Leaders must accept total responsibility, own problems that inhibit performance and develop solutions to those problems. The concept that there are no bad teams, only bad leaders can be a difficult one to accept. Neverless, it is a concept that leaders must understand and implement to enable them to lead a high-performance team. The following paragraphs summarize the key concepts that define Extreme Ownership. They analyze what has happened to mitigate future errors. A leader checks his or her ego and accepts blame for the team. The leader bears full responsibility to enable the team to execute. When subordinates aren't doing what they should, leaders that exercise extreme ownership don't blame them. They must acknowledge mistakes and admit failures, take ownership for them, and develop a plan to win. The leader is responsible for everything that happens, success and failures. We have summarized key Extreme Ownership learnings in the following post and hope you, the reader, gain as much value as we did from reviewing them. More importantly, the learnings are accessible and applicable to anyone, in any role, in any business, provided they are seriously committed to making changes to their working styles. Together, they provide a clear and practical road map for navigating the murky path that is effective leadership. Throughout the discussion, we came to realize that Extreme Ownership and the key concepts that support it, while rigorous and challenging, are not extreme. The Prolink Book Club met earlier this year to discuss Extreme Ownership by Jocko Willink and Leif Babin.

Extreme ownership