Navy Seals Team Quotes

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

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.

There is no honor in sending men to die for something you won't even fight for yourself

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

We know about bad guys, what they do, and often, who they are. The politicians have chosen to send us into battle, and that's our trade. We do what's necessary. And in my view, once those politicians have elected to send us out to do what 99.9 percent of the country would be terrified to undertake, they should get the hell out of the way and stay there. This entire business of modern war crimes, as identified by the liberal wings of politics and the media, began in Iraq and has been running downhill ever since. Everyone's got to have his little hands in it, blathering on about the public's right to know. Well, the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril because someone in Washington is driving himself mad worrying about the human rights of some cold-hearted terrorist fanatic who would kill us as soon as look at us, as well as any other American at whom he could point that wonky old AK of his.

Thinking too much about what happened and what is about to happen will wear you down. Live in the moment and take it one step at a time.

My name is Lieutenant Meyer. I'll be your rescuer today. This rescue of your person is brought to you by the United States Navy and SEAL Team 8. we hope you have a nice rescue, and please feel free to fill out the questionnaire at the end of the trip. Tips are welcome.

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.

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.

If you're one of those delusional 2nd Amendment types who believes you and your trailer park 'militia' might need to take on the Army, the Navy, the 101st Airborne and SEAL Team 6; not only should you be denied the right to bear arms -- but the right to your belt & shoelaces as well ... 'cause you're stark, ravin' batshit!!!

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.

When the Navy sends their elite, they send the SEALs. When the SEALs send their elite, they send SEAL Team Six.

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.

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

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.

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

What developed in Somalia was things such as hunger and fighting.

You may never shoot a sniper rifle. You may never serve as part of an assault team, or stand security in combat, or board a hostile ship at midnight on the high seas. You may never wear a uniform; hell, you may never even throw a punch in the name of freedom. I’ll tell you what, though. Whatever it is that you do, you are making a stand, either for excellence or for mediocrity. This is what I learned about being a Navy SEAL: it is all about excellence, and about never giving up on yourself. And that is the red circle I will continue to hold, no matter what.

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.

Modest, conventional expectations weren't enough to lure Adam Brown away from the power of drug addiction that ensnared him. Instead, the college dropout already in his mid-twenties found only the big, near-impossible dream of being a Navy SEAL captivating enough to consistently draw him to different choices.

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

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.

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.

Look for the intelligence behind the mistake.

And when you're not partying in Vegas, what do you do?" she asked. "Prepare for your role as the next James Bond?" "No, I don't work alone." She cocked her head as if trying to make sense of his words. "I'm a SEAL in Uncle Sam's Navy. When I'm working, I have a team of guys who could kick James Bond's ass watching my back, covering my six at all times.

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.

The bottom line is that if your dog isn’t doing what he is supposed to or what you want him to, it’s not the dog’s fault. It’s YOUR fault, for not properly communicating to him what you need him to do, not spending the time needed to train him properly, or not being observant enough to recognize early on when and how your relationship may be out of balance.

He could traverse any terrain on the planet, kill someone countless ways with his bare hands and can and had survived behind enemy lines with his team on more than one occasion. But the thought of Nora going out with someone else twisted him up

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.

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.

Following the killing of Osama Bin Laden, in a mission coined Operation Neptune Spear (Neptune being synonymous with King Nimrod who built the tower of Babel), there was a US Navy ‘burial at sea.’ We were all led to believe that, for the event, Bin Laden’s body was ‘encased in concrete’ (just as the cadaver of Lincoln had supposedly been) and cast ‘into the sea.’ Also if you will remember, for the assassination mission, carried out by Seal Team 6, Bin Laden had the distinction of having been assigned the code-name, ‘Geronimo!

In death as in life, we stand together, always a family, always a team. The brotherhood never dies.

Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If

And a short nod of respect is in order, because it’s harder to become a Navy SEAL than it is to get into Harvard Law School. Different, but harder.

Well, in the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril

And he always stood up for the underdog--never realizing that because of his size he was one himself.

If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine

It falls on leaders to continually keep perspective on the strategic mission and remind the team that they are part of the greater team and the strategic mission is paramount.

remove individual ego and personal agenda. It’s all about the mission. How can you best get your team to most effectively execute the plan in order to accomplish the mission?

In the SEAL Teams, the bond of our brotherhood is our strongest weapon. If you take that away from us, we lose our most important quality as a team.

Engage with them,” directed Jocko. “Build a personal relationship with them. Explain to them what you need from them and why, and ask them what you can do to help them get you what you need. Make them a part of your team,

When leaders who epitomize Extreme Ownership drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

Boat Crew Six had become comfortable with substandard performance. Working under poor leadership and an unending cycle of blame, the team constantly failed. No one took ownership, assumed responsibility, or adopted a winning attitude.

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.

I can remember many times when my boat crew struggled. It was easy to make excuses for our team’s performance and why it wasn’t what it should have been. But I learned that good leaders don’t make excuses. Instead, they figure out a way to get it done and win.

We’ve clearly placed form over function when it comes to choosing dogs for the home. Maybe this is because we are such a visual species ourselves, but I think it’s a shame, and some breeds are being ruined because of this tendency to stress how they look over what they can do. Bulldogs, more commonly known as English bulldogs, are a prime example of this overemphasis on physical appearance, particularly within so-called purebred dogs. Among the laundry list of physical ailments that English bulldogs suffer from—eye and ear problems, skin infections, respiratory ailments, immune system and neurological disorders, and problems with moving, eating/digesting, copulating, and bearing puppies—many are attributable to breeding practices to produce dogs with what are considered desirable physical traits.

It's common to think of people in the military as conformists. But that's far from the truth in our community. Some pretty capable and colorful types join the SEAL teams, looking for bigger challenges than their high-flying careers or other interesting backgrounds can offer. Whether doctors, lawyers, longshoreman, college dropout, engineer or NCAA Division I superathlete, they were more than just good special operators. They were a cohesive team whose strength came from their widely diverse talents, educational backgrounds, upbringings, perspectives, and capabilities. They're all-American and patriotic, with a combination of practical intelligence and willpower that you don't want to get crossways with. Streetwise, innovative, adaptable, and often highly intellectual--these are all words that apply to the community. And the majority are so nice that it can be hard to envision their capacity for violent mayhem. BUD/S filters out four of five aspirants, leaving behind only the hardest and most determined--the best. I was so proud and humbled to be part of the brotherhood.

Everyone has an ego. Ego drives the most successful people in life—in the SEAL Teams, in the military, in the business world. They want to win, to be the best. That is good. But when ego clouds our judgment and prevents us from seeing the world as it is, then ego becomes destructive. When

leaders must enforce standards. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher expected standard is achieved. Leaders must push the standards in a way that encourages and enables the team to utilize Extreme Ownership.

It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

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 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.

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. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.

...[A]s you read opinions and history in school about 2004... I want you to know... that going to this war was right. No matter what you hear 20 years from now by elite media and historians, things get distorted... Just like Vietnam, I fear OIF (Operation Iraqi Freedom) will be abused in the same way. Just as you hear more about American soldiers in Vietnam raping women and children and shooting unarmed men, today the media is focused about this detainee debacle for two weeks solid, in contrast to American Soldiers being dragged in the streets and dismembered, which was covered for less than 72 hours. I am part of the Special Operations Forces elite... We are harder than anyone at these detention centers and let me tell you, we treat these guys with the utmost professionalism. We do not hit them, we don't humiliate them or cause them any bodily harm for the purpose of entertainment. As a Christian, one assumes great compassion... This is WAR and treated very seriously. People are being killed and it is our job to get information... The humanity in me wants me to warm them, tell them their family is okay, feed them, and even embrace them in a loving way... Most, even in my stature, feel the same way. This is the American Soldier.

Back in Afghanistan, when snipers from the other countries’ Special Operations teams were asking Osman and me over to debrief them after Zhawar Kili, I’d befriended a very sharp Danish sniper named Henning, from the Danish Frogman Corps. Now Henning was running the sniper training in Denmark, and he flew over to the States, went through our advanced courses, then took what he’d learned and implemented it in Denmark.

But without a team—a group of individuals working to accomplish a mission—there can be no leadership. 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

In April 2009 we all watched entranced on CNN as a Navy SEAL sniper team fired three simultaneous shots, instantly executing the three pirates who had kidnapped a U.S. shipping captain off the Somali coast. From the moment they were mobilized, it took that sniper team less than ten hours to deploy, get halfway around the world, parachute with full kit at 12,000 feet into darkness and plunge into the deep waters of the Indian Ocean, rendezvous with waiting U.S. Naval forces, and complete their mission, start to finish.

What’s the mission? Planning begins with mission analysis. Leaders must identify clear directives for the team. Once they themselves understand the mission, they can impart this knowledge to their key leaders and frontline troops tasked with executing the mission. A broad and ambiguous mission results in lack of focus, ineffective execution, and mission creep. To prevent this, the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

Tortured Genius.” By this, he did not mean the artist or musician who suffers from mental health issues, but in the context of ownership. No matter how obvious his or her failing, or how valid the criticism, a Tortured Genius, in this sense, accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings (and those of their team). In their mind, the rest of the world just can’t see or appreciate the genius in what they are doing. An individual with a Tortured Genius mind-set can have catastrophic impact on a team’s performance.

Some may wonder how Navy SEAL combat leadership principles translate outside the military realm to leading any team in any capacity. But combat is reflective of life, only amplified and intensified. Decisions have immediate consequences, and everything—absolutely everything—is at stake. The right decision, even when all seems lost, can snatch victory from the jaws of defeat. The wrong decision, even when a victorious outcome seems all but certain, can result in deadly, catastrophic failure. In that regard, a combat leader can acquire a lifetime of leadership lessons learned in only a few deployments.

In protecting my boat crew, I actually sheltered a couple of perpetual underperformers who dragged the rest of the boat crew down. When Hell Week was over, talking to some of the other members of our boat crew, we realized we had carried along these mentally weak performers. They almost certainly would not have met the standards otherwise. That loyalty was misguided. If we wouldn’t want to serve alongside our boat crew’s weakest performers once we were all assigned to SEAL platoons in various SEAL Teams, we had no right to force other SEALs to do so. The instructors were tasked with weeding out those without the determination and will to meet the high standards of performance. We had hindered that.

To implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success. When plans and orders are too complicated, people may not understand them. And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

During mission planning, we had intelligence concerning dogs that might impede our goal and were part of the target’s contingencies. The exact method used to neutralize aggressive dogs in the field is classified information. However, Special Ops has some really incredible dogs. In fact, during the raid to kill Osama bin Laden, the highly trained men of SEAL Team Six had with them a uniquely trained dog as part of the mission. SEAL canines are not your standard bomb-sniffing dogs. The dog on the bin Laden mission was specially trained to jump from planes and rappel from helicopters while attached to its handler. The dog wore ballistic body armor, had a head-mounted infrared (night-vision) camera, and wore earpieces to take commands from the handler. The dog also had reinforced teeth, capped with titanium. I would not want to try the techniques this book recommends on this dog. Thank God he’s on our side.

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

Ryan was complex—he was big-hearted and caring but also resolute and direct. He once e-mailed me an audio clip of a television news interview he gave after a group of Navy SEALs rescued the captain of the Maersk Alabama tanker ship. Pirates had taken the ship and the captain hostage off the coast of Somalia, Africa. The story was later made into the film Captain Phillips, starring Tom Hanks. A team of Navy SEAL snipers shot and killed all but one of the hostage takers, who had placed themselves and their hostage in a desperate situation. Ryan told the TV reporter, “Despite what your momma told you, violence does solve problems.”1 I understood exactly what Ryan meant—there was no diplomatic or political solution to the crisis, and allowing pirates to take American vessels and crews hostage would set a bad precedent in other parts of the globe. Weeks before, in fact, the pirates had killed other hostages. Ryan’s statement was in no way meant to be bravado; he was merely conveying the fact that many times violence brings about a successful conclusion to a hostage crisis. The SEALs spoke the only language that the Somali pirates understood: violence. Apparently, the SEALs’ response acted as a deterrent, since the Somali pirates have consequently stayed clear of US flagged vessels. Chris Kyle later turned Ryan’s statement into a patch he wore on his hat.

when someone is not leading you, then you lead them. You pick up the slack for their weakness. My leader doesn’t want to come up with a plan? That’s okay. I will. My leader doesn’t want to give a brief? That’s fine. I will. My leader doesn’t want to mentor the younger troops? That’s okay. I will do it. My leader doesn’t want to take the blame when something goes wrong? That’s fine with me. I’m going to take the blame. And you have to think about that one. That one can be tricky because you think to yourself, “If I take the blame, I’m going to look bad. I’m going to look bad in front of the team and in front of the more senior boss—my weak boss’s boss.” But think about it from a leader’s perspective. Let’s say the mission was a failure, and the boss comes in to find out what happened. Listen to the way this situation plays out: I’m the guy that was in charge of the mission and I say, “Sorry, boss, we failed. But it wasn’t my fault. It was his fault,” and I point the finger at someone else. Now imagine that the guy I pointed the finger at says, “Yes. It was my fault. Here’s what happened. Here are the mistakes I made. And here is what I am going to do to fix the situation next time.” Who does the senior boss respect more? The guy who blamed someone or the guy who took responsibility—the guy that took ownership? Of course, it is the guy that takes ownership of

The whole world knew about the piracy case of the tanker Maersk Alabama, which three Navy SEAL sharpshooters saved the imprisoned ship captain. Those SEALs spent a full day lying in wait with their weapons trained on the pirate boat, waiting for the kill command. When the order came down, they instantly fired their sniper rifles, with their own vessel bobbing at a different rate from the pirates’ boat, having no room for error if the captive was to survive. The snipers took out all three pirates in a single shot while sparing the kidnapped victim. Captain Richard Phillips was freed unharmed from the close quarters of that little boat, while the dead bodies of the three armed pirates slumped around him. Details of DEVGRU training are not available to explain this feat of timing and marksmanship, but the results testify to its deadly effect. SEAL Team Six founder Richard Marcinko has said that his budget for ammunition for his men’s training was greater than that of the entire Marin Corps. The comment might be dismissed as braggadocio if not for undeniable results produced under intense and deadly pressure. Consequently, by the time Jessica Buchanan was being marched into a pitched-black desert to her own mock execution two years later, the same people at the White House who took note of her disappearance had reason to wonder if it might be time for another visit to the region from the men you don’t see coming.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

Tom's Navy SEAL team nicknamed him 'Tailspin', especially after sustaining his knee injury, but Joe likes to call him his 'Lucky Charm' -- saved his tail too many times to count.

Getting a job done fast is fruitless if it isn’t done right. Individuals and Teams must constantly evaluate their progress. If an individual or Team starts to lose focus, they must take a step back and review.

Kyle would point out that snipers, especially in urban warfare, decrease the number of civilian casualties. Sniper teams are generally pinpoint strikers, their jobs the combat equivalent of a scalpel cut. Plus, he said, “I will reach out and get you however I can if you’re threatening American lives.

On the other hand, when you work hard, do your job, and help others on your team, you’ll make a lasting impression. People remember who was competent, who worked hard, who was fair, and who was their friend. People will remember when you came through.

A functioning team is more than just a group of people with a common goal. It’s a group of people who can work toward that common goal despite having different opinions about how to reach it. No, not everyone has the same say. No, not everyone’s opinion will play a part in the end. The boss makes the final decision and will live or hang by that decision.

How do successful leaders respond when someone congratulates them on a good job? They start talking about the great team they’ve got working for them. How this person or that person stepped up in the effort. Or how everyone really came together to pull through. Why? Because they know what it takes to succeed. It takes a team.

Cong and VC sympathizers used to warn of American presence in the area. For example, they’d place

She would love to think he was reluctant to leave her, but she realized he was waiting to make sure she got safely into the house before he drove away. Zane might be the most frustrating man on earth, a paradox she couldn't figure out, but he was the type of guy to make sure a woman was safe before he left her in the dark. Just as he was the type of man who'd chosen the best knife for her to carry to Nigeria. He was also the type to kiss a woman breathless and leave her alone and confused. With a sigh, she turned and made her way to the front door, digging for her key as she went. One sleepless night pondering Zane and this odd day definitely wouldn't be enough to figure out the mystery of the man. But, it would be a start...

Every Navy SEAL is supremely confident, because we’re indoctrinated with a belief in victory at all costs; a conviction that no earthly force can withstand our thunderous assault on the battlefield. We’re invincible, right? Unstoppable. That’s what I believed to the depths of my spirit on the day they pinned the Trident on my chest. I still believe it. And I always will.

In death, as in life, we stand together, always a family, always a team. The brotherhood never dies.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

The concept that there were no bad teams, only bad leaders was a difficult one to accept but nevertheless a crucial concept that leaders must fully understand and implement to enable them to most effectively lead a high-performance team.

Whether in SEAL training, in combat on distant battlefields, in business, or in life: there are no bad teams, only bad leaders.

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 you are on your own, I don’t care how good you are, you won’t be able to handle it.

Even the most competent of leaders can be overwhelmed if they try to tackle multiple problems or a number of tasks simultaneously. The team will likely fail at each of those tasks. Instead, leaders must determine the highest priority task and execute. When overwhelmed, fall back upon this principle: Prioritize and Execute.

With SEAL Teams—just as with any team in the business world—there are leaders who try to take on too much themselves. When this occurs, operations can quickly dissolve into chaos. The fix is to empower frontline leaders through Decentralized Command and ensure they are running their teams to support the overall mission, without micromanagement from the top.

There are, likewise, other senior leaders who are so far removed from the troops executing on the frontline that they become ineffective. These leaders might give the appearance of control, but they actually have no idea what their troops are doing and cannot effectively direct their teams. We call this trait “battlefield aloofness.” This attitude creates a significant disconnect between leadership and the troops, and such a leader’s team will struggle to effectively accomplish their mission.

As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand. This is what leading down the chain of command is all about.

PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated.

A leader must be close with subordinates but not too close. The best leaders understand the motivations of their team members and know their people—their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself. Leaders must never get so close that the team forgets who is in charge.

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.

set ego aside, accept responsibility for failures, attack weaknesses, and consistently work to build a better and more effective team.

Put simply, Cover and Move means teamwork. All elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose. Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If they forsake this principle and operate independently or work against each other, the results can be catastrophic to the overall team’s performance.

remember: the enemy gets a vote.” “The enemy gets a vote?” the plant manager repeated, questioning what that meant. “Yes. Regardless of how you think an operation is going to unfold,” I answered, “the enemy gets their say as well—and they are going to do something to disrupt it. When something goes wrong—and it eventually does—complex plans add to confusion, which can compound into disaster. Almost no mission ever goes according to plan. There are simply too many variables to deal with. This is where simplicity is key. 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.” “That makes sense,” the chief engineer said. “We

Well done; you kept your composure and you made clear calls. You got the help you needed and kept the rest of your team alive.

Simple: this principle isn’t limited to the battlefield. In the business world, and in life, there are inherent complexities. It is critical to keep plans and communication simple. Following this rule is crucial to the success of any team in any combat, business or life.

Principle 1: Leaders Embrace Extreme Ownership. "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." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "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." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

The best teams employ constant analysis of their tactics and measure their effectiveness so that they can adapt their methods and implement lessons learned for future missions.