Thang

“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

“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

“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

“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