Over the past several weeks, I’ve really enjoyed listening to Extreme Ownership by Jocko Willink and Leif Babin. Willink and Babin, both former Navy SEALs and the co-authors of Extreme Ownership and The Dichotomy of Leadership, provides valuable insights into balancing the dichotomies needed to become an effective leader. Listening to the SEALs approach to overall ownership was a fascinating and unique “behind the curtain” opportunity to have insight into an elite thinking process. I walked away from listening to their experiences with a bolstered feeling of something I have always felt passionate about. Leader’s need to be willing to take complete and total ownership of the teams they are an integral part of. In today’s business environment, effective leadership is paramount. However, plenty of leaders struggle to navigate the fine line between seemingly contradictory qualities. These leaders truly believe that taking ownership, when things don’t go perfectly (and they will NOT always go perfectly), shows weakness and allows for dissent. Obviously, Willink and Babin thoroughly renounce not taking ownership; stressing how doing so negatively impacts teams and they demonstrate succinctly how extreme ownership works, through many examples, at their elite level. They foot stomp that attention to detail, emphasis on accountability, focus on process improvement, and repetition on the importance of thorough, and clear communication, is what makes the ultimate difference even amidst what they called the “fog of war”. These elements clearly demonstrated that following the SEALs tried and tested methods resulted in, not only better results, but also a deeper trust. They outlined the following principles listed below and then continued to walk through the parallels to business every step of the way. I was fascinated by the way Willink and Babin laid out their approach to ownership and ultimately leadership. They eliminated regular excuses leaders would use to avoid the imminent ownership that they needed to properly course correct the short fallings they were encountering. My takeaway from their approach, was to focus on the following principles as well as finding an appropriate equilibrium for leaders as outlined below:
The Principles of Extreme Ownership and Discipline
Extreme Ownership’s philosophy is grounded in the following principles, as discussed in “The Dichotomy of Leadership”:
- Extreme Ownership: Effective leaders take full responsibility for their actions and decisions. Emphasis is put on the importance of owning both successes and failures, fostering a culture of accountability within the team.
- Leading by Example: True leadership begins with leading by example. Leaders need to set the standard by demonstrating the behaviors and values they expect from their team members. By embodying the principles, leaders inspire their teams to follow suit.
- Discipline Equals Freedom: Discipline is the key to achieving freedom and success. Self-discipline is paramount in all aspects of life, from personal habits to professional responsibilities. By maintaining a disciplined approach to their work, leaders can make better decisions, overcome obstacles, and achieve their goals.
Finding Equilibrium in Leadership Dichotomies
Extreme Ownership outlines a leadership checklist to utilize as a baseline for reevaluating your leadership qualities and the need for leaders to balance seemingly contradictory qualities. Leaders can find equilibrium by keeping these qualities in their purview:
- Leading and Following
- Aggressive yet Not Overbearing
- Calm yet Emotional
- Brave yet Cautious
- Competitive yet Gracious
- Professional yet Appreciative
- Strong yet Enduring
- Humble yet Assertive
- Connected yet in Charge
- Trustworthy Decision-Makers
- Attentive to Details, but not Obsessed
Ineffective leadership often stems from an inability to balance these dichotomies effectively. While it is a tightrope walk to master it is fundamental to being a successful leader. By embracing the principles of extreme ownership and discipline, as well as finding balance in these opposing qualities, leaders can create a culture of accountability, trust, and productivity within their organizations. Extreme Ownership’s principles provide a roadmap for leaders to achieve this balance and become more effective leaders in today’s dynamic business environment. Several leaders find themselves falling back on old habits and struggle to acknowledge their faults and shortcomings. Checking ego at the door and allowing room for growth in themselves. If they instead allow cultural disconnect it can have significant repercussions for the organization, including:
- Attrition: Ineffective leadership often leads to high employee turnover. When employees feel disconnected from their leaders and the organization’s values, they are more likely to seek opportunities elsewhere. Feeling like a number and not an integral part of the team or the greater mission, leaves employees disenfranchised with the company culture. Leaders need to ensure that they are communicating what the company goals are and how employees are a key part of those goals. Keeping a pulse on where employee engagement is lacking and frequently surveying and soliciting teams for feedback.
- Lack of Trust: Trust is essential for a healthy work environment. Ineffective leaders erode trust within the organization by failing to acknowledge their faults and take responsibility for their actions. Trust is often broken by not conducting the aforementioned effective communication. When employees don’t feel included in the trajectory of the company, they are less likely to be able to comfortably trust the information they are being provided. to This lack of trust can lead to a breakdown in communication and collaboration.
- Lessened Loyalty: Loyalty is earned through effective leadership. Leaders often mistake what it takes to earn the loyalty of your team. Active listening, face-to-face authentic engagement, and advocating for your team all go a long way with demonstrating a leader’s loyalty to their team. Further, when leaders fail to take ownership of their mistakes and prioritize their own interests over those of their team, loyalty diminishes. Pushing their mistakes down to those supporting them will quickly erode the employee leader relationship. Employees are far more likely to go above and beyond for a leader they trust and respect.
- Decreased Productivity: A culture of ineffective leadership breeds complacency and apathy. When employees feel undervalued and unappreciated, they are less motivated to perform at their best. Employees will pick up quickly that they aren’t individually valued, and their contributions will only get them so far. When they detect this type of atmosphere, they can become very impassive. This type of environment can lead to decreased productivity and ultimately hinder the organization’s success.
Strong leaders need to be introspective, as it is paramount to the success of the teams, they are leading, regardless of where they are in the leadership food chain. From my perspective, failing teams rot from the top down and not the other way around. It is incumbent upon leaders to be confident, reliable, and trustworthy leaders. Applying the attributes outlined in Extreme Ownership will help leaders to get on the right path. SGS strives to help companies infuse these qualities into their operations and asses where gaps are occurring that will ultimately lead to detrimental impacts. We feel passionately about the additional success companies can achieve by utilizing the methods that Willink and Babin advocate for and enjoy helping to implement those methods.