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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

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

XtremeOwnership Part 9

Today’s post is the Third Law of Combat 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

XtremeOwnership Part 8

Today’s post is really SIMPLE because that is exactly what former Navy SEAL Jocko Willink says is what a MISSION must be: SIMPLE! This is the 2nd Law of Combat.

Here is what he says in Extreme Ownership: “Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success…And when things go wrong, and THEY INEVITABLY DO GO WRONG (his emphasis), complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is SIMPLE, CLEAR AND CONCISE (my emphasis).”

Jocko also says its important to stay CALM. Don’t panic your team by screaming and whining!

More in next post!

Hugh Simpson

XtremeOwnership Part 7

The first Law of Combat is COVER & MOVE where one SEAL covers the movement of another SEAL retreating after a mission.

So how does COVER & MOVE apply to leadership and business?

This is what former SEAL Leif Babin, and co-author of Extreme Ownedship, says about the tactic:

“…It is the most fundamental tactic, perhaps the ONLY (my emphasis) tactic. Put simply, COVER & MOVE means TEAMWORK (my emphasis). All elements within the entire team are crucial and must work together to accomplish the mission, mutually supporting one another for that SINGULAR PURPOSE (my emphasis)…If they forsake this principle and operate independently or work against each other, the results are CATASTROPHIC (my emphasis) to the team’s performance and that of the larger organization of which they are a part.”

XTREMEOWNERSHIP = TEAMWORK!

Hugh Simpson

XtremeOwnership Part 6

We spoke about parking your EGO OUTSIDE the door and that also means being 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 where we begin to explore THE LAWS OF COMBAT!

Hugh Simpson