{"id":31940,"date":"2016-01-28T04:45:03","date_gmt":"2016-01-28T10:45:03","guid":{"rendered":"http:\/\/michaelhyatt.com\/?p=31940"},"modified":"2016-01-28T04:45:03","modified_gmt":"2016-01-28T10:45:03","slug":"navy-seals","status":"publish","type":"post","link":"https:\/\/fullfocus.co\/navy-seals\/","title":{"rendered":"Why It Never Helps to Pass the Buck"},"content":{"rendered":"

I once had a boss who with the reputation of being very harsh. He could be hard on people. But that wasn\u2019t my experience. Why? I knew the secret.<\/p>\n\n

My boss was definitely tough. On a few different occasions I saw him chew a person\u2019s face off. But here\u2019s why: He hated it when someone tried to shift blame for an outcome, especially someone in leadership.<\/p>\n

Taking Total Responsibility<\/h3>\n

One of the most important marks of an effective leader\u2014a leader that other leaders can trust\u2014is the willingness to accept total responsibility for the outcome.<\/p>\n

I came to my boss several times with major problems\u2014million-dollar problems. But I owned it.<\/em> Instead of blasting me, he leant support, patience, and advice.<\/p>\n

Why am I telling you this story? Because I recently finished reading Extreme Ownership: How U.S. Navy SEALSs Lead and Win<\/a><\/em> by Jocko Willink and Leif Babin.<\/p>\n

Willink and Babin were both officers in Navy SEAL Task Unit Bruiser. These guys fought through the worst days of the battle of Ramadi in Iraq. What they learned on the ground is now part of the training for incoming SEALs.<\/p>\n

It probably would have helped a few of my colleagues with our old boss too.<\/p>\n

When You Blow it Big Time<\/h3>\n

Willink starts on a low note\u2014with an incident that went disastrously wrong. When it was over, a SEAL was injured, an Iraqi ally was dead, and many others were placed in serious danger.<\/p>\n

And the whole thing could've been avoided. Multiple breakdowns in systems and protocols added up to one big disaster. It was a case of friendly fire.<\/p>\n

Right after the event the Navy wanted an investigation. Willink, who was in charge, collected all the relevant information. He found mistakes at all levels. But he didn\u2019t feel right about submitting the list without adding one crucial detail.<\/p>\n

\u201cI had to take complete ownership of what went wrong,\u201d says Willink. \u201cThat\u2019s what a leader does\u2014even if it means getting fired.\u201d<\/p>\n

It\u2019s an example of what Willink and Babin call extreme ownership<\/em>. It was not only the right thing to do, it also paid off. By taking the blame, Willink kept the trust of his team and was able to identify ways of improving operations.<\/p>\n

It also preserved trust with his commanders. \u201cLooking back,\u201d he says, \u201cit\u2019s clear that, despite what happened, the full ownership I took of the situation actually increased the trust my commanding officer and master chief had in me.\u201d<\/p>\n

If he had thrown someone under the bus, he would have lost the trust of his team, making it impossible to lead them. He also would have told his commanders that he couldn\u2019t manage his team. Lose-lose.<\/p>\n

6 Battle-Tested Lessons<\/h3>\n

The idea of extreme ownership is the backbone of Willink and Babin\u2019s battle-tested advice for leaders in any area of life. There are six leadership lessons that stand out for me:<\/p>\n

    \n
  1. Take ownership.<\/strong> Our effectiveness as leaders depends on how much we own what\u2019s on our plate. We usually reject responsibility out of self-protection. But as the Willink example showed, if he had dodged responsibility it would have undermined him. By owning the problem, he was able to fix it.<\/p>\n<\/li>\n
  2. Stay out of your own way.<\/strong> That kind of self-protection is all about our egos, isn\u2019t it? Willink and Babin point out that ego can be a good thing. It\u2019s part of what drives us to succeed. But it can get in our own way. Usually it happens when take our eye off the mission and start worrying about winning and losing by less important measures\u2014like status.<\/p>\n<\/li>\n
  3. \n

    Support your team.<\/strong> Willink and Babin call this \u201ccovering and moving.\u201d As I\u2019ve written about before, the team is really the whole game<\/a>. And it\u2019s essential that everyone on the team thinks so. The moment a leader or others are out for themselves and their own win, you\u2019ve lost.<\/p>\n<\/li>\n

  4. \n

    Simplify.<\/strong> Business is simple. We deliver something people want and charge them for the service. But how<\/em> we do that can get complicated in a hurry. Here\u2019s the catch: A complicated plan is hard to communicate to our teams, and that makes it hard for them\u2014and us\u2014to win.<\/p>\n<\/li>\n

  5. \n

    Stay focused.<\/strong> There are a million distractions on the battlefield. Same with the office. If we lose focus on the priorities, we\u2019ll get overwhelmed and fail. This is why I\u2019m such a major advocate of life planning<\/a> and goal setting<\/a>. They\u2019re not ends in themselves. They enable to set and stay focused on your targets.<\/p>\n<\/li>\n

  6. \n

    Empower your people.<\/strong> This one is critical. You might think if you\u2019ve got to take this kind of total, extreme ownership that you have to do everything. No way. First, you can\u2019t do it. Second, that\u2019s why you have a team! Leaders delegate<\/a>. Willink and Babin stress training, empowerment, and communicating clear responsibilities and expectations.<\/p>\n<\/li>\n<\/ol>\n\t\t