Taking Extreme Ownership as a Leader

In the world of leadership development, it's rare to find a concept that genuinely challenges our preconceptions and pushes us to grow. Yet, that's exactly what happened when Michael S. and I covered Extreme Ownership by Jocko Willink and Leif Babin for the latest episode of our Love and Leadership podcast.

As someone who typically shies away from military-centric leadership books, I was initially skeptical. However, as we unpacked the core principles, I found myself both challenged and inspired. Today, I want to share some key takeaways that I believe can transform how we approach leadership in any field.

#1: The Essence of Extreme Ownership

This concept is about owning everything in your world. At first, I worried it might lead to unhealthy self-blame. But it's more about problem-solving than beating yourself up. It's about saying, "Okay, this situation isn't ideal, but what can I do to improve it?" This mindset shift alone can be transformative.

Practical Tip: Next time a project derails, start the post-mortem by outlining what you could have done better as the leader. It sets a tone of constructive problem-solving rather than blame-shifting. Ask yourself: "What information did I fail to provide? How could I have communicated more clearly? What support did my team need that I didn't give?" This approach not only improves future outcomes but also builds trust within your team.

#2: Keep It Simple, Seriously

In battle, clear instructions can save lives. While our office stakes aren't quite that high, the principle is gold. How often have we found ourselves bogged down in overly complex strategies or convoluted communication? By striving for simplicity, we can ensure that our teams understand their objectives and can execute effectively, even in high-pressure situations.

Practical Tip: Before your next big meeting, challenge yourself to boil down your main point to a single, clear sentence. It forces clarity and makes the whole meeting more productive. If you're launching a new initiative, try explaining it to someone outside your department. If they can't understand it, it's probably too complex.

#3: Prioritize and Execute (When Everything's On Fire)

We've all had those days where ten urgent things are screaming for attention at once. The book offers a straightforward approach: "Relax, look around, make a call." This method helps leaders avoid becoming overwhelmed and instead focus on tackling the most critical issues first.

Practical Tip: Start each day by writing down your "One Thing" - the task that, if completed, will make everything else easier or less important. Focus on that first. When multiple crises hit, take a moment to step back and assess. Which problem, if solved, would alleviate the others? Start there, and don't move on until it's addressed.

#4: Decentralized Command: Trust Your People

Decentralized command is all about empowering your team to make calls within the bigger picture of what you're trying to achieve. In practice, this means clearly communicating the overarching goals (or "commander's intent") and then trusting your team to figure out the best way to achieve those goals. It's a shift from micromanagement to empowerment, and it can dramatically increase your team's effectiveness and agility.

Practical Tip: For your next project, try outlining the desired outcome and let your team figure out how to get there. You might be surprised by their creativity and increased engagement. Provide clear guidelines and be available for questions, but resist the urge to dictate every step. This approach not only produces better results but also develops your team's problem-solving skills.

#5: Leading Up?

Good leadership isn't just about managing your team. It's also about "leading up" - making sure your bosses have what they need to make smart decisions. This approach creates a more cohesive and effective organization where information flows freely and everyone is aligned towards common goals.

Practical Tip: Make it a habit to regularly ask your boss, "What can I do to make your job easier?" It opens up conversations you might not have otherwise. Also, when presenting problems to higher-ups, come prepared with potential solutions. This shows initiative and makes their job easier, which in turn makes your ideas more likely to be approved.

#6: The Leadership Balancing Act

One of the trickier ideas in Extreme Ownership is the concept of balancing seemingly opposite leadership qualities. You need to be confident but not arrogant, brave but not reckless, competitive but gracious in defeat. This recognition of leadership as a constant balancing act resonated deeply with me. It's a reminder that there's no one-size-fits-all approach to leadership, and that we must constantly adjust our style to fit the situation at hand.

Practical Tip: After your next big decision, deliberately seek out opposing viewpoints. It keeps you balanced and often reveals blind spots you hadn't considered. Try to cultivate relationships with team members or colleagues who think differently from you. Their perspectives can be invaluable in helping you maintain this balance.

#7: No Bad Teams, Only Bad Leaders

This provocative statement challenges us to look inward when our teams aren't performing. While it might seem harsh at first, it's actually an empowering concept. If the success of our team truly rests on our shoulders, then we have the power to turn things around. This doesn't mean that individual team members don't have responsibility for their actions. Rather, it emphasizes that as leaders, we set the tone, create the culture, and ultimately bear responsibility for our team's performance.

Practical Tip: Start a weekly self-review practice, asking, "How did my actions impact my team this week?" It helps identify areas where you need to step up or adjust your approach. If you notice recurring issues in your team, resist the urge to blame individuals. Instead, consider what systemic changes you could implement to address the root cause

#8: Believe in the Mission (and Make Sure Your Team Does Too)

For a team to really bring their A-game, they need to understand why what they're doing matters. As leaders, we need to clearly communicate not just what needs to happen, but why it's important. This goes beyond simply issuing orders or setting targets. It's about creating a shared sense of purpose that motivates and inspires our teams to give their best efforts.

Practical Tip: Make it a rule: No new initiative gets launched without a clear explanation of why it matters. Spend more time on the 'why' than the 'what' in team meetings. Try connecting your team's daily tasks to the larger mission of the organization. When people understand the impact of their work, they're more likely to be engaged and committed.

#9: Discipline Creates Freedom

At first glance, this concept might seem paradoxical. However, it's a powerful reminder that by creating structures and habits, we actually free ourselves up to be more creative and effective. In practice, this might mean establishing clear processes and routines that allow our teams to operate more autonomously and efficiently.

Practical Tip: Start by documenting one process you do regularly. It not only makes it more efficient but frees up mental energy for more creative tasks. Consider implementing standard operating procedures for routine tasks. While it might seem constraining at first, you'll likely find that it actually creates more space for innovation and strategic thinking.

#10: The Ultimate Goal: Work Yourself Out of a Job

Perhaps the most profound insight from the book is that the ultimate goal of a leader should be to create more leaders. By empowering our team members, teaching them to take ownership, and helping them develop their own leadership skills, we create a more resilient and capable organization. This approach requires us to set aside our egos and focus on the long-term success of our teams and organizations.

Practical Tip: For your next project, put someone unexpected in charge. Guide them, but let them lead. It's a great way to develop future leaders within your team. Look for opportunities to delegate not just tasks, but real responsibility. When a team member comes to you with a problem, resist the urge to solve it for them. Instead, coach them through the process of finding a solution themselves.

While I'm not rushing out to read more military books anytime soon, I'm grateful for the insights from Extreme Ownership. These ideas have already started to change how I approach my work as a coach, and I think they have the potential to transform leadership across all kinds of industries.

What do you think about these concepts? Have you tried any of them in your own leadership? I'd love to hear your thoughts and experiences.?