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Be Prepared Not Scared Part 7

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Again Jocko the former SEAL officer and co-author of Extreme Ownership brings up another important aspect of PREPAREDNESS: DECENTRALIZED COMMAND.

“Human beings are generally not capable of managing more than SIX TO TEN (my emphasis) people particularly when things go sideways and inevitable contingencies arise. No ONE (my emphasis) leader can be expected to manage dozens of individuals much less hundreds…Junior leaders MUST (my emphasis) be empowered to make decisions on key tasks necessary to accomplish that mission in the most effective and efficient manner possible. Teams within teams are organized for maximum effectiveness for a particular mission, with leaders that have clearly delineated responsibilities. Every tactical level team leader must understand NOT JUST WHAT THEY ARE DOING BUT WHY THEY ARE DOING IT.”

EVERYONE up and down the company or team levels must understand NOT JUST WHAT THEY ARE DOING BUT WHY THEY ARE DOING IT.

More in next post!

Hugh Simpson
Founder of XtremePreparedness

Be Prepared Not Scared Part 6

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Again I have used the Navy SEALs as they KNOW about MISSIONS!

Think of your PREPAREDNESS as a MISSION which it is! Don’t think of it as WAR but FUN!

According to former Navy SEAL officer Leif Baban in Extreme Ownership: PRIORITIZE & EXECUTE.

“To implement Prioritize and Execute in any business team, or organization, a leader must:

•evaluate the HIGHEST (my emphasis) priority problem

•lay out in SIMPLE, CLEAR, and CONCISE (my emphasis) terms the highest priority effort for your team

•develop and determine a solution, seek input from key leaders and from the team where possible

•direct the execution of that solution, focusing ALL (my emphasis) efforts and resources toward this goal

•move on to the NEXT HIGHEST (my emphasis) priority problem. Repeat.

•when priorities shift within the team, pass situational awareness both UP AND DOWN (my emphasis) the chain

•don’t let the focus on one priority cause TARGET FIXATION (my emphasis) and inability to see other problems developing or growing”

There you have what you need to PRIORITIZE & EXECUTE!

Hugh Simpson
Founder of XtremePreparedness

Be Prepared Not Scared Part 5

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We spoke about parking your EGO OUTSIDE the door and that also means being NOT ARROGANT and COCKY!

Here is what former SEAL officer Jocko Wiilink says in Extreme Ownership:

“In the SEAL Teams, we strive to be confident, but not cocky (see chapter 12). SEALs take tremendous pride in the proud history and legacy of our organization. We are confident in our skills, what we can accomplish, and eager to take on the challenging missions that others cannot or aren’t willing to execute. But we can’t EVER (my emphasis) think we are too good to fail or that our enemies aren’t capable, deadly, and eager to exploit our weaknesses. We must NEVER (my emphasis) get complacent. This is where controlling the ego is most important.”

More in next post!

Hugh Simpson
Co-founder XtremePreparedness

Be Prepared Not Scared Part 4

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So let’s talk some more about the EXTREME OWNERSHIP aspect of PREPAREDNESS.

One VERY important aspect of EXTREME OWNERSHIP is LEAVING YOUR EGO OUTSIDE THE DOOR as my friend and co-founder of EST, the late Bill Thaw, use to say!

Former Navy SEAL officers and trainers Jocko and Leif stress this in their book Extreme Ownership. They give an example of trying to work with another SEAL team in Ramadi during the Iraqi War. This team was joining with them and the famous US Army Band of Brothers 506 in Ramadi.

Already Jocko had his SEAL team looking like the Band of Brothers so they could work together on the MISSION – military haircut, clean uniforms etc.

The new SEAL team refused to change wearing their dirty cutoffs and tees. They also refused to follow the orders of the Army whose base it was they were occupying. They made it extremely likely that there could be a “blue on blue” event where friendly fire wounded or killed each other because they would not share what they were doing!

This SEAL team had a HUGE EGO! It especially caused morale problems between them and the Army 506. Finally they were asked to leave and return to their previous base.

They could have been a HUGE asset in the fighting at Ramadi but they refused to park their EGOS OUTSIDE THE DOOR!

Yes there will be bruised EGOS but as Jocko and Leif say: THE MISSION IS THE TOP PRIORITY!

More in next post!

Hugh Simpson
Founder of XtremePreparedness

XtremeOwnership Part 12

Former Navy SEAL Jocko Willink in his AWESOME Extreme Ownership gives us a final reminder of what we have been studying in this series.

THE DICHOTOMY OF LEADERSHIP

*confident but not cocky

*courageous but not foolhardy

*competitive but a gracious loser

*attentive to details but not obsessed by them

*strong but have endurance

*a leader and a follower

*humble not passive

*aggressive not overbearing

*quiet not silent

*calm but not robotic; logical but not devoid of emotions

*close with the troops but not do close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge.

“A Good leader has NOTHING (my emphasis) to prove, but EVERYTHING to prove.”

HOORAH!

Hugh Simpson

XtremeOwnership Part 11

We learned in the previous post about DECENTRALIZED COMMAND and how important it is to the success of the mission. Jocko told us that you could not effectively lead huge numbers of people. In fact the IDEAL number is between 4-6!

So junior leaders must FULLY understand the mission so they can pass it on to their personnel. Also these junior leaders must be able to make decisions in the field on their OWN!

Jocko says the only way this can succeed is if these junior leaders truly understand the WHY of the mission or as SEALs say – the COMMANDER’S INTENT.

It is very important to also have the junior leaders “fully understand what is within their decision-making AUTHORITY (my emphasis),” says Jocko in Extreme Ownership.

And most important to DECENTRALIZED COMMAND is BUILDING TRUST. Here is what Jocko says:

“…As a leader, it takes strength to LET GO (my emphasis). It takes FAITH AND TRUST (my emphasis) in subordinate, frontline leaders and to BELIEVE (my emphasis) in their abilities. Most of all, it requires trust UP AND DOWN (my emphasis) the chain of command…”

“Trust is not blindly given. It must be built over time.”

Amen, SEAL leader Jocko!

More in next post!

Hugh Simpson

XtremeOwnership Part 10

Again Jocko the former SEAL officer and co-author of Extreme Ownership says it best when it comes to the FOURTH Law of Combat: DECENTRALIZED COMMAND.

“Human beings are generally not capable of managing more than SIX TO TEN (my emphasis) people particularly when things go sideways and inevitable contingencies arise. No ONE (my emphasis) leader can be expected to manage dozens of individuals much less hundreds…Junior leaders MUST (my emphasis) be empowered to make decisions on key tasks necessary to accomplish that mission in the most effective and efficient manner possible. Teams within teams are organized for maximum effectiveness for a particular mission, with leaders that have clearly delineated responsibilities. Every tactical level team leader must understand NOT JUST WHAT THEY ARE DOING BUT WHY THEY ARE DOING IT.”

EVERYONE up and down the company or team levels must understand NOT JUST WHAT THEY ARE DOING BUT WHY THEY ARE DOING IT.

More in next post!

Hugh Simpson