It's a book that has been highly recommended by many friends - most notably R Sridhar and my nephew Abhishek. I love the word 'Ownership' and ever since I understood the meaning of that word, I try to live it a much as I can. However I am not a fan of 'extreme' as a word because it does switch to one side and we tend to lose balance which is important to get the right result but that's nitpicking. I'll stay by this - anyone who talks 'ownership' gets my attention simply because it is a world of no excuses, no blame. Do it, or shut up.
Jocko and Leif fought in the Iraq war as part of the US Navy Seals units in the war torn Al Ramadi area. Having successfully completed what they set out to do, they returned and started a leadership firm 'Echelon Point' which spreads the idea of 'Extreme Ownership' which seems alien to most in corporate settings. Actually to most grown ups.
The book discusses 12 principles of 'Extreme Ownership' which as we discussed earlier is about a life where we fully own the role given to us and do whatever it takes to achieve the result we want. It is a space where we cannot blame or give an excuse - just deliver the results. The authors cite an example from the war where they used the principle and one example from corporate life where they have used it. Makes it very relatable. Right up front they say that if there is one single most important factor to get a team to work and produce results it is the leadership. If the leader does not know what 'ownership' means, your team will not deliver in all likelihood.
The principles then.
I. WINNING THE WAR WITHIN
1) Extreme Ownership
As a leader, even if your team member messes up, it is your responsibility. You have to take the fall and say I could not communicate better or lead better. In the example they share, they end up almost killing their own soldiers due to a mistake in the lower ranks. When the inquiry is set up to find accountability, they own up and say it is my fault as the leader (even though it means they could get sacked). The leader must own everything. Whatever is happening within his team is a reflection of him as a leader. Own it, accept it. Find out where you are being like that.
Whatever the situation, take responsibility to fix it,whatever it takes, and get the results you want.
2) There are no bad teams, only bad leaders
The authors cite an incident during SEAL training when the leaders of of two teams, one doing well and other other doing badly, are switched. The team that is doing badly comes second with the new leader showing clearly that a good time with a bad leader can be compromised and a bad team with a good leader can do well.
Good leaders must enforce standards they say. It is not what you preach, its what you tolerate - hold them accountable.
3) Believe
Leaders must be true believers in their mission. They must align their thoughts and vision to the mission. Only when they start believing in the purpose, in the why, will it transfer to the front line. Not words, but belief transfers to others. In fact leaders at all levels must believe to win. They must know 'why' they are doing what they are doing.
The example they give is that of how there is initial resistance to carry Iraqi soldiers who are untrained and not at the level the US Army was - but once the leader realised that only if the Iraqi army is trained enough to take care of the situation will the US Army leave. Once the leader believed the need of the hour, he could translate to the others in his team.
4) Check the Ego
The enemy is not inside the wire. It's about getting the job done. Keep your egos is check and get the job done.
They cite the example of how the army and the SEALS were of different cultures but how the SEALS decided to check their ego and wear uniforms, get army regulation haircuts and follow other discipline as the army does. The idea it to work against the army outside the wire and not the ones inside.
LAWS OF COMBAT
5) Cover and Move
Cover and move means team work. Each member of the team is critical. Everyone helps each other to achieve the mission.
The situation they faced was when they were stuck in a vulnerable building and evacuated into potential fire. While the team used their own resources to cover and move forward, they forgot to use the services of another team's sniper who could have covered them more effectively. The team is everyone on your side.
6) Keep it simple
Keep plans simple so everyone understands the why, what and how. Simplifying is crucial to success ad it keeps everyone on the same page.
Keep plans and communication simple.
The example they give, I liked the corporate one better, is when a company draws up a complex bonus scheme that no one understands and instead of productivity going up, actually decreases. Once they simplified the plan and explained it, they got the desired results.
7) Prioritise and Execute
When in a crisis - relax, look around, make a call. Prioritise first and then execute. Senior leaders must hep subordinate team leaders. Communication both up and down is critical.
- Evaluate highest priority
- Lay out in simple terms highest priority effort for your team
- Develop and determine a solution with other leaders/others
- Direct execution of that solution focusing all efforts and resources towards this priority task
- Move to next priority
In the war they find themselves caught in a vulnerable building and decide to evacuate before they are targeted. On the way out they find one soldier falling onto a concrete floor some 20 feet below lying motionless. They had to prioritise and they did
1) Set security for full team
2) Find a way down from exposed rooftop
3) ensure full head count of all persons after exiting
4) Rescue man down
8) Decentralised Command
Every team to have 4-5 members with a clearly designated leader. Even in a corporate setting they look at having no more than 7 in a team. Every tactical level team leader to understand not just what to do but why they are doing it.
Subordinates can communicate with senior leaders and recommend decisions outside their authority.
The authors recommend that the idea team man is one who tells the seniors what they will do instead of asking them what they want them to do. (Come with your plans, don't simply follow. Own it, not just follow.)
Decentralised command is the key to success as it makes a leader out of everyone in the team and brings 100% ownership from them.
III) SUSTAINING VICTORY
9) Plan
Planning begins with mission analysis. What's the mission? Start from the overall end state, the purpose of the mission. Know what is the Commander's Intent. Then plan using all assets.
They cite the example of a boy who is kidnapped by the opposition and how, once the commander's intent is clear, they plan in detail and swoop in and rescue the boy safely.
10) Leading up and down chain of command
This is important because it means extreme ownership - which means you have to manage your boss and the juniors and get them to do what you want them to. It is your responsibility to explain to them and see that they understand and act in favour of the mission in the most effective manner. You cannot blame them tomorrow.
One of the most important job's of a leader is to support the boss. On the mission tell your boss what you are going to do and similarly get your rubs to understand what the mission is.
11) Decisiveness and Uncertainty
A leader must decide in an uncertain environment with limited information. Make the decision based on information available. Swift decision making is often the difference between victory and defeat.
12) Discipline equals freedom
Discipline is the pathway to freedom. (Just as I believe taking responsibility is the pathway to freedom).
Discipline brings with it the necessary thought process which eliminates a lot of duplication and that itself is freeing. Discipline is the most effective use of one's time and that certainly frees up both energy and time.
In this chapter they list out the dichotomies that a leader must exhibit and live to be a good leader. Its a nicely compiled list.
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Excellent read. I loved it.
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