Extreme Ownership - Key Takeways

Leadership takes a whole lot of practice, intentional practice and reading the book 'Extreme ownership' is another confirmation that the road is narrow, steep and dangerous but the reward of following your calling is worth it. Some takeaway that I want to quickly jot down and share here are as follows:

• A great leader teaches a team so well that even in his/her absence the team will thrive
• Even with less natural ability one can develop into highly effective leaders, if we are willing to learn, be intentional of the skills sets that better ourselves and others. Leaders are not just born; they are also made. 

TAKEAWAY #1: Extreme Ownership is about taking ownership of your mission and being truly responsible for everything.  Recognizing your excuses that you tell yourself why you can or can't do something is just an excuse. 

TAKEAWAY # 2: Set and hold your team to high standards of excellence. It is not what you preach it is what you tolerate. Leaders must ensure that tasks are repeated until the highest expected standard is achieved. 

TAKEAWAY # 3: Simplify. As mentioned in the previous post plans and orders must be communicated in a manner that is simple, clear and concise. Brief to ensure the lowest common denominator on the team understands. Encourage questions and communications. 

TAKEAWAY # 4: Snowball Effect. Even the most competent leaders cannot tackle multiple problems simultaneously.  Try to stay a step or two ahead of real-time problems.  Don't get into the weeds of details too much so that you lose strategic perspective. 

TAKEAWAY # 5: Contingency Plans. The authors talk about QRPs - Quick reaction plans, if a team has been briefed about contingencies the team can rapidly execute when problems arise without specific directions. Anticipate with your best ability challenges before they happen, map out an effective response plan. Communicate these strategies to your team. Accept and mitigate risks. 

TAKEAWAY # 6: Prioritize & Execute. Again it is easy to get lost in the details "Pull yourself from the firing line" to maintain a strategic picture. Don't go too forward and don't be too behind. Keep a pulse of your unit and your big strategic objectives. Evaluate the highest priority and lay out the highest priority effort for your team. 

TAKEAWAY # 7: Decentralize Command. Trust and delegate. Give ownership to planning and your team will own the plans. Create organizational charts, build trust and communicate some clear objectives. I cannot take on more than 6 leads as a direct report. Think rigorously about reorganization and using key players strategically on the board. 

TAKEAWAY # 8: Plan Ahead. The mission you leade and undertake must be simplified so it is clear and connected to the strategic vision. Delegating the planning process to key subordinate leaders, encourage team participation and feedback while planning and briefing all participants once the plan is established. Conducting post operational debriefs is extremely important. Knowing even if there are leaders who may not agree with your plan once the plan is executed make everyone own the plan.

TAKEAWAY # 9: Leading Up & Down the Chain of Command.  Explain to your team members the strategic plan, make them and the leadership situationally aware. Situational awareness up and down the chain is important and how you communicate at each level horizontally, vertically and with team members who are not in your direct chain are important. Use negotiation, influence, and favor for up the chain and for teams, partners, vendors and leaders who are not in your chain of command

TAKEAWAY # 10: Discipline equals Freedom.  Discipline is the pathway to freedom. Understand the dichotomies of leadership.  Put aside ego and personal agendas to ensure the mission and the team has the greatest chance to accomplish strategic goals.