“No matter how exhausted from an operation or how busy planning for the next mission, time is made for this debrief because lives and future mission success depend on it. A post-operational debrief examines all phases of an operation from planning through execution, in a concise format. It addresses the following for the combat mission just completed: What went right? What went wrong? How can we adapt our tactics to make us even more effective and increase our advantage over the enemy? Such self-examination allows SEAL units to reevaluate, enhance, and refine what worked and what didn’t so that they can constantly improve. It is critical for the success of any team in any business to do the same and implement those changes into their future plans so that they don’t repeat the same mistakes.” ~ Leif Babin, Extreme Ownership (Page 208)
“Trust is not blindly given. It must be built over time. Situations will sometimes require that the boss walk away from a problem and let junior leaders solve it, even if the boss knows he might solve it more efficiently. It is more important that the junior leaders are allowed to make decisions—and backed up even if they don’t make them correctly. Open conversations build trust. Overcoming stress and challenging environments builds trust. Working through emergencies and seeing how people react builds trust.” ~ Jocko Willink, Extreme Ownership (Page 191)
“Everyone has an ego. Ego drives the most successful people in life—in the SEAL Teams, in the military, in the business world. They want to win, to be the best. That is good. But when ego clouds our judgment and prevents us from seeing the world as it is, then ego becomes destructive. When personal agendas become more important than the team and the overarching mission’s success, performance suffers and failure ensues. Many of the disruptive issues that arise within any team can be attributed directly to a problem with ego.” ~ Jocko Willink, Extreme Ownership (Page 100)
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They must impart this understanding to their teams down to the tactical-level operators on the ground. Far more important than training or equipment, a resolute belief in the mission is critical for any team or organization to win and achieve big results.” ~ Jocko Willink, Extreme Ownership (Page 77)
“In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission. Even when others doubt and question the amount of risk, asking, ‘Is it worth it?’ the leader must believe in the greater cause. If a leader does not believe, he or she will not take the risks required to overcome the inevitable challenges necessary to win. And they will not be able to convince others—especially the frontline troops who must execute the mission—to do so.” ~ Jocko Willink, Extreme Ownership (Page 76)
“Leadership is the most important thing on any battlefield; it is the single greatest factor in whether a team succeeds or fails. A leader must find a way to become effective and drive high performance within his or her team in order to win. Whether in SEAL training, in combat on distant battlefields, in business, or in life: there are no bad teams, only bad leaders.” ~ Leif Babin, Extreme Ownership (Page 62)
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard.” ~ Leif Babin, Extreme Ownership (Page 55)
“When it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard. Therefore, leaders must enforce standards. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher expected standard is achieved.” ~ Leif Babin, Extreme Ownership (Page 54)
“There are no bad teams, only bad leaders. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.” ~ Leif Babin, Extreme Ownership (Page 49)
“Leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team. By leadership, we do not mean just the senior commanders at the top, but the crucial leaders at every level of the team—the senior enlisted leaders, the fire team leaders in charge of four people, the squad leaders in charge of eight, and the junior petty officers that stepped up, took charge, and led. They each played an integral role in the success of our team.” ~ Jocko Willink and Leif Babin, Extreme Ownership (Page 11)
“Leadership is the most important thing on the battlefield and the principles of good leadership do not change regardless of the mission, the environment, or the personalities of those involved. Leading is leading.” ~ Jocko Willink and Leif Babin, Extreme Ownership (Page xiv)
“Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.” ~ Jocko Willink and Leif Babin, Extreme Ownership (Page xii)
“The elders were all proof that you could live a full and fulfilling life even when the weather turned stormy. So why worry about the clouds in the forecast? Live your life, put on a show, take a chance, give thanks for your failures along with your successes—they’re two sides of the same coin. If we’re living longer, maybe we have an obligation to live better: wiser, kinder, more grateful and forgiving, less vengeful and covetous. All those things make life better for everyone, but especially the person trying to live by them. Even, I would add, when we fail in our attempts to get there.” ~ John Leland, Happiness is a Choice You Make (Page 231)
“So often we measure the day by what we do with it—cure cancer or surf in Maui or meet with our child’s math teacher—and overlook what is truly miraculous, which is the arrival of another day. Enjoy it or not. The day doesn’t care, but if you miss it, it won’t be back again.” ~ John Leland, Happiness is a Choice You Make (Page 216)
“It takes seventy or eighty or ninety years to learn the value of another sunrise or a visit from a surly grandchild—to appreciate how amazing, really amazing, life is. They only seem paltry because we haven’t lived long enough to see their value, or survived enough losses to know how surmountable most losses are. Simple gifts can be as rewarding as more elaborate ones, and there’s no rule that a life of daily mah-jongg in a fluorescent-lit community room is less fulfilling than one of high-stakes baccarat in Monte Carlo.” ~ John Leland, Happiness is a Choice You Make (Page 215)
“I would say, that I am applying the ‘butterfly wing’ theory to my everyday life. It’s a kind of moral dictum, moral responsibility to keep in mind that whatever I do this second affects what the next second will be. So I try not to do anything negative, which is my best insurance that the world will be better next second, or at least not worse. But of course, my positive action may be undermined by 100 negative actions of others and so it may mean nothing. But I still have to follow that dictum. You can call it optimism.” ~ Jonas Mekas, via Happiness is a Choice You Make (Page 212)
“Only the young think they aren’t dying, or that aging is something that affects other people.” ~ John Leland, Happiness is a Choice You Make (Page 211)
“This may be the one-sentence essence of what I learned in my year among the oldest old: to shut down the noise and fears and desires that buffet our days and think about how amazing, really amazing, life is. Could I do this? Before the year began, my answer would have been no, that the noise and fears and desires were life itself. But as the year went along I found myself shifting my focus to the quiet beneath the noise—how unlikely the moment was, how each sliver contained a gift that might never return. Maybe this was what it meant to think like an old person. I couldn’t live wholly in the moment, because I had a future to think about, but if I had learned anything, it was to live as if this future were finite, and the present all the more wondrous as a result.” ~ John Leland, Happiness is a Choice You Make (Page 210)
“The challenge, then, is to find a purpose in life that will sustain you through the latter years. Kickboxing might not be a great choice, but painting, political activity, time with family, or passing along your skills to the next generation can be a reason for living at any age. Practice law, feed the hungry, teach piano, harass your congressman, tell your story. It’s your purpose in life: make it a passion, not a hobby.” ~ John Leland, Happiness is a Choice You Make (Page 206)
“Whether we’re twenty-five or eighty-five, we can choose to live in the things that warm us—in love, humor, compassion, empathy, a supportive arm—not because they make life easy, but because they do the most for us when life is hard.” ~ John Leland, Happiness is a Choice You Make (Page 194)