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.
As leaders – both in our personal lives and professional careers – how do we properly give resources to our teams? Or families? How do we give the resources needed for success to ourselves? Let’s think about this in terms of three different aspects: opportunity, access, and time.
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.
How to get promoted at work? This popular question often comes after feelings of frustration. Read this guide to learn how to get a promotion. Click here.
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.
Most underperformers don’t need to be fired; they need to be led. In this course, you will learn about the escalation of counseling that helps you understand when someone needs to be mentored versus when it is time to fire someone. The dichotomy here is learning to balance caring about your people and helping people improve while not allowing them to negatively affect the team.
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.
Jocko and Good Deal Dave Analyze some issues and look for solutions.
Jocko and Good Deal Dave Analyze some issues and look for solutions.
Jocko and Good Deal Dave analyze problems and find solutions for companies.
Jocko and Good Deal Dave Analyze some issues and look for solutions.
