, uncertainty, and change. By recognizing that everyone leads through their actions, embracing reciprocity in relationships, cultivating humility, detachment, and listening, taking ownership of outcomes, and developing others, individuals can multiply their impact far beyond their formal roles. Leadership, as Berke presents it, is not reserved for a select few but is a skill available to anyone willing to practice it, and its effects endure long after individual achievements fade.
Berke begins by reframing what leadership actually is. Instead of defining it as management or positional authority, he presents leadership as influence over outcomes. Any moment in which your words, decisions, or behavior shape how others act is a moment of leadership. This perspective eliminates the excuse that leadership belongs to 'someone else' and replaces it with personal responsibility. When a project stalls, communication breaks down, or morale drops, these are not merely technical or organizational issues but leadership challenges. Seeing problems through this lens shifts people away from blaming systems or circumstances and toward asking what they can personally do to improve the situation. This shift is empowering, because it restores a sense of control and agency. Leadership becomes something you practice immediately, not something you wait to be granted.
A key theme throughout the book is that leadership is reciprocal. How you treat others shapes how they respond to you. Respect, trust, care, and influence form a reinforcing cycle rather than separate traits. When leaders demonstrate genuine concern for others, listen carefully, and act with integrity, those behaviors tend to be mirrored. Conversely, when leaders lead through fear, indifference, or ego, they create environments marked by disengagement and resistance. Berke emphasizes that this reciprocity is not about manipulation or tactics but about recognizing how human relationships actually function. Small, consistent behaviors over time matter more than dramatic gestures or formal authority. Leaders do not need to wait for cultural change from above; they can initiate healthier dynamics themselves by modeling the behavior they want to see.
The book places particular emphasis on three internal qualities that determine leadership effectiveness: humility, emotional detachment, and listening. Humility allows leaders to accept that they do not have all the answers and that valuable insights often come from others. Without it, ego blocks learning and leads to defensiveness, poor decisions, and missed warnings. Detachment refers to the ability to create space between emotions and actions. High-pressure situations naturally trigger stress, frustration, or fear, but effective leaders manage these responses rather than being ruled by them. Emotional self-awareness becomes a leadership responsibility, because unchecked reactions ripple outward and destabilize teams. Listening, though often underestimated, emerges as one of the most powerful leadership tools. Leaders who listen deeply gain better information, build trust, and earn influence. Listening signals respect and care, reinforcing the relational foundation on which leadership rests. These three qualities work together: humility makes listening possible, detachment prevents emotional reactivity, and listening strengthens relationships.
Berke also introduces the concept of extreme ownership, which means accepting responsibility for outcomes within one’s sphere of influence. This does not mean absorbing blame unfairly or ignoring external factors, but rather examining how one’s leadership contributed to results. When things go wrong, leaders practicing ownership ask what they could have communicated more clearly, anticipated earlier, or supported better. This mindset transforms setbacks into learning opportunities instead of sources of resentment or excuse-making. Ownership also applies during periods of success. Leaders cannot afford complacency, because environments, markets, and people constantly change. What worked previously may no longer be effective, and leadership requires ongoing adaptation. By embracing change rather than resisting it, leaders stay proactive instead of reactive.
Another important aspect of ownership is letting go of perfectionism. Berke argues that waiting for flawless conditions or error-free execution undermines progress and discourages initiative. Real leadership operates in uncertainty and accepts that mistakes are part of growth. What matters is how leaders respond to mistakes: addressing them honestly, learning from them, and moving forward. This approach builds resilience and encourages others to take responsibility rather than hide errors out of fear.
As the book progresses, the focus shifts from individual leadership behavior to long-term impact. True leadership, Berke argues, is not about personal recognition or short-term achievements, but about building teams and systems that succeed beyond the leader’s direct involvement. Leaders who prioritize their own advancement, credit, or control erode trust and limit collective potential. In contrast, leaders who put the team first make decisions that serve shared goals, protect their people when necessary, and celebrate others’ successes. This does not require self-sacrifice to the point of burnout, but it does require clarity about the purpose of leadership: enabling others to perform at their best.
The highest expression of leadership, according to Berke, is developing other leaders. A leader’s effectiveness should be measured not only by what they accomplish, but by whether the people around them grow in capability and confidence. Hoarding knowledge or decision-making authority creates dependency and fragility. Delegating meaningful responsibility, coaching through challenges, and allowing others to lead in their own way builds capacity and resilience. Leaders who invest in developing others create organizations and communities that can adapt and thrive even after they move on. This approach requires security and confidence, because it means accepting that others may eventually surpass you or move beyond your immediate influence.
Throughout the book, Berke reinforces that leadership is a daily practice rather than a static identity. It shows up in conversations, decisions, and reactions, often in small moments that feel insignificant at the time but compound over weeks and years. The principles he describes are simple but demanding, because they require consistent self-awareness and discipline. Leadership is not about dramatic gestures or heroic personalities, but about showing up with intention, responsibility, and care.
In "The Need to Lead: A TOPGUN Instructor’s Lessons on How Leadership Solves Every Challenge", Dave Berke ultimately makes the case that leadership is the solution to every challenge because it is the force that shapes how people respond to difficulty, uncertainty, and change. By recognizing that everyone leads through their actions, embracing reciprocity in relationships, cultivating humility, detachment, and listening, taking ownership of outcomes, and developing others, individuals can multiply their impact far beyond their formal roles. Leadership, as Berke presents it, is not reserved for a select few but is a skill available to anyone willing to practice it, and its effects endure long after individual achievements fade.
January 15, 2026
how to recognize your leadership role, build reciprocal relationships, master your internal game, take ownership of outcomes, and create impact that lasts beyond your direct involvement
notes:
- Leadership happens whenever your actions influence an outcome or affect another person.That means if you interact with other human beings in any capacity, you’re already a leader.The question isn’t whether you lead; the question is how well you do it.
- When your customers feel dissatisfied, that’s not solely a product failure – it’s a leadership gap.Once you recognize that leadership sits at the heart of every challenge you face, something powerful happens.You stop looking for external factors to blame, and start looking for ways you can influence the situation.
- Identify one problem you’re currently facing and ask yourself this question: How can my leadership solve this?Don’t look for what’s broken in the system or who dropped the ball.
- Look for what you can do differently, how you can communicate more clearly, or what example you can set
- The reciprocal nature of leadership shows up in five interconnected elements that form the foundation of strong relationships: respect, trust, listening, influence, and care.
- reciprocal dynamic gives you tremendous power to shape your environment.You don’t need to wait for your organization to change its culture or for your boss to become more supportive.You can start the cycle yourself by modeling the behaviors you want to see.That might feel vulnerable at first, especially if your current environment isn’t particularly healthy.But leadership means taking the first step
- Detachment gives you the ability to step back from your immediate emotional responses and see situations more clearly
- Pay attention to signs that your emotions need processing: poor sleep, physical tension, withdrawing from people, or feeling on edge.These signals tell you that something needs attention before it compromises your leadership
- This week, in every conversation, commit to listening twice as much as you speak.Before responding, take three seconds to detach from your initial reaction.When someone challenges your idea, respond with curiosity instead of defense.Notice what changes.
- identify where your influence could have changed the outcome
notes:
- Leadership happens whenever your actions influence an outcome or affect another person.That means if you interact with other human beings in any capacity, you’re already a leader.The question isn’t whether you lead; the question is how well you do it.
- When your customers feel dissatisfied, that’s not solely a product failure – it’s a leadership gap.Once you recognize that leadership sits at the heart of every challenge you face, something powerful happens.You stop looking for external factors to blame, and start looking for ways you can influence the situation.
- Identify one problem you’re currently facing and ask yourself this question: How can my leadership solve this?Don’t look for what’s broken in the system or who dropped the ball.
- Look for what you can do differently, how you can communicate more clearly, or what example you can set
- The reciprocal nature of leadership shows up in five interconnected elements that form the foundation of strong relationships: respect, trust, listening, influence, and care.
- reciprocal dynamic gives you tremendous power to shape your environment.You don’t need to wait for your organization to change its culture or for your boss to become more supportive.You can start the cycle yourself by modeling the behaviors you want to see.That might feel vulnerable at first, especially if your current environment isn’t particularly healthy.But leadership means taking the first step
- Detachment gives you the ability to step back from your immediate emotional responses and see situations more clearly
- Pay attention to signs that your emotions need processing: poor sleep, physical tension, withdrawing from people, or feeling on edge.These signals tell you that something needs attention before it compromises your leadership
- This week, in every conversation, commit to listening twice as much as you speak.Before responding, take three seconds to detach from your initial reaction.When someone challenges your idea, respond with curiosity instead of defense.Notice what changes.
- identify where your influence could have changed the outcome
January 2, 2026
While Berke expands on the lessons from extreme ownership and the dichotomy of leadership, and keeps the same format in stories told, lessons broken down, and real world applications, his underlying message is simple and applicable to any person in a group or organization no matter what position they’re in. Great narrative and tone, and focus on the topic without too much information.
January 18, 2026
honestly the best book so far in the extreme ownership lineup
January 4, 2026
It's the 3rd book in Extreme Leadership series (if I recall correctly), the one initiated by Jocko Willink and Leif Babin. And definitely the weakest one. What should you know about it (before buying it)?
1. The marketing is strong within this one - gents have a consulting company, that hires former military personnel and consults on business leadership; it's frequently mentioned her, so you don't forget ;P
2. Berke was a different sort of a soldier - a marine but ... a fighter pilot. That means completely different types of leadership (than a squad leader "on the ground"). I don't mean he has no valuable stories - that wouldn't be true as he was an instructor in a high-profile flying school ("TOPGUN"), but the Willink's and Babin's stories were much more interesting, also contextually ...
3. "... contextually"? What does it mean? Burke mentions only 1 real combat action (from the battle of Ramallah) and to be honest there are not many details there - instead you can learn some stories from his private life (when his marriage was going through rough times, when his daughter had medical issues) - these were not even 20% as captivating as the ones from the previous books.
4. Pathos is here, but not as irritating as in the previous books (slightly less). On the other hand, it feels like it was more justified in the prev. books - due to bonding between soldiers facing extreme hardships. Don't get me wrong - TOPGUN instructor is also an elite role, but mostly through ruthless selection, not a training that resembles more a torture than learning (like SEALs).
5. Maybe that will sound weird but for me it was relatively easy to believe in a unique culture of SEALs and their superiority due to extreme training plus that culture. But it's much harder to tell how good are the yankee pilots - oh, they are definitely very effective in all the conflicts within the last 25 years, but how much of that should be attributed to superior hardware and fully integrated combat systems based on real-time world-class military intel (like the one coming from satellites and AWACS)? That made Berke less "credible" in my eyes - and his stories less "exceptional".
In the end, it was a good audio for running. The concepts here are truly universal (importance of humility, role of complacency, focus on building next generations of leaders as your legacy, etc.) and non-controversial. But the most interesting thought I had was: is (as Berke said) every problem truly a leadership problem? I tend to disagree, but there's a lot of food for thought in just this one question.
1. The marketing is strong within this one - gents have a consulting company, that hires former military personnel and consults on business leadership; it's frequently mentioned her, so you don't forget ;P
2. Berke was a different sort of a soldier - a marine but ... a fighter pilot. That means completely different types of leadership (than a squad leader "on the ground"). I don't mean he has no valuable stories - that wouldn't be true as he was an instructor in a high-profile flying school ("TOPGUN"), but the Willink's and Babin's stories were much more interesting, also contextually ...
3. "... contextually"? What does it mean? Burke mentions only 1 real combat action (from the battle of Ramallah) and to be honest there are not many details there - instead you can learn some stories from his private life (when his marriage was going through rough times, when his daughter had medical issues) - these were not even 20% as captivating as the ones from the previous books.
4. Pathos is here, but not as irritating as in the previous books (slightly less). On the other hand, it feels like it was more justified in the prev. books - due to bonding between soldiers facing extreme hardships. Don't get me wrong - TOPGUN instructor is also an elite role, but mostly through ruthless selection, not a training that resembles more a torture than learning (like SEALs).
5. Maybe that will sound weird but for me it was relatively easy to believe in a unique culture of SEALs and their superiority due to extreme training plus that culture. But it's much harder to tell how good are the yankee pilots - oh, they are definitely very effective in all the conflicts within the last 25 years, but how much of that should be attributed to superior hardware and fully integrated combat systems based on real-time world-class military intel (like the one coming from satellites and AWACS)? That made Berke less "credible" in my eyes - and his stories less "exceptional".
In the end, it was a good audio for running. The concepts here are truly universal (importance of humility, role of complacency, focus on building next generations of leaders as your legacy, etc.) and non-controversial. But the most interesting thought I had was: is (as Berke said) every problem truly a leadership problem? I tend to disagree, but there's a lot of food for thought in just this one question.
January 7, 2026
"The Need to Lead" by Dave Burke is a powerful, authentic reminder that leadership begins—and ends—with ownership. Through heartfelt storytelling and honest reflection, Burke demonstrates Extreme Ownership not as a buzzword, but as a lived practice rooted in humility, accountability, and service to others.
What makes this book stand out is its relatability. Dave doesn’t position himself as a flawless leader; instead, he openly shares lessons learned through challenge, missteps, and growth. That vulnerability builds trust and makes the message resonate deeply. His humility reinforces the core truth of Extreme Ownership: leaders don’t blame, deflect, or excuse—they take responsibility and act.
This book is both inspiring and practical, leaving the reader with a renewed commitment to lead themselves first, own outcomes fully, and show up better for their teams. "The Need to Lead" isn’t just a book about leadership—it’s a call to action for anyone willing to take ownership and lead with integrity.
This is my #1 favorite book to come out of Echelon Front so far!
Thank you for sharing so freely and honestly!
What makes this book stand out is its relatability. Dave doesn’t position himself as a flawless leader; instead, he openly shares lessons learned through challenge, missteps, and growth. That vulnerability builds trust and makes the message resonate deeply. His humility reinforces the core truth of Extreme Ownership: leaders don’t blame, deflect, or excuse—they take responsibility and act.
This book is both inspiring and practical, leaving the reader with a renewed commitment to lead themselves first, own outcomes fully, and show up better for their teams. "The Need to Lead" isn’t just a book about leadership—it’s a call to action for anyone willing to take ownership and lead with integrity.
This is my #1 favorite book to come out of Echelon Front so far!
Thank you for sharing so freely and honestly!
July 20, 2025
Dave Berke is a former Marine Corps officer, fighter pilot, TOPGUN instructor and ground-combat leader. He now works with two other veterans who have formed their own consulting company focusing on leadership.
In this book, Berke shares what he learned during his time in the Marine Corp about leadership in a very practical manner. His tips are shared in the form of stories for things that he experienced during his time of service. Following those stories, he expands on his tips and then shares real life applications from his work in the corporate world as a consultant.
I found the tips in this book to be helpful and told in a way that kept me interested and were easy to understand.
I received an advance review copy for free and I am leaving this review voluntarily.
In this book, Berke shares what he learned during his time in the Marine Corp about leadership in a very practical manner. His tips are shared in the form of stories for things that he experienced during his time of service. Following those stories, he expands on his tips and then shares real life applications from his work in the corporate world as a consultant.
I found the tips in this book to be helpful and told in a way that kept me interested and were easy to understand.
I received an advance review copy for free and I am leaving this review voluntarily.
October 7, 2025
The Need to Lead by Dave Berke is one of those rare leadership books that feels both deeply practical and genuinely inspiring. Dave draws on his military background and years of leadership consulting experience to show what true leadership looks like: taking extreme ownership, leading with humility, and putting the team first.
What I loved most is how straightforward and authentic it is. There’s no jargon or fluff—just hard-earned lessons and stories that anyone can relate to. It’s the kind of book that makes you reflect on how you show up every day, not just as a leader but as a teammate, parent, or friend.
By the end, I felt motivated and equipped to lead with more clarity and purpose. Highly recommend this one for anyone looking to grow personally and professionally.
What I loved most is how straightforward and authentic it is. There’s no jargon or fluff—just hard-earned lessons and stories that anyone can relate to. It’s the kind of book that makes you reflect on how you show up every day, not just as a leader but as a teammate, parent, or friend.
By the end, I felt motivated and equipped to lead with more clarity and purpose. Highly recommend this one for anyone looking to grow personally and professionally.
October 10, 2025
Whether you've read the other books in this series or not, you need to read this one. The Need to Lead reinforces and expands on the principles in the Extreme Ownership and Dichotomy of Leadership books. Dave captures the most critical behaviors and mindsets we need to be successful in business and in life. His perspective and storytelling provide insights you didn't know you were missing, and he introduces new mindsets and actions that expose the root of so many problems we face as leaders. So whether you're brand new to the workforce and looking for ways to improve your skills and avoid mistakes, or you've been around the block and are still looking to improve, this book has a lesson for you.
October 21, 2025
The Need to Lead is an engaging and enlightening read. Berke does a great job expressing his ideas with clarity, humility, and authenticity, making the content engaging and relatable. Each chapter offers valuable lessons and insights that encourage self-reflection and personal growth.
What stands out most is how captivating the content is. The author supports each lesson with compelling examples, real-world applications, and practical takeaways that easily translate and be applied immediately at work or at home.
I highly recommend it to anyone interested in expanding their leadership capability, skill and who want to better understand and gain meaningful, actionable insights from a truly well-written and impactful book.
What stands out most is how captivating the content is. The author supports each lesson with compelling examples, real-world applications, and practical takeaways that easily translate and be applied immediately at work or at home.
I highly recommend it to anyone interested in expanding their leadership capability, skill and who want to better understand and gain meaningful, actionable insights from a truly well-written and impactful book.
October 22, 2025
An Incredible Addition to the Extreme Ownership Legacy
The Need to Lead by Dave Berke is an outstanding and powerful addition to the Extreme Ownership trilogy. Berke takes the proven principles forged by Jocko Willink and Leif Babin and brings them to life through his own combat-tested experiences as a TOPGUN Instructor and Marine officer.
This book isn’t theory—it’s raw, practical leadership grounded in discipline, humility, and ownership. Each chapter delivers gripping real-world stories paired with clear, actionable lessons that translate directly to any team or organization.
It’s a must-read for anyone who believes in the Extreme Ownership mindset and wants to sharpen their ability to lead when the stakes are high. Simply put—this book completes the circle.
The Need to Lead by Dave Berke is an outstanding and powerful addition to the Extreme Ownership trilogy. Berke takes the proven principles forged by Jocko Willink and Leif Babin and brings them to life through his own combat-tested experiences as a TOPGUN Instructor and Marine officer.
This book isn’t theory—it’s raw, practical leadership grounded in discipline, humility, and ownership. Each chapter delivers gripping real-world stories paired with clear, actionable lessons that translate directly to any team or organization.
It’s a must-read for anyone who believes in the Extreme Ownership mindset and wants to sharpen their ability to lead when the stakes are high. Simply put—this book completes the circle.
November 11, 2025
Solid Leadership Read with Familiar Lessons
The Need to Lead is a well-written and thoughtful book that captures the essence of personal accountability and decisive leadership. I enjoyed the stories and insights it’s motivational and practical, and the tone feels authentic.
That said, much of it felt very familiar, especially if you’ve already read Extreme Ownership or similar titles. The themes of taking responsibility, leading from the front, and empowering teams are almost identical at times.
Still, it’s worth reading. The examples and writing style make it an engaging refresher on timeless leadership principles even if it treads ground we’ve seen before. Recommended for anyone looking to revisit the fundamentals of what it means to truly lead.
The Need to Lead is a well-written and thoughtful book that captures the essence of personal accountability and decisive leadership. I enjoyed the stories and insights it’s motivational and practical, and the tone feels authentic.
That said, much of it felt very familiar, especially if you’ve already read Extreme Ownership or similar titles. The themes of taking responsibility, leading from the front, and empowering teams are almost identical at times.
Still, it’s worth reading. The examples and writing style make it an engaging refresher on timeless leadership principles even if it treads ground we’ve seen before. Recommended for anyone looking to revisit the fundamentals of what it means to truly lead.
September 24, 2025
I had the chance to read The Need to Lead before its release, and it’s a game changer. As the third book in the Extreme Ownership series, following Extreme Ownership and The Dichotomy of Leadership, it reinforces the truth that leadership is the solution to every challenge. The TOPGUN stories are powerful, but what makes this book stand out is how practical and applicable the lessons are to real life...at work, at home, and everywhere in between. If you’re facing obstacles, this book gives you the tools and mindset to lead through them and win.
December 7, 2025
I received this amazing audiobook from NetGalley and MacMillan Audio to listen to, and I wanted to say thank you so much! I have a son getting ready to try for a service academy, and this was a fantastic listen for us while he is in the middle of applications!! I am definitely going to purchase this so we can reference it back when we want to. I also hope to purchase this entire series!! It was easy to listen to as far as the narrator goes, and I loved everything we learned! Definitely recommend.
October 10, 2025
My favorite thing about this book is that, even though Dave has performed as a pilot at the highest level possible, he chose to use examples of his failures to illuminate the important leadership lessons in this book.
This shows that excellence isn't just something you are born with, but it comes from diligent analysis, self-reflection, and improvement. As long as a person is willing to do those things, then they, too, like Dave can reach their highest potential.
This shows that excellence isn't just something you are born with, but it comes from diligent analysis, self-reflection, and improvement. As long as a person is willing to do those things, then they, too, like Dave can reach their highest potential.
October 22, 2025
I really loved this one! The opening stories for each leadership principle hooked me right away—they’re engaging and tie perfectly into the lessons being shared. I don’t typically enjoy non-fiction, but this had me from the start. The principles are solid, super relevant, and hit home for me both professionally and personally (especially as a mom). Dave’s stories make the ideas feel real and practical, not just theory. Great writing, well organized, and easy to follow. Definitely recommend!
November 5, 2025
The lessons in this book are simple but necessary. Thinking back to my best, and worst jobs, I could see where and when my bosses, or I could, did or could have implemented the different lessons. Each chapter opens with an entertaining story followed by the lesson learned in from that story. The chapter closes with a real world application of that lesson. It is a very easy to follow road map to be a better leader.
January 22, 2026
Part of the Extreme Ownership Series, 'The Need to Lead' finds a way to expand upon, deepen, and enrich the message of Extreme Ownership without tiring it out or belaboring the point. Berke leverages his experience as a Marine Corps aviator to bring insight and humor to the lessons, and his effective use of analogy makes the content understandable to a general audience.
Recommended for anyone interested in leadership.
Recommended for anyone interested in leadership.
January 31, 2026
Read this along several other books because I heard the author on Jocko’s podcast. I was intrigued to learn more about leadership from this hotshot Marine pilot who also flew Air Force fighter jets. It’s a good read with relatable stories and solid messaging for leaders. It’s definitely part of the Echelon Front/Jocko brand but felt easier to stomach the tie in than The Dichotomy of Leadership. I really liked it and it helped solidify my leadership thought processes.
October 7, 2025
Incredible book by a man who has the resume to warrant paying attention. Lead TOPGUN instructor, Qualified in F-16, F-18, F-22 & F-35. Head training officer at TOPGUN, the only Marine Aviator to fly the F-22 Raptor and later the first operational F-35 Sqadron Leader. Mr Berke is more than qualified to speak to leadership challenges in all areas of business and life.
October 9, 2025
The Need to Lead delivers clear, actionable leadership lessons through real-world stories and personal reflection. Dave Berke writes with credibility, humility, and a focus on practical application. This book provides a powerful framework for leaders who want to perform at the highest level. It is concise, grounded, and worth reading more than once.
October 22, 2025
Dave Berke is the real deal. Marine Fighter Pilot, TOPGUN Instructor, ground combat leader, and leadership instructor at Echelon Front. The Need to Lead is an outstanding leadership book in the spirit of Extreme Ownership and the Dichotomy of Leadership. Highly recommend for anyone who wants to develop their leadership skills, solve problems, and win. GET AFTER IT.
December 30, 2025
I loved this book.
After reading Extreme Ownership earlier this year, I saw that Jocko Willink had promoted this book on social media.
As an ex military member, I can relate to the material, and what I love is the application into civilian life that are provided as examples in the book.
Highly recommend
After reading Extreme Ownership earlier this year, I saw that Jocko Willink had promoted this book on social media.
As an ex military member, I can relate to the material, and what I love is the application into civilian life that are provided as examples in the book.
Highly recommend
October 9, 2025
I did not want to put this book down! The Need to Lead far exceeded my expectations. The humility, ownership, discipline and responsibility lessons/stories were spot on and completely engaging. Absolutely a great guide in how to become the type of leader that people want to follow.
October 10, 2025
This book caught my attention straight away, and then gained momentum. I couldn’t put it down toward the final chapters. My notes are full of great take aways for work, and even more for the home front.
October 22, 2025
Incredible! Need to Lead is a game changer for anyone looking to grow as a leader. His authenticity shines through, offering both inspiration and tough truths about leading under pressure. Whether you are new to leadership or seasoned, this book will challenge and equip you to lead with confidence.
October 10, 2025
So good. Just read it. You’ll be a better leader and person when you do.
October 12, 2025
Excellent leadership book, Read it!
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