Extreme Ownership: How U.S. Navy
SEALs Lead and Win by Jocko Willink and Leif Babin, St. Martins
Press, 2015.
“So, there I was, knee deep in hand grenade pins…” The authors claim that this is not a
string of self-glorifying war stories, the kind that old men grow in the retelling. But, in fact, every
teaching point is illustrated with a real war story. The authors assure us that
the reports are sanitized so as not to violate operational security (OPSEC).
Business briefs follow the battle scenes. Again, the details are altered to
protect the client. Unfortunately, that reduces these white papers to blank
pages. Although the Navy SEALs are realistic, the business people all sound alike. Lacking depth, the executives and managers are cardboard characters. Despite those flaws, the teaching points are
valid.
The thesis of the book is easy to understand. Extreme Ownership means taking full
responsibility for your experiential world. If your boss does not understand
your circumstances, then the failure is yours: you did not make it clear
enough. I was reminded of a scene in Ayn Rand’s The Fountainhead. Some thuggish architects are complaining to each
other about the hero, Howard Roark. Face it, one admits. You are just mad
because he doesn’t even notice you. “He’d notice me if I bashed his head with a
club.” No he wouldn’t: he would just blame himself for not avoiding the club.
The other lessons are equally unarguable.
No bad teams, only
bad leaders.
You must believe
in your mission.
Check your ego.
(In other words, control it, block it, like checking your luggage at the
departure gate.)
Cover and Move means
that teams protect each other, leap-frogging forward.
Simple commands
are easier to carry out. Complex missions must be simplified to their
essentials.
Prioritize and
execute. You cannot do
everything all at once. Attempting the wrong task will cause other goals to be
missed. Know what is most important and do that.
Decentralize command. It is old advice. Nonetheless, delegating authority can be a matter of life and death in
an urban warzone. In every organization, span of control means that each
decision-maker ideally has only about five people reporting. I was reminded of how ships –especially
warships – are run: each department depends on all the others, and each expects
the others to run their shops effectively. The captain cannot do it all from
the bridge. Each section is responsible for its own performance.
Plan. This shocked me: the US Navy SEALs
devote more time – much more time – to creating and presenting PowerPoints than
they do fighting in combat. As I
came close to the end of the book, I had a long weekend training drill at Texas
State Guard headquarters. I chatted with another ex-pilot about software
development. Pilots spend as much time or more planning flights than actually
flying. But software developers seem to all just bang out code with no planning.
The results are all around us. If code really blew up, or if systems really
crashed, programmers would do more planning.
Leading up and down
the chain of command is a direct consequence of extreme ownership. It takes
some finesse to lead the people above you, but it is no less necessary than
leading those under your command. You are responsible for your environment. If
your boss does not understand your situation, it can only be because you failed
to communicate.
Decisiveness and
Uncertainty are easy opposites. Leaders make decisions, usually right ones,
if they are good leaders. Leaders who waver, postpone, and procrastinate are
not leaders at all, but managers who are in deep water (or worse) over their
heads.
The chapter on Decisiveness and Uncertainty introduces the
final chapter: Discipline equals Freedom. This chapter actually goes into Aristotle’s “golden mean” without
naming it explicitly. The authors run down a list of opposites and counsel
moderation in all things: leader and follower; confident but not cocky; humble
but not passive; competitive but a gracious loser; and so on. Through the course of the book, the
tension between opposites powers much of the narrative. In Chapter 8, the
authors explain that Decentralized Command
is possible only when the Commander’s
Intent is communicated clearly.
Books on management and leadership are easy to find. A book
that announced radically new truths would be rare. The guidance here is not
radical. Shorn of the war stories and business briefs, this might be a 20-page
essay. They are nonetheless 20
very valuable pages.
PREVIOUSLY ON NECESSARY FACTS
No comments:
Post a Comment
Note: Only a member of this blog may post a comment.