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.
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.”
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?