Friday, December 6, 2019

By Jocko Willink and Leif Babin
What’s the secret to being a great leader? Whether you’re in a warzone or on the front lines of a corporate battle, Extreme Ownership argues that the best leaders take full responsibility for their actions and decisions, their teams, and their failures.

Authors Jocko Willink and Leif Babin are former U.S. Navy SEALs who served in Iraq. They honed the principles of Extreme Ownership on the battlefield, then applied the same tenets to the corporate world as business consultants. Willink and Babin illustrate how effective leaders exercise Extreme Ownership — by admitting failures, believing in their missions, checking their egos, delegating, and being accountable — through compelling war stories and useful business anecdotes.

Part 1 | Mindset

Chapter 1: Leaders Take Responsibility and Give Credit
Chapter 2: Insist on High Standards
Chapter 3: Leaders Must Believe In the “Why”
Chapter 4: Keep Your Ego In Check

Part 2 | Strategies

Chapter 5: Teams Must Support Each Other
Chapter 6: Keep It Simple
Chapter 7: Prioritize Issues and Address One at a Time
Chapter 8: Leaders Need to Delegate

Part 3 | Sustaining Success

Chapter 9: Plan for Success
Chapter 10: Lead Your Team and Your Boss
Chapter 11: An Imperfect Decision Is Better Than None
Chapter 12: Leadership Requires Careful Balance

Sách càng đọc càng hay! Nội dung nhiêu khi đã nghe đã đọc ở đâu đó nhưng được structure lại rất ngắn gọn, on point về leadership và management theo đúng kiểu Quân Đội nên dù nhiều nội dung mà đọc cảm thấy hiệu quả không lan man.

Đây sẽ là cuốn sách #1 recommendation về leadership, management & mindset improvement.
The Dichotomy of Leadership A good leader must be:
• 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 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 so 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.
• able to execute Extreme Ownership, while exercising Decentralized Command.
A good leader has nothing to prove, but everything to prove.


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