No doubt, as an outstanding leader himself, he felt somewhat responsible. Plans were altered but notifications weren't sent. They led SEALs in the fight through the hell that was the Battle of Ramadi. This was urban combat, the most complex and difficult of all warfare, and it was simply impossible to conduct operations without some risk of blue-on-blue. But there is one most important reason why this plan has failed, I said.What reason is that? the VP inquired with interest.I paused for a moment to see if the VP was ready for what I had to tell him. The book describes an incident during SEAL basic training, in which two teams one performing well and one not became equals by simply exchanging commanders. This is a summary of Chapter 5: Cover And Move from the best selling book, Extreme Ownership, written by Jocko Willink and Leif Babin. You will come out the other side stronger than ever before, I concluded.At the board meeting, the VP did just that. It was a curseand a lesson. I have been in charge of operations that went horribly wrong for a number of reasons: bad intelligence, bad decisions by subordinate leadership, mistakes by shooters, coordinating units not following the plan. You are saying it, but Im not convinced you believe it. The U.S. Marine ANGLICO team had come very close to directing airstrikes on the house our SEALs were holed up in. "They killed one of our Iraqi soldiers when we entered the building and wounded a few more. Tough as nails and ready for more, he stayed with me, unfazed by what had happened and ready for whatever came next. U.S. Marine Corps ANGLICO (Air-Naval Gunfire Liaison Company) teams coordinated with American attack aircraft overhead in an effort to drop bombs on enemy positions.Only a few hours into the operation, both of my SEAL sniper elements had been attacked and were now embroiled in serious gunfights. He stared back at me in wide-eyed surprise.What happened? I asked him.Some muj entered the compound. But there were so many factors, and I couldnt figure it out.Finally, the CO, the CMC, and the investigating officer arrived at our base. Leif met Jocko (his commander) in 2005 during the Iraq War. We revised our standard operating procedures and planning methodology to better mitigate risk. He no doubt wondered how I had just walked through the hellacious enemy attack to reach his building. WebExtreme Ownership Summary Part I: Mindset | Chapter 1: Leaders Take Responsibility and Give Credit The first four chapters discuss the mindset a leader must have to lead her team successfully. It was clear he thought these muj were hardcore. I felt sick. The QRF Humvees had put over 150 rounds from a .50-caliber heavy machine gun into it and many more smaller caliber rounds from their rifles and light machines. It starts with the leader. This book shows how they did it. Marcus Luttrell, U.S. Navy SEAL and #1 national bestselling author of Lone SurvivorThe smartest, most revolutionary management approach since Jack Welch's Six Sigma. Don Imus, radio host, Imus in the MorningFinally, a leadership book that actually demonstrates how to truly lead. That is what a leader doeseven if it means getting fired. The Iraqi Army had adjusted their plan but had not told us. Dozens of insurgent fighters mounted blistering attacks with PKC Russian belt-fed machine guns, deadly RPG-7 shoulder-fired rockets, and AK-47 automatic rifle fire. But it was absolutely true. The building he pointed to was riddled with bullet holes. "There's some muj in that building right there putting up a serious fight!" But everyone is rattled. I had heard the story of X-Ray Platoon from SEAL Team One in Vietnam. At times, he slipped back into defensiveness, not wanting to accept blame. That is what a leader does even if it means getting fired. These individuals must instead find a way to get the job done and mutually support each other. So, yes, there are a host of other reasons.Those all may be factors. "It was a blue-on-blue," I repeated. Extreme Ownership While we were mistakenly engaged by friendly elements again many times during the rest of the deployment, we never let it escalate and were always able to regain control quickly.But the tactical avoidance of fratricide was only part of what I learned. Extreme Ownership Everyone got focused on some products that never really amounted to much. I dreaded opening and answering the inevitable e-mail inquiries about what had transpired. I walked upstairs and found the company commander hunkered down on the roof of a building. The SEAL chief, one of the best tactical leaders I'd ever known, quickly got the rest of his SEALs and other troopers down to the front door. The list went on and on. WebChapter 1: Extreme Ownership On any team, in any organization, all responsibility for success and failure rests with the leader. There was no time to debate or discuss. Locations of friendly forces had not been reported. For this operation, we had four separate elements of SEALs in various sectors of this violent, war-torn city: two SEAL sniper teams with U.S. Army scout snipers and a contingent of Iraqi soldiers, and another element of SEALs embedded with Iraqi soldiers and their U.S. Army combat advisors assigned to clear an entire sector building by building. After a thoughtful silence, he responded, I always thought I was a good leader. Then I assembled the list of everything that everyone had done wrong.It was a thorough explanation of what had happened. Extreme ownership requires? 2) No Bad Teams, Only Bad Leaders. Soldiers that could dismount and render assistance. From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster From Jocko Wilnick, the New York Times best selling author of Discipline Equals Freedom and Leadership Strategy and Tactics, an updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special forces unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life.
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