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NOV 12, 2024
rohit
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Extreme Ownership
Book by Jocko Willink, Leif Babin
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Read?
NOV 14, 2024
rohit
Rohit Rajan
Extreme Ownership
Just started and finished the first chapter — wow, it gave me actual goosebumps.
I rarely get that from a book, but the writing hit hard right from the start. This one’s going to be intense 📘🔥
him
Rohit Rajan
Just started and finished the first chapter — wow, it gave me actual goosebumps.
I rarely get that from a book, but the writing hit hard right from the start. This one’s going to be intense 📘🔥
Serious?
rohit
Himanshu Khanna
Serious?
Yaaa..
him
Interesting
I’m liking these book reviews from you
NOV 15, 2024
rohit
Rohit Rajan
Just started and finished the first chapter — wow, it gave me actual goosebumps.
I rarely get that from a book, but the writing hit hard right from the start. This one’s going to be intense 📘🔥
The first two chapters are a wake-up call for anyone in a leadership role.
Success starts and ends with YOU. No blame. No excuses. Just ownership and action. 💪
Sharing my key points here 👇👇
Chapter 1: Extreme ownership
- The leader must own everything in his or her world.
- There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
- The best leaders don’t just take responsibility for their job. They take extreme ownership of everything that impacts their mission.
- If someone underperforms, the leader must train and mentor them.
- But if under performer continually fails to meet standards, then leader must make tough call to terminate them and hire other who can get the job done.
- Extreme ownership means setting aside your ego. It’s about: Accepting responsibility for failures, Tackling weaknesses head-on and Constantly improving yourself and your team.
Chapter 2: No Bad Teams, Only Bad Leaders
- This one hits hard: If a team isn’t performing, it’s not the team’s fault—it’s the leader’s. Tough to accept? Yes. But it’s the only way to build a winning team.
- “It’s not what you preach, it’s what you tolerate” Leadership isn’t just about setting high standards, it’s about holding everyone to those standards. If you allow excuses or missed targets, those behaviours become the team’s culture.
- Great leaders never settle. When a leader tolerates underperformance, missed targets, or excuses, these behaviours become the norm. This can undermine the performance standards and behavioural expectations that a leader has set for their team.
- Leaders should brutally honest assessment of themselves and their team’s performance.
1
NOV 18, 2024
rohit
Rohit Rajan
Chapter 2: No Bad Teams, Only Bad Leaders
- This one hits hard: If a team isn’t performing, it’s not the team’s fault—it’s the leader’s. Tough to accept? Yes. But it’s the only way to build a winning team.
- “It’s not what you preach, it’s what you tolerate” Leadership isn’t just about setting high standards, it’s about holding everyone to those standards. If you allow excuses or missed targets, those behaviours become the team’s culture.
- Great leaders never settle. When a leader tolerates underperformance, missed targets, or excuses, these behaviours become the norm. This can undermine the performance standards and behavioural expectations that a leader has set for their team.
- Leaders should brutally honest assessment of themselves and their team’s performance.
Chapter 3: Believe
- To lead effectively, belief in the mission is non-negotiable. A leader must be a true believer in the mission to inspire others to follow. If a leader doesn’t believe, they can’t convince others—especially the frontline team executing the mission.
- Leaders must detach from the immediate tactical details and see how their mission fits into the bigger picture. Strategic thinking = better leadership.
- A leader must also communicate the “why” behind every action. It’s not enough to say what to do. Explaining the purpose helps everyone stay aligned with the mission. If a team member doesn’t understand the “why,” it’s their responsibility to ask questions. Clear understanding leads to better execution.
NOV 19, 2024
rohit
Rohit Rajan
Chapter 3: Believe
- To lead effectively, belief in the mission is non-negotiable. A leader must be a true believer in the mission to inspire others to follow. If a leader doesn’t believe, they can’t convince others—especially the frontline team executing the mission.
- Leaders must detach from the immediate tactical details and see how their mission fits into the bigger picture. Strategic thinking = better leadership.
- A leader must also communicate the “why” behind every action. It’s not enough to say what to do. Explaining the purpose helps everyone stay aligned with the mission. If a team member doesn’t understand the “why,” it’s their responsibility to ask questions. Clear understanding leads to better execution.
Chapter 4: Check the Ego
- Ego is both a driver and a destroyer. It can push you to succeed, but if unchecked, it clouds judgment and hinders progress.
- The most difficult ego to deal with is your own.
- To practice extreme ownership, you must operate with humility, recognizing weaknesses and learning from mistakes.
- We must never get complacent. This is where controlling the ego is most important.
❤️
NOV 20, 2024
rohit
Rohit Rajan
Chapter 4: Check the Ego
- Ego is both a driver and a destroyer. It can push you to succeed, but if unchecked, it clouds judgment and hinders progress.
- The most difficult ego to deal with is your own.
- To practice extreme ownership, you must operate with humility, recognizing weaknesses and learning from mistakes.
- We must never get complacent. This is where controlling the ego is most important.
Chapter 5: Cover and Move
- "Cover and Move" is the ultimate principle of teamwork. In a team, no one works in isolation. Success comes when all parts of the team align and support each other toward a common goal.
- Smaller teams within the group can get so focused on their tasks that they:
• Forget how their work impacts others.
• Start competing instead of collaborating.
• Place blame or create friction when obstacles arise.
This destroys performance
- Team members, departments, and supporting assets must always Cover and Move help each other, work together, and support each other to win.
- When one part of the team succeeds, the whole team succeeds.
NOV 27, 2024
rohit
Rohit Rajan
Chapter 5: Cover and Move
- "Cover and Move" is the ultimate principle of teamwork. In a team, no one works in isolation. Success comes when all parts of the team align and support each other toward a common goal.
- Smaller teams within the group can get so focused on their tasks that they:
• Forget how their work impacts others.
• Start competing instead of collaborating.
• Place blame or create friction when obstacles arise.
This destroys performance
- Team members, departments, and supporting assets must always Cover and Move help each other, work together, and support each other to win.
- When one part of the team succeeds, the whole team succeeds.
Chapter 6: Simple
- Complicated plans lead to confusion. Success depends on simplicity — making sure everyone knows their role and can act with clarity, even in challenging situations.
- When plans or instructions are too complex: people struggle to understand, miscommunication happens, mistakes are made. Simplicity ensures everyone is aligned and prepared.
- Leaders must encourage open communication and take time to explain key tasks. When the team understands, they can execute confidently and effectively.
❤️
DEC 1, 2024
rohit
Rohit Rajan
Chapter 6: Simple
- Complicated plans lead to confusion. Success depends on simplicity — making sure everyone knows their role and can act with clarity, even in challenging situations.
- When plans or instructions are too complex: people struggle to understand, miscommunication happens, mistakes are made. Simplicity ensures everyone is aligned and prepared.
- Leaders must encourage open communication and take time to explain key tasks. When the team understands, they can execute confidently and effectively.
Chapter 7: Prioritize and Execute
- The SEAL Motto: “Relax, look around, make a call” — Staying calm under pressure helps leaders make the best decisions, even in the most chaotic situations.
- Anticipate challenges before they arise and map out potential responses. Contingency planning gives you the clarity to adapt when things get tough.
- Avoid “target fixation.” Don’t get so focused on one problem that you miss others developing around you. Always maintain the bigger picture —step back, assess, and realign priorities as needed.
- Here’s how to implement Prioritize and Execute in your team:
• Identify the highest-priority problem.
• Clearly communicate what the team needs to focus on.
• Develop a solution with input from others.
• Direct the team’s effort toward solving this problem.
• Move on to the next priority.
❤️
him
Rohit Rajan
The first two chapters are a wake-up call for anyone in a leadership role.
Success starts and ends with YOU. No blame. No excuses. Just ownership and action. 💪
Sharing my key points here 👇👇
@mayank why don’t you do this too?
DEC 3, 2024
rohit
Rohit Rajan
Chapter 7: Prioritize and Execute
- The SEAL Motto: “Relax, look around, make a call” — Staying calm under pressure helps leaders make the best decisions, even in the most chaotic situations.
- Anticipate challenges before they arise and map out potential responses. Contingency planning gives you the clarity to adapt when things get tough.
- Avoid “target fixation.” Don’t get so focused on one problem that you miss others developing around you. Always maintain the bigger picture —step back, assess, and realign priorities as needed.
- Here’s how to implement Prioritize and Execute in your team:
• Identify the highest-priority problem.
• Clearly communicate what the team needs to focus on.
• Develop a solution with input from others.
• Direct the team’s effort toward solving this problem.
• Move on to the next priority.
Chapter 8: Decentralized Command
- No leader can manage everyone directly, especially in high-pressure, chaotic situations. That’s why teams need to be broken into smaller groups, each with a clear leader.
- Decentralized Command doesn’t mean chaos. It means empowering leaders at all levels to make decisions within their scope, while staying aligned with the overall mission.
- Junior leaders must:
• Understand the mission (the “why”).
• Trust senior leaders to back their decisions.
• Act with confidence, knowing they’re aligned with the bigger picture.
- In fast-changing, high-stakes environments, centralized control can’t keep up. Decentralized Command allows for agility, quick decisions, and mission success.
- Empower your leaders. Trust your team. Decentralized Command is how you win—whether on the battlefield, in business, or in life.
❤️
DEC 4, 2024
rohit
Rohit Rajan
Chapter 8: Decentralized Command
- No leader can manage everyone directly, especially in high-pressure, chaotic situations. That’s why teams need to be broken into smaller groups, each with a clear leader.
- Decentralized Command doesn’t mean chaos. It means empowering leaders at all levels to make decisions within their scope, while staying aligned with the overall mission.
- Junior leaders must:
• Understand the mission (the “why”).
• Trust senior leaders to back their decisions.
• Act with confidence, knowing they’re aligned with the bigger picture.
- In fast-changing, high-stakes environments, centralized control can’t keep up. Decentralized Command allows for agility, quick decisions, and mission success.
- Empower your leaders. Trust your team. Decentralized Command is how you win—whether on the battlefield, in business, or in life.
Chapter 9: Plan
- A great plan starts with a clear mission. Leaders must fully understand the mission themselves before breaking it down for their team. 🛠️🎯
- Leaders should give team members ownership of their roles within the overall plan.
Ownership = accountability. 💡
- When sharing the plan:
• Prioritize the most important details.
• Be clear, concise, and simple.
Too much information = overwhelmed team.
- Leaders should step back, observe, and adjust based on new information. Stay adaptable—no plan survives first contact without changes. 🔄
- Great leaders plan for success by:
• Simplifying the process.
• Involving the team.
• Staying flexible.
Planning isn’t just preparation; it’s how you set your team up to win. 💪
❤️
Here’s how to plan effectively:
• 🔍 Analyze the mission and the ultimate goal.
• 👥 Identify your people, assets, resources, and time.
• 🤝 Decentralize planning—let key leaders brainstorm solutions.
• 🚀 Choose the simplest and most effective course of action.
• 🛡️ Plan for contingencies and mitigate risks.
• 🗣️ Brief the team with clear communication and ensure understanding.
❤️
mayank
Himanshu Khanna
@mayank why don’t you do this too?
Sure. I'll be posting mine soon
❤️
DEC 6, 2024
rohit
Rohit Rajan
Chapter 9: Plan
- A great plan starts with a clear mission. Leaders must fully understand the mission themselves before breaking it down for their team. 🛠️🎯
- Leaders should give team members ownership of their roles within the overall plan.
Ownership = accountability. 💡
- When sharing the plan:
• Prioritize the most important details.
• Be clear, concise, and simple.
Too much information = overwhelmed team.
- Leaders should step back, observe, and adjust based on new information. Stay adaptable—no plan survives first contact without changes. 🔄
- Great leaders plan for success by:
• Simplifying the process.
• Involving the team.
• Staying flexible.
Planning isn’t just preparation; it’s how you set your team up to win. 💪
Chapter 10(Part 1): Leading Down the Chain of Command
- Good leaders don’t just manage tasks, they bridge the gap between the big-picture strategy and the team’s tactical execution. Clear communication is the key. 🧠💬
- Senior leaders focus on the strategic mission & junior team members focus on their specific tasks.
Each role is essential, but they must understand how their work contributes to the larger mission. 🚀
- Team members don’t automatically see the big picture — it’s up to leaders to explain it.
- If your team isn’t aligned with the mission, don’t blame them. Look inward. Ask:
• “Am I explaining the strategy clearly?”
• “Am I making the connection between their tasks and the overall goal obvious?”
Leadership is about responsibility, not blame.
- Leading down the chain means connecting strategy to execution. Communicate clearly, simplify the mission, and ensure your team understands their role. That’s how you win. 💪
pratyush
Amazing review!!
You’ve captured its essence beautifully. Your insights and the way you’ve expressed your thoughts make it clear how deeply you connected with the book. It’s both inspiring and refreshing to read such a thoughtful review.
The takeaways are really helpful 👍
DEC 9, 2024
rohit
Rohit Rajan
Chapter 10(Part 1): Leading Down the Chain of Command
- Good leaders don’t just manage tasks, they bridge the gap between the big-picture strategy and the team’s tactical execution. Clear communication is the key. 🧠💬
- Senior leaders focus on the strategic mission & junior team members focus on their specific tasks.
Each role is essential, but they must understand how their work contributes to the larger mission. 🚀
- Team members don’t automatically see the big picture — it’s up to leaders to explain it.
- If your team isn’t aligned with the mission, don’t blame them. Look inward. Ask:
• “Am I explaining the strategy clearly?”
• “Am I making the connection between their tasks and the overall goal obvious?”
Leadership is about responsibility, not blame.
- Leading down the chain means connecting strategy to execution. Communicate clearly, simplify the mission, and ensure your team understands their role. That’s how you win. 💪
One of my favourite part from this book, I think it's very underrated topic in leadership's world.
Chapter 10(Part 2): Leading Up the Chain of Command
- Leadership isn’t just about managing your team; it’s also about supporting your boss.
- Don’t blame your boss for delays or lack of support. Instead, ask yourself: “Have I provided the right information clearly and effectively to help them make decisions?”
- When leading down, you can use your authority to guide the team. But leading up requires skill, clarity, and tact — you must influence without relying on positional authority.
- If you don’t understand boss's decisions, ask questions to gain clarity. Communicate your plans effectively. Instead of asking, “What should I do?” say, “Here’s what I’m going to do.”
DEC 11, 2024
rohit
Rohit Rajan
One of my favourite part from this book, I think it's very underrated topic in leadership's world.
Chapter 10(Part 2): Leading Up the Chain of Command
- Leadership isn’t just about managing your team; it’s also about supporting your boss.
- Don’t blame your boss for delays or lack of support. Instead, ask yourself: “Have I provided the right information clearly and effectively to help them make decisions?”
- When leading down, you can use your authority to guide the team. But leading up requires skill, clarity, and tact — you must influence without relying on positional authority.
- If you don’t understand boss's decisions, ask questions to gain clarity. Communicate your plans effectively. Instead of asking, “What should I do?” say, “Here’s what I’m going to do.”
Chapter 11: Decisiveness amid uncertainty
- Uncertainty and chaos are constant companions for leaders. Whether on the battlefield or in business, the picture is never complete, and answers are rarely clear.
- There is no 100% perfect solution. Leaders must act decisively with the information they have, then adapt as situations evolve.
- The Leadership Mindset:
* Be comfortable making decisions with incomplete data.
* Prioritize swift, informed action over waiting for certainty.
* Use experience, intelligence, and context to make educated guesses.
- Great leaders don’t wait for perfect clarity — they make the best decisions possible and adjust as needed. Indecision and delay are far riskier than acting amid uncertainty.
edited
DEC 12, 2024
rohit
Rohit Rajan
Chapter 11: Decisiveness amid uncertainty
- Uncertainty and chaos are constant companions for leaders. Whether on the battlefield or in business, the picture is never complete, and answers are rarely clear.
- There is no 100% perfect solution. Leaders must act decisively with the information they have, then adapt as situations evolve.
- The Leadership Mindset:
* Be comfortable making decisions with incomplete data.
* Prioritize swift, informed action over waiting for certainty.
* Use experience, intelligence, and context to make educated guesses.
- Great leaders don’t wait for perfect clarity — they make the best decisions possible and adjust as needed. Indecision and delay are far riskier than acting amid uncertainty.
And here is the last chapter 📚📚
Chapter 12: Discipline equals freedom
- Leadership is about walking a fine line. It’s not just about doing one thing right—it’s about balancing opposites to lead effectively.
- Key contrasts in Leadership:
* Confident, not cocky: Confidence inspires trust, but overconfidence leads to arrogance and failure.
* Courageous, not reckless: Take risks, but avoid endangering your team unnecessarily.
* Competitive, but gracious: Push for excellence, but never put personal success above the team’s mission.
* Attentive to details, not obsessed: Focus on what matters, but don’t lose sight of the big picture.
- A leader must be physically and mentally strong to sustain high performance over the long term. But knowing when to pace yourself and your team is just as critical.
- Be close to your team—know their strengths, challenges, and motivations. But don’t get so close that you lose perspective or forget who’s in charge.
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