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.
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.
The best team members are the ones that put the team and the mission ahead of themselves. They actively seek to help others, provide assistance, share resources, pass on lessons learned, and dedicate time and energy to supporting the team, even where it strays beyond their assigned roles and responsibilities. That’s what makes a good teammate, a good employee, a good team member.
Jocko and Leif discuss the importance of realistic, fundamental, repetitive training. You will learn why those three factors are so important and how to balance training that pushes the team out of their comfort zone without demoralizing them to the point that they fail to learn.
How do you get others to accept your plan or course of action and execute it as if it were their own?
We get this question all the time from a leader of a team pushing their people to execute on a new strategy or adopt a new process, but their team members aren’t fully “bought in.”
In this video he talks about how George Washington gets Default Aggressive and secures a victory at the Battle of Trenton.
When it comes to taking ownership, perhaps the most frequently asked question we get at Echelon Front is: How do I get others to take ownership?
What is the ultimate dichotomy of leadership? Leif Babin answers that question and explores the Battle of Long Island during the American Revolution.August 27th, 1776, the Battle of Long Island, or the Battle of Brooklyn. This was the largest battle of the American Revolution and it was a total victory
How do I deal with a micromanaging boss? If you’ve ever asked this question, you need to read this. Click here to learn how to to deal with a micromanaging boss.
It’s human nature to get comfortable with success. Victory breeds confidence. Successive victories multiply that confidence which can lead to complacency. When leaders and teams get complacent, they fail to thoroughly plan for contingencies since the potential for challenges and obstacles seems far-fetched. However, this mindset sets the team up for disaster.
Extreme Ownership is all about you. Rather than try and force others to change their behavior, you can change yours.