And the most challenging ego to deal with, is … Then they switch roles, essentially leapfrogging forward, until they reach their destination. Stepping back in this way allows her to see any weaknesses or issues and... A leader needs to coordinate the efforts of her team as well as her senior leaders in order to accomplish any goal. If a member of your team is underperforming, you must take it upon yourself to train and mentor that person for the good of the team. This is a summary of Chapter 8: Decentralized Command, from the best selling book, Extreme Ownership, written by Jocko Willink and Leif Babin. Simple plans lead to success. It may sound obvious, but a leader has to be able to develop a clear and well-thought-out plan; with a whole team of people following you, you can’t simply wing it. Studypool takes user privacy seriously. Provide details on what you need help with along with a budget and time limit. Stress and high stakes can make this even more difficult, clouding a leader’s ability to clearly take stock of the situation and make definitive decisions. The junior leaders and their teams may have insights that the bosses have overlooked. Even with the right knowledge and strategies in place, leadership comes with many challenges. Additionally, if you don’t believe in the plan or the goal, you won’t do the hard work and take the necessary risks to achieve it. Within the parameters of Extreme Ownership, a leader needs to own her responsibility in helping the team reach high standards and ensure that every member of the team — down to the most junior level — knows his individual role in a project and understands how he is contributing to the overall goal. As the person at the top of the chain of command, everything ultimately reflects back on you. Homework Help| Describe a recent incident in which you were working with at least one other person to accomplish something, and either you didn’t achieve it or things didn’t go as planned. Resolute Fearlessness, Fortitude, Endurance: We Tell YOUR Story, “My job was command and control of thirty plus SEALS and their partner force of Iraqi soldiers, but I could only manage this effectively through Decentralized Command. However, this doesn’t mean junior leaders should go rogue; they need to understand what falls within their authority and consult senior leaders on anything that lies beyond their authority. As a leader, you can consistently raise the bar by objectively assessing your team’s and your own performance. Leaders must be able to keep their eyes on the big picture in order to effectively prioritize. With the understanding of the company’s mission and plan to achieve it, junior leaders must also be empowered to take action and make decisions that get the overall team closer to accomplishing that goal. On the other hand, if you are taking directions from a superior, your ego will make you less receptive to hearing and benefitting from the information. Furthermore, junior leaders need to keep senior leaders in the loop with important information and updates, so that the leaders — who are always responsible for keeping the big picture in mind — can make informed decisions. Leaders can only do this when they have a thorough understanding themselves of a plan and its larger purpose. The plan needs to be specific and straightforward, minimize risks, be clearly communicated to every member of the team, and be reviewed after completion to determine what can be improved in the future. Teams need to be broken down into manageable dozens of individuals with a clear and designated leader. Part of a leader’s responsibility is to lead her team courageously and decisively, no matter what stress and confusion is happening around her; presumably, this is part of the reason she has earned her position as the head of the team. Ego also causes you to be reactive and inhibits your ability to have productive conversations. Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. The leader must not only dictate high standards, but refuse to tolerate anything less, because if poor performance is accepted without consequence, that becomes the new standard. Authors Jocko Willink and Leif Babin are former U.S. Navy SEALs who served in Iraq. Accepting fault and admitting failure is one of the hardest things to do as a leader. Willink and Babin illustrate how effective leaders exercise Extreme Ownership — by admitting failures, believing in their missions, checking their egos, delegating, and being accountable — through compelling war stories and useful business anecdotes. Check the Ego. Each leader has her own team to direct and supervise, and the top leaders can’t succeed unless the lower-level leaders do. A mission that is too broad or vague leads to a lack of focus and prevents a team from successfully achieving the goal. It was the only way to operate….In each of those situations, they led with authority and courage, making rapid, sequential, life and death decisions in harrowing situations with limited information. They ensured that many possible enemy ingress and egress routes have been covered, positions that mutually support each other had been set up, and solid fighting positions that could defend them against heavy enemy attack had been picked. Copyright © 2020 ShortForm™ | All Rights Reserved, This is a preview of the Shortform book summary of, Extreme Ownership by Jocko Willink and Leif Babin. As Willink and Babin warn, the concept is simple but not easy. What part of the plan didn’t make sense to you? There are several key practices that, when exercised regularly, help leaders work through, minimize, or altogether avoid these challenges. Sometimes upper management issues a directive that seems to have no logic. How it works| Just like in military combat, business managers also need to practice mission planning as an integral part in achieving success. Leaders need to keep the bigger picture in mind to use Cover and Move most effectively. It takes Extreme Ownership to ask your boss for clarification on a plan or its why; it shows that you have the humility to admit that you don’t understand, and that you own your responsibility to lead your team in fully and correctly executing the directive. We’ll explore this more in Chapter 3. This chapter discusses the importance of planning. A military transition team (U.S. Army Soldiers and Marines who train and advise Iraqi soldiers), known as MiTT, joins the effort by creating a plan to patrol the neighborhood with Iraqi soldiers. Plans must be made to be simple, and leaders need to explain them in a simple, clear, and concise way. Describe an order or plan your boss recently handed down that you disagreed with or didn’t understand. If a leader appears indecisive or unconfident, that her employees are more likely to start questioning her competence. Owning your mistakes is a critical aspect of Extreme Ownership and requires leaders to have the humility to admit and address their mistakes in order to find a better strategy for next time. Life always brings surprises, so you must always expect the unexpected. As a leader, a dominating ego doesn’t allow you to take the blame for something that you didn’t directly do (but someone on your team did). In order to successfully lead up and down the chain of command, keep three things in mind. These cookies do not store any personal information. Instead, the leader has to question whether she adequately explained the mission and the plan, and if she gave the team member the training and resources he would need to be successful. Recognize others’ strengths and expertise and how they can help the team achieve its mission. Understanding employees’ roles and challenges can be a huge asset in making future plans and decisions for the team. Additionally, involving the whole team gives everyone a sense of ownership of the plan, which makes them more invested in the mission and helps them to better execute it. When a leader struggles or is ineffective, it is typically a sign that she has veered too far to either side of one of these dichotomies; in this way, a leader’s greatest strength can become her weakness if she doesn’t keep it balanced. This may not appear to have much relevance outside a warzone, but the principle of Cover and Move is teamwork. While a leader can come up with a strategy to use Cover and Move within her own team, there might be an even better way to accomplish the same goal by working with another team or department — and that strategy could be twice as effective if it mutually benefits both departments.

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