The Extreme Ownership Rundown

Latest Episodes:

Accountability May 31, 2022

Show notes

Often, leaders we work with demand more accountability for people with whom they work. “We need to start holding people accountable,” they tell us. Such comments are often accompanied by complaints of individuals or teams within the organization who are underperforming or falling short of the perceived standard. Accountability is a tool to get people to comply. It carries the idea that there will be consequences for underperformance: punishment; counseling; loss of pay or privileges; maybe someone will even get fired. In the military, this might be a “stern talking-to behind the milvan [shipping container].” Accountability is a tool, but it should be used only as a last resort.

Check The Ego May 11, 2022

Show notes

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 ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation.” When you can’t control your ego, it can become the greatest instrument of your own destruction.

Leadership Capital May 03, 2022

Show notes

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.

The Power of Detachment Apr 14, 2022

Show notes

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.

What Makes a Good Team Member? Mar 30, 2022

Show notes

What makes a good team member?

“What makes a good SEAL?” Jocko asked a group of leaders at one of Echelon Front’s Field Training Exercises. Having worked closely with Jocko since 2005, I often know the answer to the questions he poses. But I wasn’t exactly sure which direction he was going with this one.

“It’s not the best shooter, or the best diver, or the best jumper, or the best in any other skillset required in the SEAL Teams,” Jocko explained. “The best SEAL is the person that puts the team before themselves.”

As soon as I heard Jocko’s answer, I knew that was exactly right. I worked with SEALs who were highly skilled individuals in particular skillsets. But if they didn’t put the team first—if they only looked out for themselves—they were not the ones hand-selected for a critical mission. The SEALs that put self-interest ahead of the team or the mission never achieved the respect and admiration of their peers. But the SEALs who put the team first were highly respected, admired among their peers, as well as by their chain of command.

A good team member puts the team before themselves.

How Do You Create Buy In? Mar 21, 2022

Show notes

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.” We get this question from individuals who step in to try and solve a problem, but whose peers, another team, or different departments aren’t on board with the solution. Sometimes the question is directed up the chain of command when someone recommends a course of action to their boss, but the boss isn’t convinced it’s the best option.

On the home front, the question is often directed toward a spouse who pushes back against a decision or course of action, kids who refuse to implement guidance, or parents or siblings who disagree with what seems like an effective solution.

So, how do you get others to buy-in? The answer isn’t complicated.

GIVE OWNERSHIP.

How Do You Get Others to Take Ownership? Feb 15, 2022

Show notes

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?

In the workplace, the question is often directed toward a peer who dropped the ball on something, at a boss who blames the team for under performance, or toward a team that isn’t getting the job done to a leader’s satisfaction.

On the home front, the question is often directed toward a spouse who reacts negatively to even the most constructive criticism, kids who won’t listen, or toward parents or siblings who refuse needed help or guidance.

Everywhere, in human interactions, we see others who could benefit if they would only stop making excuses, accept feedback, put their ego in check and take ownership.

So, how do you get others to take ownership?