EchelonFront

Leading people—building trust, communicating the “why,” and empowering them to lead—is its own discipline.

Today and every day, we remember.

Live a life that honors the sacrifice of our fallen heroes.

Be thankful for the opportunities that we have, opportunities that were bestowed upon us through suffering and sacrifice. Be thankful for those that gave us this gift. Be thankful for your freedom and do not squander it.

We owe too much to those that have fallen for our freedom. But, you know what we can do, and what we must do? Try to live every day with the thought of them, the service and of the sacrifice of those that gave their last full measure for us.

Often, organizations promote their best individual performers into leadership roles and then assume the leadership skills will follow. They don’t. Leadership is a skill, and like any skill, it requires deliberate development.

It's up to us. It’s up to us to honor the incalculable sacrifices by the fallen, by their families. We've have to ensure that those sacrifices were not made in vain. And we do that by living our lives to the fullest.

When you are frustrated with your team, detach. Are your expectations realistic? Have you communicated them in a simple, clear, and concise way?

Freedom is not free. It takes sacrifice. It takes guts. It takes grit. It takes work. So, let's go get after it and get to work.

At the heart of Extreme Ownership, the success of the team rests with the leader. There are no bad teams, only bad leaders.

The debrief is one of the biggest tools for reinforcing a culture of Extreme Ownership. Leaders should start debriefs by taking ownership of what went wrong and providing solutions.

Leadership is a skill that must be learned, practiced, and continually maintained.

The Best Framework for Hard Conversations: 1. Explain the problem 2. Describe the Impact 3. Take Ownership 4. Provide a Solution 5. Take Action

Sometimes, leaders think taking Extreme Ownership means they lose their identity. Admitting mistakes means acknowledging you're not who you thought you were. But it unlocks a more important identity: Being someone who takes ownership, wants to improve, and does their best.

You need to make sure you train your people for realistic conditions.

Your leadership does not want you to fail. If it feels like you are working against each other at times, that is a sign of communication gap. If they are asking you to do something that doesn't make sense, you are missing information -- or they are. It is up to you to lead up the chain accordingly.

@NewSchedules Truth. Delegate, so you can grow. Everyone wins.

@EchelonFront That's a great point. If you never trust the people around you, you'll never get to those higher level problems

You have to learn how to let go and trust your team to lead.

Don't avoid doing what you know you need to do. Your team and family need you to take action.

When a team sees Extreme Ownership in their leaders, they emulate Extreme Ownership throughout the chain of command down to the most junior personnel. As a group, they try to figure out how to fix their problems— instead of trying to figure out who or what to blame.

Extreme Ownership requires that a leader set ego aside, accept responsibility for failures, attack weaknesses, and consistently work to build a better and more effective team.