He stared back at me in wide-eyed surprise.What happened? I asked him.Some muj entered the compound. No doubt, as an outstanding leader himself, he felt somewhat responsible. WebThe Leader. No doubt they were wondering whom I would hold responsible. CONDUCT NO MORE OPERATIONS. That might be a temporary solution for a simple task. They were going to drop their gear, grab some food at the chow hall, and then we would bring everyone together to debrief the event.I looked through my notes again, trying to place the blame.Then it hit me.Despite all the failures of individuals, units, and leaders, and despite the myriad mistakes that had been made, there was only one person to blame for everything that had gone wrong on the operation: me. But to be accidently killed or wounded by friendly fire because someone had screwed up was the most horrible fate. Extreme Ownership Summary. An inspiring and page-turning read, the leadership lessons are easy to digest and implement. Now, U.S. forces aimed to change that.The operation had kicked off before sunrise, and with the sun now creeping up over the horizon, everyone was shooting. I had a gut feeling that something was wrong. It read: SHUT DOWN. Are you serious? the VP asked in disbelief. This article is a summary of the 12 core principles from the book Extreme Ownership by Jacko Willink and Leif Babin. I looked through my notes again, trying to place the blame. He looked at me as if I were completely crazy. We analyzed what had happened and implemented the lessons learned. Such a leader, however, does not take credit for his or her teams successes but bestows that honor upon his subordinate leaders and team members. One Iraqi soldier KIA,4 a few more wounded. "Upstairs, here," he replied motioning toward the building we were in front of. But for SEALs accustomed to working in small groups against point targets, fratricide should never happen.A very senior and highly respected SEAL officer, who before joining the Navy had been a U.S. Marine Corps platoon commander in Vietnam at the historic Battle of Hue City, came to visit our task unit shortly after the incident. I should have passed our position sooner.Wrong, I responded. An Iraqi soldier was dead and others were wounded. Henceforth, the name was banished. But there were so many factors, and I couldn't figure it out. And if that still didnt do the job, bombs from the sky would be next.But something didnt add up. "Now what do ya got?" As we debriefed, it was obvious there were some serious mistakes made by many individuals both during the planning phase and on the battlefield during execution. Having been on the receiving end of devastating .50-caliber machine gun rounds punching through the walls around them, they had stared death in the face and did not think they would survive. But no one is infallible. If anyone was to be blamed and fired for what happened, let it be me. With riveting first-hand accounts of making high-pressure decisions as Navy SEAL battlefield leaders, this book is equally gripping for leaders who seek to dominate other arenas. Lets get them out of here, replied the chief.An armored personnel carrier (APC)3 had arrived with the heavy QRF and was sitting out front. There were real bad guys out there, and even as we spoke, sporadic gunfire could be heard all around as other elements engaged insurgents in the vicinity. "Everyone OK?" It made no sense to me.Hold what you got, Gunny. In the mayhem, they hadn't reported their exact location, but I knew it would be close to the point where I was standing, close to the building the Marine gunny had just pointed to. There was some problem, some piece that I hadnt identified, and it made me feel like the truth wasnt coming out. It was a curseand a lesson. In extreme ownership, jocko willink. Another e-mail from one of my old bosses stationed in another city in Iraq, but privy to what was happening in Ramadi, read simply, "Heard you had a blue-on-blue. Thats the key difference. When gunfire erupted from the house, the Iraqi soldiers outside the compound returned fire and pulled back behind the cover of the concrete walls across the street and in the surrounding buildings. U.S. elements tried to decipher what was happening with other U.S. and Iraqi units in adjacent sectors. After a thoughtful silence, he responded, I always thought I was a good leader. You know who gets all the blame for this? The entire group sat there in silence, including the CO, the CMC, and the investigating officer. Everyone else is OK, by a miracle.Roger, he replied, stunned and disappointed at what had transpired. A ferocious firefight ensued, leaving one of their own dead and several wounded. It starts at the board meeting when you go in, put your ego aside, and take ownership for the companys failure here. One of my guys wounded, fragged in the face. There must be a resolute belief. But there is one most important reason why this plan has failed, I said.What reason is that? the VP inquired with interest.I paused for a moment to see if the VP was ready for what I had to tell him. And they have been hearing the same reasons for a while now, so I think they are getting frustrated. The myriad of radio networks (or nets) used by the U.S. ground and air units exploded with chatter and incoming reports. As a midlevel manager you should. But would he be open to coaching?So, youre here to help me, right? the VP inquired.Knowing that, due to ego, some people bristle at the idea of criticism and coaching no matter how constructive, I chose to take a more indirect approach.Maybe not so much here to help you, but here to help the situation, I answered, effectively lowering the VPs defenses.In the weeks leading up to the board meeting, I researched and examined the details of why the VPs plan had failed and what had gone wrong, and I spoke to the VP about the problems encountered in the plans execution. We shot one of them and they attackedhard-core. Table of Contents. WebThe best quotes by the author we have brought to you. he asked. He understood what we had experienced and just how easily it could happen.But, while a blue-on-blue incident in an environment like Ramadi might be likely, if not expected, we vowed to never let it happen again. Enabling JavaScript in your browser will allow you to experience all the features of our site. There is no one else to blame. This particular QRF consisted of four U.S. Army armored Humvees, each mounted with an M2 .50-caliber heavy machine gun, and a dozen or so U.S. The SEALs in the troop, who did not expect me to take the blame, respected the fact that I had taken full responsibility for everything that had happened. I had to take complete ownership of what went wrong. Finally, my SEAL senior enlisted advisor (a noncommissioned officer) and I rode along with one of the Army company commanders. I nodded at my senior enlisted SEAL, who nodded back, and we moved across the street toward the enemy-infested house. You have to lead them.I did lead them, the VP protested. It made no sense to me. Word had rapidly spread that we had had a blue-on-blue. Inside the compound, the SEAL chief stared back at me, somewhat confused. CHAPTER 1Extreme OwnershipJocko WillinkTHE MALAAB DISTRICT, RAMADI, IRAQ: FOG OF WARThe early morning light was dimmed by a literal fog of war that filled the air: soot from tires the insurgents had set alight in the streets, clouds of dust kicked up from the road by U.S. tanks and Humvees, and powdered concrete from the walls of buildings pulverized by machine gun fire. As we monitored the radio, we heard the U.S. advisors with one of the Iraqi Army elements in advance of the rest report they were engaged in a fierce firefight and requested the QRF (Quick Reaction Force) for help. This particular QRF consisted of four U.S. Army armored Humvees, each mounted with an M2 .50-caliber heavy machine gun, and a dozen or so U.S. A day passed as I waited for the arrival of the investigating officer, our CO, and command master chief (CMC), the senior enlisted SEAL at the command. The CMC stood ominously in the back. I stated it plainly, You. An armored personnel carrier (APC) had arrived with the heavy QRF and was sitting out front. What really didnt add up was that these Iraqi soldiers and their U.S. advisors shouldnt have arrived here for another couple of hours. Javascript is not enabled in your browser. Whose fault was it? I asked again.It was my fault, said another SEAL, who was a combat advisor with the Iraqi Army clearance team. I knew what this meant. I opened an e-mail from my commanding officer (CO) that went straight to the point. As we rehearsed the VPs portion of the board presentation, I was unconvinced that he truly accepted total responsibility for his teams failures. You are still learning and growing. There are only two types of leaders: effective and ineffective. Like most of the houses in Iraq, there was an eight-foot concrete wall around it. Willink and Babin returned home from deployment and instituted SEAL leadership training to pass on their harsh lessons of self-discipline, mental toughness and self-defense learned in combat to help forge the next generation of SEAL leaders. But it wasnt working. Pushing open the heavy armored door of my vehicle, I stepped out onto the street. The QRF Humvees had put over 150 rounds from a .50-caliber heavy machine gun into it and many more smaller caliber rounds from their rifles and light machines. That was the last X-Ray Platoon in the SEAL Teams. The SEAL chief, one of the best tactical leaders I'd ever known, quickly got the rest of his SEALs and other troopers down to the front door. No other friendly forces were to have entered this sector until we had properly deconflicteddetermined the exact position of our SEAL sniper team and passed that information to the other friendly units in the operation. Ive always been in leadership positions.That might be one of the issues: in your mind you are doing everything right. I wished I had died out on the battlefield. In the mayhem, they hadnt reported their exact location, but I knew it would be close to the point where I was standing, close to the building the Marine gunny had just pointed to. Blue-on-bluefriendly fire, fratricidethe worst thing that could happen. When the .50-caliber machine gun opened up on their position, our SEAL sniper element inside the building, thinking they were under heavy enemy attack, called in the heavy QRF Abrams tanks for support. It outlined the critical failures that had turned the mission into a nightmare and cost the life of one Iraqi soldier, wounded several more, and, but for a true miracle, could have cost several of our SEALs their lives.But something was missing. Theres an APC out front. I hadnt been controlling the rogue element of Iraqis that entered the compound. When overwhelmed: Prioritize & Execute. No matter what, I could never blame other people when a mission went wrong.The VP contemplated this. Marc Andreessen. The building he pointed to was riddled with bullet holes. After a year, the board wondered if he could effectively lead this change. That sniper team had abandoned the location they had originally planned to use and were in the process of relocating to a new building when all the shooting started. The communication plan was ambiguous, and confusion about the specific timing of radio procedures contributed to critical failures. But something was missing. Soldiers that could dismount and render assistance. Our Humvee rolled to a stop just behind one of the Abrams tanks, its huge main gun pointed directly at a building and ready to engage. I was the leader. The operation had kicked off before sunrise, and with the sun now creeping up over the horizon, everyone was shooting. Weve been hammering them, and Im working to get some bombs dropped on em now. He was in the midst of coordinating an airstrike with U.S. aircraft overhead to wipe out the enemy fighters holed up inside the building.I looked around. But we still had work to do and had to drive on. An inspiring and page-turning read, the leadership lessons are easy to digest and implement. This is the SEAL Leadership book we have been waiting for. Sure, I led many operations that went well and accomplished the mission. The rest of the mission was a success. Beyond the literal fog of war impeding our vision, the figurative fog of war, often attributed to Prussian military strategist Carl von Clausewitz,1 had descended upon us, and it was thick with confusion, inaccurate information, broken communications, and mayhem. So, yes, there are a host of other reasons.Those all may be factors. Take personal responsibility for the failures. Extreme Ownership. Marc Andreessen, Macmillan Code of Ethics for Business Partners. Its all about the mission. You are saying it, but Im not convinced you believe it. You will come out the other side stronger than ever before, I concluded.At the board meeting, the VP did just that. Positive identification of the assumed enemy combatant, who turned out to be an Iraqi soldier, had been insufficient. The leader must own everything in his or her world. Soldiers that could dismount and render assistance. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. Friendly fire was completely unacceptable in the SEAL Teams. Everyone else is OK, by a miracle.". The VP was extremely smart and incredibly knowledgeable about the business. The foundation of good leadership starts within, and a leader needs the right attitude to implement the strategies in Part II. But I had heard enough.You know whose fault this is? They blamed the SEAL training instructor staff; they blamed inadequate equipment or the experience level of their men. The board members will be impressed with what they see and hear, because most people are unable to do this. Take complete ownership of anything that goes wrong. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerousyou cant make people do those things. But that didnt matter. You own everything in your world. Simple 7. As leaders of SEAL Team Threes Task Unit Bruiser, their mission was one many thought impossible: help U.S. forces secure Ramadi, a violent, insurgent-held city deemed all but lost. In gripping, firsthand accounts of heroism, tragic loss, and hard-won victories, they learned that leadershipat every levelis the most important factor in whether a team succeeds or fails. "Hold what you got, Gunny. His Marines and a full platoon of Iraqi soldiers had been engaged in a vicious firefight with the enemy fighters inside that house and couldn't dislodge them. There are no negative repercussions to Extreme Ownership, I said. Leading up and down the chain of command 11. Whose fault was this? I asked to the roomful of teammates.After a few moments of silence, the SEAL who had mistakenly engaged the Iraqi solider spoke up: It was my fault. For years, the Ma'laab had remained firmly in their hands. Required reading for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. No other friendly forces were to have entered this sector until we had properly "deconflicted" determined the exact position of our SEAL sniper team and passed that information to the other friendly units in the operation. He stared back at me in wide-eyed surprise. Im going to check it out, I said, motioning toward the building on which he had been working to coordinate the airstrike. For this operation, we had four separate elements of SEALs in various sectors of this violent, war-torn city: two SEAL sniper teams with U.S. Army scout snipers and a contingent of Iraqi soldiers, and another element of SEALs embedded with Iraqi soldiers and their U.S. Army combat advisors assigned to clear an entire sector building by building. Leif and Jocko are the real deal. We conducted two more back-to-back missions, cleared a large portion of the Malaab District, and killed dozens of insurgents. It wasnt your fault. Choose Expedited Shipping at checkout for delivery by, Learn how to enable JavaScript on your browser, Extreme Ownership: How U.S. Navy SEALs Lead and Win, Marc's Mission (Way of the Warrior Kid Series #2), The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win, Leadership Strategy and Tactics: Field Manual, Way of the Warrior Kid: From Wimpy to Warrior the Navy SEAL Way (Way of the Warrior Kid Series #1), Discipline Equals Freedom: Field Manual Mk1-MOD1, Start with Why: How Great Leaders Inspire Everyone to Take Action, Leaders Eat Last: Why Some Teams Pull Together and Others Don't, Together Is Better: A Little Book of Inspiration, EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches, The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness. Extreme ownership requires? "Some muj entered the compound. Extreme Ownership is how great leaders take responsibility for every aspect of their team and its mission. I hadn't been with our sniper team when they engaged the Iraqi soldier. He was in the midst of coordinating an airstrike with U.S. aircraft overhead to wipe out the enemy fighters holed up inside the building. "One SEAL fragged in the face not too bad. But you certainly arent perfect. Having fought in Ramadi for an extended period of time, they understood something we SEALs did not: blue-on-blue was a risk that had to be mitigated as much as possible in an urban environment, but that risk could not be eliminated. Section III: Sustaining Victory. Everyone OK? he asked.It was a blue-on-blue, I replied bluntly.What? he asked, stunned.It was a blue-on-blue, I repeated. An inspiring and page-turning read, the leadership lessons are easy to digest and implement. As the SEAL task unit commander, the senior leader on the ground in charge of the mission, I was responsible for everything in Task Unit Bruiser. Blue-on-blue friendly fire, fratricide the worst thing that could happen. But everyone is rattled. Following them were reports of enemy fighters killed. In the gunnys mind, for us to even approach that place was pretty much suicidal. The SEAL that had been woundedfragged in the face by a .50-caliber roundwas there, his face bandaged up.I stood before the group. Check the ego Part II: Laws of combat 5. Friendly fire was completely unacceptable in the SEAL Teams. In typical fashion for a Navy mishap, the CO had appointed an investigating officer to determine the facts of what happened and who was responsible. I had heard the story of X-Ray Platoon from SEAL Team One in Vietnam. INVESTIGATING OFFICER, COMMAND MASTER CHIEF, AND I ARE EN ROUTE." While some commanders took full responsibility for blue-on-blue, others blamed their subordinates for simulated fratricide incidents in training. In total, about three hundred U.S. and Iraqi troopsfriendly forceswere operating in this dangerous and hotly contested neighborhood of eastern Ramadi known as the Malaab District. 2) No Bad Teams, Only Bad Leaders. As the element of Iraqi soldiers, U.S. Army Soldiers, and our SEALs cleared buildings across the sector, they met heavy resistance. WebExtreme Ownership: How U.S. Navy SEALs Lead and Win is written by Jocko Willink; Leif Babin and published by St. Martin's Press (Macmillan US Trade). But to be accidently killed or wounded by friendly fire because someone had screwed up was the most horrible fate. We blame our own poor performance on bad luck, circumstances beyond our control, or poorly performing subordinatesanyone but ourselves. You must assume total ownership of the failure to implement your new plan. WebExtreme Ownership Summary Part I: Mindset | Chapter 1: Leaders Take Responsibility and Give Credit The first four chapters discuss the mindset a leader must have to lead her team successfully. Chapter 6: Simple. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.The best leaders dont just take responsibility for their job. There is no one else to blame. Jocko and Leif spent the rest of their careers together in the SEALs, and their unit became the most decorated unit in the Iraq War. Whoever they were, they had put up one hell of a fight. U.S. Marine Corps ANGLICO (Air-Naval Gunfire Liaison Company) teams coordinated with American attack aircraft overhead in an effort to drop bombs on enemy positions.Only a few hours into the operation, both of my SEAL sniper elements had been attacked and were now embroiled in serious gunfights. There was no time to debate or discuss. This is the SEAL Leadership book we have been waiting for. He said, My subordinate leaders made bad calls; I must not have explained the overall intent well enough. Or, The assault force didnt execute the way I envisioned; I need to make sure they better understand my intent and rehearse more thoroughly. The good leaders took ownership of the mistakes and shortfalls. Uh-oh, it looks like your Internet Explorer is out of date. he shouted with excitement. That sniper team had abandoned the location they had originally planned to use and were in the process of relocating to a new building when all the shooting started. Our hands were clasped in a handshake. Web table of contents [ hide] video summaries of extreme ownership. Leif met Jocko (his commander) in 2005 during the Iraq War. CONDUCT NO MORE OPERATIONS. I dont know if they believe them anymore. That is the question you have to ask yourself. He told me that many of the Marine casualties in Hue were friendly fire, part of the brutal reality of urban combat. 3 Treat your allies as a support network, not as competition. To drive the point home, I told him, You cant make people listen to you. The enemy insurgent fighters called themselves mujahideen, Arabic for "those engaged in jihad," which we shortened for expediency. I asked the U.S. Army company commander we were with to follow the tanks in, and he complied. The market has been tough. A thorough SITREP (situation report) had not been passed to me after the initial engagement took place.The list of mistakes was substantial. You are the reason.The VP was surprised, then defensive. Who was to blame? Plan 10. WebSummary. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute.If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. That is what a leader doeseven if it means getting fired. I wished I had died out on the battlefield. If one of my machine gunners engaged targets outside his field of fire, then I had not ensured he understood where his field of fire was. No doubt, as an outstanding leader himself, he felt somewhat responsible. We were extremely close to where one of our SEAL sniper teams was supposed to be. As our armored Humvee rounded the corner and headed down the street toward the gunfire, I saw a U.S. M1A2 Abrams tank in the middle of the road up ahead, its turret rotated with the huge main gun trained on a building at almost point-blank range. Then I assembled the list of everything that everyone had done wrong.It was a thorough explanation of what had happened. I asked, wanting to find the U.S. Army company commander. It provides a powerful SEAL framework for action to lead teams in high-stakes environments. Your people dont need to be fired. They subscribed to a ruthless, militant version of Islam and they were cunning, barbaric, and lethal. As a group they try to figure out how to fix their problemsinstead of trying to figure out who or what to blame. I asked the U.S. Army company commander we were with to follow the tanks in, and he complied.Our Humvee rolled to a stop just behind one of the Abrams tanks, its huge main gun pointed directly at a building and ready to engage. WebChapter 1: Extreme Ownership On any team, in any organization, all responsibility for success and failure rests with the leader. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. They must first look in the mirror at themselves. They knew it was a dynamic situation caused by a multitude of factors, but I owned them all.The U.S. Army and U.S. Marine conventional commanders took the debrief points as lessons learned and moved on. Me, I said. With my M4 rifle at the ready, I kicked the door the rest of the way open only to find I was staring at one of my SEAL platoon chiefs. Word had rapidly spread that we had had a blue-on-blue. "One Iraqi soldier KIA, a few more wounded. Each time his plant managers and other key leaders were presented with the rollout plan, they pushed back with concerns: the employees wouldnt make enough money; they would leave for jobs with higher base salaries that didnt require minimum standards; recruiters would capitalize on the change and pull skilled workers away. With Extreme Ownership, junior leaders take charge of their smaller teams and their piece of the mission. Details of U.S. and Iraqi troops wounded or killed came in from different sectors. Chapter 2: No Bad Teams, Only Bad Leaders. And now it had just happened to us to my SEAL task unit. Now what do ya got? I asked, needing to know his status and that of his men.One SEAL fragged in the facenot too bad. I had a gut feeling that something was wrong.Running over to a Marine ANGLICO gunnery sergeant, I asked him, Whats going on?Hot damn! he shouted with excitement. For those on the outside looking in, like our training groupor the board in your casethe difference is obvious.And that is how I appear to the board right nowblaming everyone and everything else, the VP recognized.There is only one way to fix it, I told him.For the next several days, I helped the VP prepare for the board meeting. glendale galleria parking hours, allen martin obituary,

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