Navy Seal EXPLAINS How To BUILD Self-Discipline & EXTREME OWNERSHIP | Jocko Willink & Lewi

We're wrong, transmission owners, take

extreme

ownership

of it, good because it's the same thing I just said, if that happened and I would have said, Hey guys, it was my fault, it was your fault. in her, because of her and because of her, people would have looked at me, they know the truth, the truth is in the guy in charge, so everyone's level of respect towards me would have gone down and their trust in me would have gone down , but when I walk in and they say, Hey guys, look, this is what went wrong, this is my fault because I'm the guy in charge and this is what we're going to do to fix it right.

Now everyone says it's fine, he has taken care of the problem and in reality he is. I have some good solutions to make sure this doesn't happen again. His confidence and respect for me increases and we can move forward. How often did you have to take on

extreme

responsibility every day, every day? Oh yes of course. Wow, of course. minute you blame someone else for things that go wrong the minute you do that think about what he does you think what about what he does to you hmm if I'm walking if we go on a mission and something goes wrong and I say it wasn't my fault well what am I doing to fix it now that I'm doing it right I'm not going to do anything anything because I don't think it's my fault so I'm not going to change anything well then we'll make the same mistake again and then I'll say it wasn't my fault blame and we'll never make any progress, whereas if I say, "hey, this was my fault, this is what I'm going to do to fix it," then fix the problem and, by the way, when I point the finger at you and say, hey , you know this was your fault, what is your reaction to that defensive

self

?

Yes, you will get defensive, yes, of course, and then what are you going to do? It wasn't I'm blaming this person, that's perfect, they dropped the ball here, Jimmy, dad, Johnny, it's this and what are they all going to do pointing at you? So what do we end up with? We are done with our solutions, no one takes responsibility. of any of the problems the problems are never solved we never progress so how many times have you taken extreme

ownership

of something that technically wasn't your fault? there's nothing there's nothing there's nothing so you're going to take ownership of everything, even if it wasn't directly, this is a question, a comment that I get from my consulting business, you know, we work with business leaders and someone will say yes. , I get it, you know it's not really my fault, but yeah. it's your fault oh yes you you can I still don't have someone who has stumped me with a question when I say no if you're in charge of something and something goes wrong it's your fault your entire answer is your entire responsibility because if I'm in charge of a platoon and one of the machine gunners who is four or five levels below me in the chain of command and is in a position that I'm not even good at and fires his machine gun in the wrong direction towards friendly forces. whose fault it's your fault yes it's my fault I didn't train him well enough I didn't make sure he understood his firing ranges where he was allowed to shoot I didn't make sure he was being monitored properly by his fire team leader to making sure everyone knew what was happening and at the end of the line, if he is not competent and capable of doing his job, it is my fault that I let him be in that position, so no matter what happens, it is my fault .

It's guilt, so what do you say to CEOs who are leaders of big companies that have multiple lines under them, you know, that don't have time to train them personally, but they have someone in Nathan, a train that's training them , listening to them, how do you do it? It's really easy. you know, the guy says to me hey, you know we failed on this project and I said, oh why did we fail on that project, thanks to Bill, the first line manager, okay, who's in charge of Bill, it's Mike , okay, who's in charge of Mike, Fred, who's in charge of your friend, the leader, the CEO, yes, I am, yes, that's right, you're in charge of Fred, which means you have to make sure that That your intention is felt throughout the chain of command, how do we do it?

That's leadership, this is why. I have a consulting business, this is what you have to do because the biggest company look, I'm in charge of eight people, it's easier for everyone to cut, everyone knows what I'm thinking. I can, I mean, I watch it every night. Can i sit. in a room and talk to him face to face we on the battlefield you are in charge of a fire team a fire team has four or five people even in combat you can control four or five people eight people you really can' Ya You can't control in a firefight, you can't control eight people, that's why the army, the Marine Corps around the world, it's like four or five people in a fire team, that's what the base unit is, no.

In the corporate world, you can manage a little. more than that because there are no explosions, there are no gunshots, yeah, so you can control eight people, ten people, something like that, that's how the normal corporate structure comes about, but the bigger you get, the more you have to rely on those subordinate leaders to spread the word to understand what the mission is to understand what the end state is to understand why they are doing what they are doing that is what you have to do as a leader and when you do it there were many missions that I attended In where I was the Ground Force commander in charge of 30 or 40 SEALs or a hundred Seals and Iraqi soldiers combined in many operations like that, do you know how many people I talk to?

I would talk to three, right, I would talk to both platoons. the commanders and the mobility commander, yes, and everyone, and then they talked to their two or three people and then the people talked to their two or three people, so how do you get that message to 200 or thousands if that is in your group? in many different ways, so in a larger organization this is something we encounter. I mean, we work with companies. I think the largest company we work with has a hundred and sixty-seven thousand employees, 167 thousand global law employees, so they're all over the place, so how do you get the message across well?

There are a lot of things you must do. First, you need to make sure that your message is simple, clear, and concise in all the places you need to communicate so that even that frontline soldier can understand what you're talking about, now you have to translate that up and down. down the human chain because if you're my COO, obviously the level of detail that I go into with you and the CFO that's going to be hired, you guys need, we need to be at a deeper level of conversation and understanding. , but I need to make sure that they know how to translate that to the next level and then that person knows how to translate. all the way up to the next level and all the way up the chain of command there are companies where I'll go to the CEO and we'll be talking, I'll tell them how well everyone understands what their mission is here and they.

I'll say, absolutely, I'll go to a front-line person and tell them what the mission of this company is. They have no idea. They have no idea. This could be a real problem. This could really be it. I mean, obviously, this can be a real problem, but. It becomes a real problem when you are a front line troop and you don't understand what the mission is, you can make bad decisions on the front line, so there are certain companies at certain stages where the most important thing they can do is be profitable, save money, and that's whether the frontline troops need to make a decision about whether I should redo this right now, which will cost us a little more money, or should I just let it go with a slightly lower standard, well, yeah.

What you're focused on is saving money, that guy says, "Okay, you know, I'm going to let this go even though the standards are a little lower." That's a decision that can be made, but what if you're focused right now? You have some bad consumer reviews, so your goal is to make the quality perfect, even if you have to spend a little more money. If the frontline truther knows he's going to wait a second, this isn't exactly what we want. redo it, it costs a little more money, but now we're achieving the mission and guess what, since you can probably tell the changes in the mission because we work with a company, what are they? are trying to do right now, they're trying to maximize earnings for this quarter because they're going public and they need four quarters in a row or six quarters in a row when they see that rising front, so okay, guess what kind of decisions they're going to make? that we're doing now, can you go too far with that absolutely and now you get the frontline truth going forward?

Okay, oh, I'll post as many as I can, it'll be very cheap and I saved the company a lot of money, but now we end up with poor quality and we'll give Alberto a bad reputation strategically Brian, so how can you get that message across? You have to make sure it's simple first and then communicate it, what's a simple message for people like them? I guess it depends on the company, it depends on the company, yes, it should be a simple message like a phrase that you want to say or it should be simple to understand, simple to understand, more and what we will do with companies is what we will do. a drilling well, we'll work on your mission, it's kind of your mission statement, but also your mantra or maybe a couple of mantras where you know, in this case, it's quality over quantity and now there are frontline people taking decisions based on them correctly and So there are a couple of mantras: three mantras that people can turn to that help guide their decision-making process and also have a little more detailed mission statement on the They can say, "Wait a second, I know." The mantra says this, but it also says that we are supposed to take care of our customers and if I let this slide, my customers won't be taken care of.

I need to adjust a little bit, what would you say is your mission and the mantras that you use for your business brand, so I have a bunch of different businesses you know for a beauty salon, our consulting business, our mission is to be the main leadership consulting organization in the world, that's what we're trying to do. to do and we are doing it very well, you know we are doing it very well, how do we do it? What are the mantras? Well, number one, like you, like we just said, what do we want to do?

We want our clients and customers to be happy, how do we do it? We provide them with great service and really up their game. We can actually look at their metrics and say, "Hey, look, we're glad you brought us on board, this is what we said we were going to do and here it is." how it works, so that's one of the other things we say is, look, we don't want to be a permanent crutch that people have to rely on, so a lot of consulting companies want to come in and get hooked. a company for a long period of time and we don't want to do that we want to work with you for six months 12 months 18 months depending on the size the company can fire you yes we have some companies that are growing rapidly So what we do is as they acquire new companies or bring on a lot of new people, we're there to help train them and onboard them, which has turned into some longer-term contracts, but that's one of the mantras.

It's that we don't want to be integrated with you forever if we are with you for too long we fail, yeah, okay, so that's the kind of thing we do, what about your personal mission with what you do Kahn and all the books, ya that there are missions there, you have too. I'm trying to take the lessons I was lucky enough to learn and get them out to as many people as I can so they don't have to suffer the same mistakes I made. Yes, what would you say is your biggest insecurity if you have any insecurity?

My biggest insecurity because from the outside, looking in, you feel like it seems like you're not afraid. Your sixth truly successful in business. Everything you post is really successful. Over twenty years of training and combat you've seen the worst in the world, you've seen the best, and you don't seem to have many insecurities, so I'm just curious if you'll face me today after all the lessons. you've been through what yeah, I mean, I would say like anyone else I don't want to fail at things, yeah, and for me, like I said, if there are people out there that could use the lessons that I've learned and not I taught it to me, that's a failure, yeah, so that's the kind of thing that keeps me up at night.

The other thing from that perspective is you know, you look, you say, you know, you've seen a lot, you've been. I've been through a lot and I've been through a decent situation. There are a lot of people who have been through infinitely worse things than me, but you know, what I feel insecure about, what I worry about is that I worry about missing out on something. Opportunities that I have because I have friends that will never have the opportunity to take advantage of opportunities because they didn't come home, so to waste any moment, any second of my life, my life is a gift, your life is a gift, I know that. that's awe make jiu-jitsu keys we make jeans that I'm wearing right now I make boots that I'm wearing right now when we make jiu-jitsu geese which is the uniform that you train jiu-jitsu in and we do it all in the United States so we take a industry that I grew up in in New England and that used to be kind of the center of textiles in the United States and really one of them in the world.

Everything disappeared and went overseas, so over the last few years me and a friend of mine, a business partner, have been re

build

ing that and their cities up there have been devastated by the industry going overseas, yeah, and we're going to come back, we're literally bringing it back, we literally bought looms that we've sunk, we found our first loom in an abandoned factory about five hundred thousand square feet in Lewiston Maine and we took that loom that hadn't been used in probably thirty years, the veterans who knew how to work with them restored it and started weaving our own material with American cotton and now we have looms that we brought from abroad, we started with our construction boots built.

Plus, it's really cool what we're doing there. We obviously started without employees, we have about 60 people there in the factory, artisans, women, many of them are women and we are re

build

ing the economy. from that city and we are bringing manufacturing back to the United States where it belongs, he is a great man, yes, but you have all that on Jocko's podcast, don't worry, there are also links to these other works, yes, these other places are cool, so that's me and my man. I'm doing great things. I appreciate it and work on it. I appreciate one last question.

Do you know what your definition of greatness is? My definition What is my definition of greatness? Greatness is helping other people, yeah there you go, thanks buddy, I appreciate your book, thanks. you thank you