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Each month a new guest sits down with Leif Babin to share how the principles of Extreme Ownership worked for them whether in their personal lives or in business. This month’s guest is Fire Chief PJ Langmaid.
Most leadership problems are common. Everyone must tackle these same or similar problems in order to be successful. Leadership is the solution.  
Leif Babin explains it’s how we deal with mistakes and problems is more important than the error itself.
In today’s episode of Leadership Lessons in History, we’re going to talk about decentralized command. This is a concept that is really hard for people, that don’t have actual military experience, to understand because oftentimes we think of military leadership as simply just ordering people to do things, robots carrying out those orders without any ability to question those orders. The reality is, the best, most effective units in the military, just like the best teams out there, employ decentralized command. What decentralized command means is that everybody leads. Everybody leads. Everybody understands the overall goal, and the purpose, and the end state that we’re trying to achieve. They’re able to step up and lead, and overcome obstacles, and make decisions, and make things happen to move the team forward in a positive direction toward that overarching goal. That’s the power of decentralized command. One great example of that is the Battle of Gettysburg.
Effective leaders practice seeing from different perspectives. In the military, we conducted reconnaissance missions by employing a clover leaf pattern to observe the target from 360 degrees.
Each month a new guest sits down with Leif Babin to share how the principles of Extreme Ownership worked for them whether in their personal lives or in business.
There is no growth in the comfort zone. Training should push people beyond where they are comfortable so that they learn to handle those situations and grow.
For any disagreement with others, you must first consider that you might be wrong. Whether it’s a family member, a team member at work, or our boss, when we disagree on something or don’t seem aligned, you need to start with humility. This requires detachment. It requires keeping your ego in check.
The indirect approach simply means, taking actions that allow another person to reveal the truth to themselves rather than trying to force someone to see the truth. It means, instead of confrontation, ask earnest questions. It may not seem like it, but this is actually the shortest route to leading successfully and influencing others for the good of the team and the mission.
Bad Boss? Frustrated? Whether you have a micromanaging boss, a weak or indecisive boss, a self-promoter or an egomaniac, these common leadership challenges can leave you feeling powerless. Read this and learn how to succeed, despite your bad boss. Click here.
Leadership is about dealing with people. And everyone is different. One of the most challenging aspects of leadership is learning how to work with different personality types. While there are general categories, such as introvert or extrovert, into which you can lump personality types, no two people are exactly the same.
No one is born with great leadership ability. Leadership is a skill that must be taught, learned, and developed over time through training, practice, and repetition. Some people are born with attributes that enable them to develop faster and outperform others as they develop their leadership skills. But without learning the skills required to lead, such people will not ultimately succeed. The pathway to becoming a good leader lies in learning and developing leadership skills through training, education, and continuous, dedicated effort
Some people are raised to see an outburst of anger as an exercise of authority, or a way to exert oneself, as a sign of strength. But when you aren’t able to detach from your emotions, it’s actually a sign of weakness. It may sometimes work tactically, but it’s a strategic loser
In order to think strategically, you must detach. It’s human nature that we dive into the details of a problem, which means we often get lost in the weeds and lose sight of the strategic picture. You can’t let that happen. Stay detached and think strategically ALL THE TIME.
Stop blaming the boss, and instead, blame yourself. Don’t point fingers up the chain of command. Instead, take Extreme Ownership. If your boss struggles with getting things done, then help the boss to prioritize and execute and see what you can take off the boss’s plate.
At Echelon Front, we believe that if you interact with other human beings in any capacity, you are a leader. Even if you are only in charge of yourself and your small piece of the mission, you have to lead.
Accountability is a tool, but it should be used only as a last resort.
Powered by RedCircle Ego drives us to do extraordinary things. It makes people want to win; strive to be the best in their field or industry. But ego can also be the most destructive force imaginable. In Extreme Ownership, Jocko wrote: “Ego clouds and disrupts everything: the planning process, the
Think of the amount of influence you have on the people around you as a bank account. Leadership capital represents the funds available in that account. In every interaction with others, you are either depositing funds and acquiring more leadership capital, or you are debiting the account and spending your leadership capital. This applies to every interaction with anyone: both up and down the chain of command, peer to peer, and those outside of your immediate organization. It also applies in your personal life, with family members and friends. Every interaction with others either earns you leadership capital or expends it.
How do you handle multiple problems at the same time? The answer is DETACH. When you detach—when you pull yourself out of the details, it gives you a better perspective on the strategic goals and what is most important. Learn how.