The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win
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realism, hard training and
real-world experience, hard training and
recklessness, “disease of victory” and
“REDBULL SIX” call sign
relationship building, humility and
relationships, balance in leadership and
“remain over day” operations
removing people. See mentorship vs. firing conflicts
repetition, hard training and
replacement issues, in mentorship vs. firing conflicts
respect, humility and
responsibility
Extreme Ownership and
for hard training
leadership and
rigidity. See discipline vs. rigidity conflicts
risks
aggressiveness and
contingency planning and
of friendly fire
of IEDs
mentorship vs. firing conflicts assessment of
mission risk vs. care conflicts
mitigating
National Guard and
in SEAL training
of Task Unit Bruiser in Battle of Ramadi, 2006
of underperformance
roadside bombs. See improvised explosive devices
role-players, in SEAL training
Route Michigan, in Battle of Ramadi
routes, contingency planning and secondary
rucksacks (rucks)
safety violations, SEAL Teams and
sales scripts, discipline vs. rigidity conflicts and
SALT. See Supporting Arms Liaison Team
SEAL Qualification Training (SQT)
SEAL Team Seven. See also Echo Platoon
SEAL Team Three. See also Task Unit Bruiser
SEAL Teams
aggressiveness and
breach teams and
casualties of
combat experience of
diverse backgrounds in
leadership lessons from
live-fire drills for
machine guns and
NSW coordination with
overwatch teams
personnel shortages in
point man in
pre-deployment workup of
professional appearance for
radio communications of
safety violations and
service and duty of
SOPs for
Trident Review Board and
unit patches of
weak leaders in
SEAL training. See also hard training; leadership training
Black Hawk Down scenario in
BUD/S and
contingency planning and
CQC block in
critical importance of
criticisms of
debriefing in
Extreme Ownership lessons in
for “the fog of war”
FTXs and
humility and
IADs in
Junior Officer Training Course and
“kill house” for
land warfare block in
leadership’s importance demonstrated in
learning from failure in
mobility block in
MOUT town for
overbearing vs. lenience conflicts in
pre-deployment workup and
pressure of
risks and
role-players in
on ships at sea
Simulation rounds in
SQT and
SR block in
terrain and
TRADET and
Unit Level Training and
for worst-case scenario
secondary routes, contingency planning and
second-guessing, leadership and
“Seize, Clear, Hold, Build” strategy, for Battle of Ramadi, 2006
self-accountability
self-induced problems
self-reliance, for Decentralized Command
Sharkbase. See also Camp Marc Lee
Simple, Law of Combat
Simulation rounds, in SEAL training
slack. See also overbearing vs. lenience conflicts
Decentralized Command and
leadership capital and
missing equipment and
Small Unit Riverine Crafts (SURCs)
SOF units. See special operations force units
Soldiers. See also specific units
anonymity of
“train” of
SOPs. See standard operating procedures
special operations force (SOF) units
special reconnaissance (SR) training block
“Sprint and Hold,” Marines and
SQT (SEAL Qualification Training)
SR training block. See special reconnaissance training block
stagnation, in war
“stand by,” meanings of
standard operating procedures (SOPs)
Cover and Move and
discipline and
for SEAL Teams
standards
hard training and
for leadership
for mentorship vs. firing conflicts
Stone, Seth
“strap hangers”
strength
in following for leading
humility vs. passivity conflicts and
for leadership
in overbearing vs. lenience conflicts
as weakness
stretch goals, in business
“sucking mud”
Supporting Arms Liaison Team (SALT)
SURCs. See Small Unit Riverine Crafts
tactical operations center (TOC)
Task Force Bandit
Task Force Red Currahee
task group
“task saturated” individuals
Task Unit Bruiser
Battle of Ramadi risks of
casualties of
C-Lake operation and
esprit de corps of
junior leader empowerment in
leadership allocation challenges of
machine guns carried by
performance of
programming radios in
Ready Room of
teamwork and
training of
unit patches of
“Visit, Board, Search, and Seizure” operations of
Team Bulldog
teamwork, Task Unit Bruiser and
temper
temperature, equipment and
terrain
Battle of Ramadi, 2006, challenges with
SEAL training for
threats
accountability and
in Battle of Ramadi, 2006
of micromanagement
3/8 Marines
TOC. See tactical operations center
TRADET (Training Detachment)
“train” of Soldiers
training. See leadership training; SEAL training
Training Detachment (TRADET)
training intensity. See hard training
trash piles, IEDs in
Trident Review Board
trust
boss relations and
chain of command rebuilding
Decentralized Command and
hard training building
humility and
in National Guard
uncertainty, aggressiveness and
underperformance. See also mentorship vs. firing conflicts
addressing
Extreme Ownership and
leadership for
replacement issues with
risk of
“task saturated” individuals and
Trident Review Board for
Unit Level Training
unit patches
vehicle-borne improvised explosive devices (VBIEDs)
“VietRam”
“Visit, Board, Search, and Seizure” operations, of Task Unit Bruiser
war
casualties as nature o
f
fear and
“the fog of war”
humor and
learning from
stagnation in
water, contingency planning and
weak leaders, in SEAL Teams
weakness, strength as
workup, pre-deployment
Also by Jocko Willink and Leif Babin
Extreme Ownership: How U.S. Navy SEALs Lead and Win
ABOUT THE AUTHORS
JOCKO WILLINK (right) and LEIF BABIN served as U.S. Navy SEAL officers in some of the toughest sustained urban combat in the history of the SEAL teams. Their task unit, Naval Special Warfare Task Unit Bruiser, was the most highly decorated special operations unit of the Iraq War. After returning, Babin and Willink captured crucial lessons learned and trained the next generation of SEAL leaders. In 2012 they founded Echelon Front, a leadership training company that teaches others how to build, train, and lead the most effective, high-performance, winning teams. Their first book, Extreme Ownership, is a #1 New York Times bestseller. Jocko Willink has also written the New York Times bestselling book Discipline Equals Freedom: Field Manual, as well as the bestselling children’s books Way of the Warrior Kid and Marc’s Mission, and hosts the top-rated podcast Jocko Podcast.
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CONTENTS
Frontispiece
Title Page
Copyright Notice
Dedication
Map
Preface
Introduction: Finding the Balance
PART I: BALANCING PEOPLE
Chapter 1: The Ultimate Dichotomy
Chapter 2: Own It All, but Empower Others
Chapter 3: Resolute, but Not Overbearing
Chapter 4: When to Mentor, When to Fire
PART II: BALANCING THE MISSION
Chapter 5: Train Hard, but Train Smart
Chapter 6: Aggressive, Not Reckless
Chapter 7: Disciplined, Not Rigid
Chapter 8: Hold People Accountable, but Don’t Hold Their Hands
PART III: BALANCING YOURSELF
Chapter 9: A Leader and a Follower
Chapter 10: Plan, but Don’t Overplan
Chapter 11: Humble, Not Passive
Chapter 12: Focused, but Detached
Notes
Afterword
Index
Also by Jocko Willink and Leif Babin
About the Authors
Copyright
THE DICHOTOMY OF LEADERSHIP. Copyright © 2018 by Jocko Command LLC and Leif Babin LLC. All rights reserved. For information, address St. Martin’s Press, 175 Fifth Avenue, New York, N.Y. 10010.
www.stmartins.com
Cover design by Ervin Serrano
Cover illustration by Peter Bollinger
The Library of Congress Cataloging-in-Publication Data is available upon request.
ISBN 978-1-250-19577-7 (hardcover)
ISBN 978-1-250-19578-4 (ebook)
eISBN 9781250195784
Our ebooks may be purchased in bulk for promotional, educational, or business use. Please contact the Macmillan Corporate and Premium Sales Department at 1-800-221-7945, extension 5442, or by email at MacmillanSpecialMarkets@macmillan.com.
First Edition: September 2018