Jocko Willink Quotes

Discipline equals freedom.

It’s not what you preach, it’s what you tolerate.

the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Stop researching every aspect of it and reading all about it and debating the pros and cons of it … Start doing it.

Relax. Look around. Make a call.

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.

The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.

Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.

There is no growth in the comfort zone.

Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.

After all, there can be no leadership where there is no team.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They

Don’t fight stress. Embrace it. Turn it on itself. Use it to make yourself sharper and more alert. Use it to make you think and learn and get better and smarter and more effective. Use the stress to make you a better you.

You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.

But, in fact, discipline is the pathway to freedom.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

There is no easy way. There is only hard work, late nights, early mornings, practice, rehearsal, repetition, study, sweat, blood, toil, frustration, and discipline.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As

Humans can withstand almost inconceivable stress—and you can too. So that is your first step: Gain perspective. And to do that you must do something critical in many situations: Detach. Whatever problems or stress you are experiencing, detach from them. Stress is generally caused by what you can’t control.

Besides death, all failure is psychological.

So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.

Instead of letting the situation dictate our decisions, we must dictate the situation.

That’s it. When things are going bad: Don’t get all bummed out, don’t get startled, don’t get frustrated. No. Just look at the issue and say: “Good.

don’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.

Because emotion and logic will both reach their limitations. And when one fails, you need to rely on the other. When it just doesn’t make any logical sense to go on, that’s when you use your emotion, your anger, your frustration, your fear, to push further, to push you to say one thing: I don’t stop.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

When a leader takes too much ownership, there is no ownership left for the team or subordinate leaders to take. So the team loses initiative, they lose momentum, they won't make any decision, they just sit around and wait to be told what to do.

Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

Is this what I want to be? This? Is this all I’ve got—is this everything I can give? Is this going to be my life? Do I accept that?

A good leader has nothing to prove, but everything to prove.

Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

You have to BE VIGILANT. You have to be ON GUARD. You have to HOLD THE LINE on the seemingly insignificant little things— things that shouldn’t matter—but that do.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness

There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.

Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The

calm but not robotic, logical but not devoid of emotions;

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

Take care of your gear and your gear will take care of you.

Motivation is fickle. It comes and goes. It is unreliable and when you are counting on motivation to get your goals accomplished—you will likely fall short.

If you do not believe you are disciplined, it is because you have not decided to become disciplined. Yet.

Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If

Question yourself every day. Ask yourself: Who am I? What have I learned? What have I created? What forward progress have I made? Who have I helped? What am I doing to improve myself—today? To get better, faster, stronger, healthier, smarter?

But we can’t ever think we are too good to fail or that our enemies are not capable, deadly, and eager to exploit our weaknesses. We must never get complacent. This is where controlling the ego is most important.

Another mission. Another task. Another goal. And the enemy is always watching. Waiting. Looking for that moment of weakness. Looking for you to exhale, set your weapon down, and close your eyes, even just for a moment. And that’s when they attack. So don’t be finished.

The people who are successful decide they are going to be successful. They make that choice. And they make other choices. They decide to study hard. They decide to work hard. They decide to be the first person to get to work and the last to go home. They decide they are going to take on the hard jobs. Take on the challenges. They decide they are going to lead when no one else will.

If mistakes happen, effective leaders don’t place blame on others. They take ownership of the mistakes, determine what went wrong, develop solutions to correct those mistakes and prevent them from happening again as they move forward.

good leaders are rare; bad leaders are common.

Is this what I want to be? This? I this all I got - is this everything I can give? Is this going to be my life? Do I accept that?

Leadership is simple, but not easy.

People do not follow robots.

Our egos don’t like to take blame.

Don’t ask your leader what you should do, tell them what you are going to do.

The shortcut is a lie. The hack doesn’t get you there. And if you want to take the easy road, it won’t take you to where you want to be: Stronger. Smarter. Faster. Healthier. Better. FREE.

There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. If

PRINCIPLE Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation. Often, the most difficult ego to deal with is your own.

Hesitation allows the moment to pass, the opportunity to be lost, the enemy to get the upper hand. Hesitation turns into cowardice. It stops us from moving forward, from taking initiative, from executing what we know we must. Hesitation defeats us. So we must defeat it.

So what does it take to win? Yes, you have to be determined. Yes, you have to be driven. Yes, you must have the unconquerable will to win. But to really win, to truly win at all cost, requires more flexibility, more creativity, more adaptability, more compromise, and more humility than most people ever realize. That is what it takes to win.

As a leader, you have to balance the dichotomy, to be resolute where it matters but never inflexible and uncompromising on matters of little importance to the overall good of the team and the strategic mission.

Because emotion and logic will both reach their limitations. And when one fails, you need to rely on the other. When it just doesn’t make any logical sense to go on, that’s when you use your emotion, your anger, your frustration, your fear, to push further, to push you to say one thing: I don’t stop. When your feelings are screaming that you have had enough, when you think you are going to break emotionally, override that emotion with concrete logic and willpower that says one thing: I don’t stop. Fight weak emotions with the power of logic; fight the weakness of logic with the power of emotion.

A leader must lead but also be ready to follow. Sometimes, another member of the team—perhaps a subordinate or direct report—might be in a better position to develop a plan, make a decision, or lead through a specific situation.

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

When you make a decision to be better. When you make a decision to do more, to BE more. Self-discipline comes when you decide to make a mark on the world. If you don’t think you are disciplined: It is because you haven’t decided to be disciplined. YET.

The world isn’t filled with great people who are thrilled to work for you. You’ve got to find them and nurture their talent so they stay. It’s easy to fire someone but do you have a suitable replacement? Someone who can do two-thirds of the work is better than no one doing any of the work. —Jocko Willink, retired U.S. Navy SEAL officer,

As SEALs, we operate as a team of high-caliber, multitalented individuals who have been through perhaps the toughest military training and most rigorous screening process anywhere. But in the SEAL program, it is all about the Team. The sum is far greater than the parts.

I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do. I

The focus must always be on how to best accomplish the mission.

The infamous they.

remember: the enemy gets a vote.

Relax, look around, make a call.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems.

all animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.

A leader must care about the troops, but at the same time the leader must complete the mission, and in doing so there will be risk and sometimes unavoidable consequences to the troops.

The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test.

If the stress is something you can’t control: Embrace it. You can’t control it, but— How can you look at it from a different angle? How can you use it to your advantage? I couldn’t control the chaos of combat. I had to embrace it. I had to figure out a way to take advantage of it. Make it into your ally.

His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win. Most important of all, he believed winning was possible.

As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.

Fight weak emotions with the power of logic; fight the weakness of logic with the power of emotion. And in the balance of those two, you will find the strength and the tenacity and the guts to say to yourself: I. DON’T. STOP.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if

We wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.

If you don’t understand or believe in the decisions coming down from your leadership, it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.

Speaking angrily to others is ineffective. Losing your temper is a sign of weakness. The aggression that wins on the battlefield, in business, or in life is directed not toward people but toward solving problems, achieving goals, and accomplishing the mission.

So. Let us cry no more. Let us mourn no more. Let us remember—but let us not dwell … Instead: Let us laugh and love and let us embrace and venerate everything that life is and every opportunity it gives us. Let us LIVE—for those WHO live no more. Let us live to honor them.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

Accountability is an important tool that leaders must utilize. However, it should not be the primary tool. It must be balanced with other leadership tools, such as making sure people understand the why, empowering subordinates, and trusting they will do the right thing without direct oversight because they fully understand the importance of doing so.

People are not who you want them to be. Kill your idols. Sure there are things we can learn from people—but people aren’t going to be what you think they are—what they should be. People, even those people you have put up on a pedestal, are going to be faulted, weak, egomaniacal, condescending. They are going to be lazy, entitled, shortsighted. They will not be perfect. Far from it. That’s fine. Learn from their weaknesses. Of course: Learn from their strengths and mimic and copy them in what they do well. But equally as important: Learn from their faults.

Those donuts aren’t food. THEY ARE POISON. Same with the chocolate chip cookies, the double Dutch chocolate cake, the can of soda, the bag of potato chips, and the pretzel-wrapped hot dogs. All that junk isn’t food. It doesn’t fuel you. It kills you. It literally kills you. It isn’t going to make you stronger, faster, healthier, smarter, or better. It’s going to do the opposite.

I don’t accept that I am what I am and that “that” is what I am doomed to be. NO. I do not accept that. I’m fighting. I’m always fighting. I’m struggling and I’m scraping and kicking and clawing at those weaknesses—to change them. To stop them. Some days I win. But some days I don’t. But each and every day: I get back up and I move forward. With my fists clenched. Toward the battle. Toward the struggle. And I fight with everything I’ve got:

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. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.