Extreme Ownership Final

Sec. 1- Every leader/team at some point will fail and must confront that failure. That too is part of this book. Often our mistakes provide:

• No learning curve. They are just mistakes.

• Greatest lessons, humbled us, and enables us to grow and become better

• Every leader does not fail. They have the answers.

• That if we executed different it would have NEVER happened.

Sec. 1- When subordinates aren't doing what they should, leaders should not blame their subordinates. They should:

• find a way to shift blame, and make it easier

• write them up, and demand they get it fixed

• look in the mirror and identify ways to get it done

• give up, and not worry about it

Sec. 1- Extreme ownership requires leaders to look at an organization through objective lens of reality. It mandates that the leader

• set their ego aside, accept responsibility for failures, attack weaknesses, and work together to build a more effective team

• writes the team up, not accept responsibility as it is not their fault, and expect change to happen

• accepts responsibility, discusses with team whom the individuals are at blame, and does not communicates with entire team

• identifies whom the person is to blame, attacks their weakness, and tries to communicate better

Sec. 1- What was the meaning of blue-on-blue?

• Enemy ahead

• Friendly Fire

• Search & destroy

• Active night vision

Sec. 1- In order to convince and inspire others to follow and accomplish a mission, a leader must be ___________ in the mission. Even when others doubt and question the amount of risk.

• a follower

• a top performer

• a non believer

• a true believer

Sec. 1- Whose job is it if you don't understand or believe in the decision coming down from leadership?

• You- by asking questions

• The boss- because they are telling you

• CEO- because its their job

• The supervisor- because they are demanding it to be done

Sec. 1- Ego clouds and disrupts everything such as: the planning process, the ability to take advice, and the ability to accept constructive criticism. Often, the most difficult ego to deal with is:

• Your peers

• The supervisor

• Your own

• Others

Sec. 1- If an individual on the team is not performing at the level required for the team to succeed, the leader must:

• Initiate the accountability process

• Train and mentor that under-performer

• Coach and set proper expectations

• Write them up until they get it fixed

Sec. 1- What was the reason Boat Crew 6 continued to fail?

• The usual team members were unavailable and so the replacements didn't know the system.

• It was an unfair competition going against more experienced teams causing people to be unmotivated and give up quickly.

• The team members were bad performers and their leader couldn't help them.

• People operated as individuals and frustrated everyone because their leader didn't know how to motivate them.

Sec. 1- What was required before any mission(s) were approved for the SEALs:

• Weapons needed to be cleaned.

• IRAQI solider needed to be included.

• All cars needed to be registered.

• A road map needed to be submitted.