Winning the War Within

A great leader has contributed to the success of numerous teams throughout history: someone who can devise a brilliant strategy, make difficult decisions, and motivate their team to victory. How would you turn into a pioneer like this? The willingness to accept responsibility for every flaw or failure related to your mission, regardless of whose "fault" it is, is the one thing that sets apart the best leaders, according to Jocko Willink and Leif Babin. "Extreme Ownership" is the one thing that sets apart the best leaders. You won't be able to do anything to win until you stop placing blame on others and looking for excuses.

Willink and Babin are both former US Navy SEALs who participated in Operation Iraqi Freedom as officers and trained SEAL leaders. Echelon Front was established by Willink and Babin when they returned to the United States: a consulting firm that focuses on training corporate leaders. Willink and Babin increased their knowledge of what it takes to be a leader even further by providing advice to senior executives in a wide range of industries.

Willink and Babin, on the other hand, emphasize that Extreme Ownership isn't just for business executives or military officers. Extreme Ownership can be used to lead your family well or just discipline yourself. These principles can be utilized by anyone to achieve personal objectives and enhance relationships.

Why "Extreme Ownership"?

In The Division of Administration, Willink and Babin, writers make sense of that a few perusers misread the title "Extreme Ownership." They believe that it entails being an "extreme" leader, such as constantly maintaining a manic level of energy and momentum while completing tasks or requiring your team to adhere to the strict discipline regarding every minute detail. According to Willink and Babin, doing everything "extremely" is counterproductive.

Instead, Willink and Babin use the word "extreme" to mean that you should take on more responsibility than is reasonable—for things that no one would expect you to take on, like other people's actions. Those readers who do not hold official leadership positions might find the most value in this central message. In almost any circumstance, it is acceptable to assume more responsibility than anticipated. The alternative, placing blame on others, is rarely beneficial because it hinders empathy, breeds division, and frequently offends other people.

Willink, for instance, has stated that Extreme Ownership is a potent strategy for preserving a happy marriage. Conflicts are less likely to be resolved in an effort to "win" when both partners refuse to place blame on one another.

First, we'll look at how a team can succeed under Extreme Ownership: It encourages others to take Extreme Ownership and enables rapid self-improvement. After that, we'll talk about the specific rules that Willink and Babin developed for organizing a mission with the greatest chance of success and show how Extreme Ownership works in practice.

Extreme Ownership Empowers Constant Improvement

To accomplish significance, you should be continually watching out for ways your group can get to the next level. As per Willink and Babin, Outrageous Possession is the most ideal way to do as such. By getting a sense of ownership with your errors and the missteps of your colleagues, you're deciding to see all slip-ups as need might arise to tackle, not as things to fault somebody for. This gives you the ability to constantly improve both yourself and your team.

Let's go over this procedure in greater detail: In the first place, we'll make sense of how taking responsibility for's errors is vital for development, then, at that point, how confessing to your own slip-ups is important for development. At last, we'll explain why taking responsibility for a group's disappointments doesn't mean assuming acknowledgement for its triumphs.

Take Ownership of Others’ Mistakes

 A great team is made up of great members; for your mission to be successful, each member of your team must perform at their absolute best. It is your responsibility as a leader who takes extreme ownership to ensure that this occurs: By taking responsibility for other people's mistakes, you can maintain high standards. Instead of pointing the finger at others when someone on your team makes a mistake, ask what you can do to prevent it from happening again.

You will not be able to advance both yourself and the team if you refuse to accept responsibility for their errors. How come this is the case? When you place the blame on someone else, you are telling yourself that the team can only improve by performing better. You limit your team's potential by ignoring everything you could be doing to improve. In point of fact, there is always something you can do to avoid the errors of your team members.

Imagine, for instance, that you are in charge of a bank and that your unmotivated staff of tellers is putting customers off by their negative attitudes. To improve, you want to get a sense of ownership with the circumstance as opposed to simply faulting your group for being irritable. You may either fire the teller with the worst attitude who may be bringing down the others or implement new incentives that reward your tellers for treating customers well.

Because it's easy to let high standards slip, Willink and Babin say that it's important to fix every mistake your team makes. If you fail to correct a team member who is performing poorly on a task, that behavior becomes the new standard for success for your team. Be determined about taking responsibility for colleagues' errors or your group will slide into unremarkableness over the long run.

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