Jocko Willink

Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not.

hey must literally risk life and limb to accomplish the mission. For this reason, they must believe in the cause for which they are fighting. They must believe in the plan they are asked to execute, and most important, they must believe in and trust the leader they are asked to follow. This is especially true in the SEAL Teams, where innovation and input from everyone (including the most junior personnel) are encouraged.

Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable

So, if you ever get a task or guidance or a mission that you don’t believe in, don’t just sit back and accept it. Ask questions until you understand why so you can believe in what you are doing and you can pass that information down the chain to your team with confidence, so they can get out and execute the mission. That is leadership.”

The only meaningful measure for a leader is whether the team succeeds or fails.

The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

Through the summer and fall of 2006, Jocko orchestrated Task Unit Bruiser’s contribution to the Ready First Brigade’s efforts as his SEAL platoons fought side by side with U.S. Army Soldiers and Marines to clear out enemy-held areas of the city.

Leaders must own everything in their world. There is no one else to blame.

Despite all the failures of individuals, units, and leaders, and despite the myriad mistakes that had been made, there was only one person to blame for everything that had gone wrong on the operation: me. I hadn’t been with our sniper team when they engaged the Iraqi soldier. I hadn’t been controlling the rogue element of Iraqis that entered the compound. But that didn’t matter. As the

SEAL task unit commander, the senior leader on the ground in charge of the mission, I was responsible for everything in Task Unit Bruiser. I had to take complete ownership of what went wrong. That is what a leader does—even if it means getting fired. If anyone was to be blamed and fired for what happened, let it be me.

I took a deep breath and said, “There is only one person to blame for this: me. I am the commander. I am responsible for the entire operation. As the senior man, I am responsible for every action that takes place on the battlefield. There is no one to blame but me. And I will tell you this right

now: I will make sure that nothing like this ever happens to us again.”

It was a heavy burden to bear. But it was absolutely true. I was the leader. I was in charge and I was responsible. Thus, I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do.