Extreme Ownership: Values Learned
I found great inspiration in the book "Extreme Ownership" by Jocko Willink and Leif Babin. This book explores the leadership style of Navy SEAL Team commanders and highlights the principles and values that contributed to their effectiveness in their roles.
In this article, I’ve taken some excerpts from the book summary and will go over some of the values that resonated with me.
Our why’s are backed by our values…What are values? These are your guiding principles that we consciously or unconsciously use that guide us in taking actions or when making decisions. This is the foundation of why we behave the way we behave.
What does it take to lead?
We must take responsibility for each and every one of our team’s failures if we want to lead them to success.
“The SEAL units that perform the best in training are led by commanders who readily take the blame, seek out constructive criticism, and meticulously take notes on how to get better.” *
As a leader, you have a role in both successes and failures of your team. By taking responsibility for failures, a leader demonstrates humility and a willingness to learn from mistakes. This fosters a culture of trust and psychological safety within the team, as members feel supported and empowered to take risks and learn from their own errors without fear of severe consequences.
Values Learned: Accountability and Leadership
What is the mission?
"Understanding the importance of your mission will help you execute it successfully.
When Jocko Willink was told by his military commanders that his top-notch, trained SEAL team would be joining forces with the new-sprung Iraqi army, his first reaction was “hell no.” He felt they weren’t properly trained and horribly equipped and were sometimes disloyal to their American allies. In spite of this, he kept all negative feelings to himself and didn’t share them with his troops. How come? Well, he had to figure out why the plan was being implemented before speaking out against it. It turned out that including the Iraqi army in Navy SEAL operations was actually a strategic move designed to ultimately facilitate the retreat of US forces from the country.” *
When you have a clear understanding of the importance of your mission, it means you recognize the significance and purpose behind what you are trying to achieve. This understanding serves as a guiding force that motivates and informs your actions. When you fully grasp why your mission matters, you are more likely to commit yourself wholeheartedly and stay dedicated to its execution. This clarity and conviction increase your chances of success because you are driven by a deep understanding of the purpose and value your mission holds.
Values Learned: Goal-oriented
How to treat your allies?
"Do not treat your allies as competition; treat them as your support network.
After the mission, Babin found out that he had made a mistake; there was another SEAL team close by that could have given backup to his unit. However, he had been so focused on the problems of his own team that he totally forgot to ask for help. Navy SEAL has one tactic called “cover and move”, which primarily implies work as a team. The idea is that to achieve the overall mission every element must work together and help all the others. In the case above, Babin totally forgot what the other SEAL units were doing and how they could work together because he was so myopically focused on his own unit’s objectives of “evacuation without injury.” *
Your organization's diverse individuals, teams, and departments are your greatest allies. Viewing them as a support network recognizes that their unique strengths and resources complement your own—and vice versa. This mindset fosters positive relationships, encourages knowledge sharing, and leverages collective expertise to tackle challenges and achieve shared goals. Embracing this collaborative approach promotes a more harmonious and productive environment where everyone can thrive together.
Values Learned: Teamwork
How to stay effective even under pressure?
To stay effective under pressure, set clear priorities and act upon them. One of SEAL’s principles is “prioritize and execute.” “To keep this principle at heart, SEALs verbalize it in the mantra, “relax, look around, make a call.” Even highly skilled leaders will grow overwhelmed if they try to tackle every issue concurrently, which is why it’s crucial to decide on the top priority and focus on it." *
Setting clear priorities involves assessing the situation, understanding the goals or desired outcomes, and determining which actions will have the most significant impact or contribute the most to achieving those goals. This process helps you distinguish between urgent and important tasks, allowing you to allocate your time, energy, and resources effectively.
Values Learned: Discipline & Clarity
How to Plan for Success?
“Planning for success entails comprehensively identifying and mitigating risks ahead of time.
Ask this question, “Would you still have executed this mission after discovering these risks?” And the right answer is always yes.” *
As a leader, it is important that you and the team plan for uncertainties. Anticipating risks ahead of time would allow you and your team to prepare and validate the effectiveness of your plans. Run scenarios with your team and check the best possible response to every possible risk. Knowing what to do during certain situations will keep you focused on the task at hand.
Values Learned: Planning & Communication
We all have different values and that drives us on how we behave and make decisions in life. Whatever those are, always make sure that your goals are aligned with them. If you’re unsure, ask yourself, how will feel when you achieved your goals?
Try this:
List at least 10 values that are important to you and out of them, choose the top three, and identify your goals based on your top three values.
"Your whole life is controlled by two things: your beliefs and values" - Tony Robbins
*Excerpts from the Headway app. I’m not promoting the app nor will be compensated by Headway or the book authors in this article.