Jocko Willink and Leif Babin are two guys you don’t want to fool around with.Not only because they are former SEALs, but also because they pretty much look like they are some other species.So, when they say that leadership is all about owning your mistakes and balancing – you’ll balance, admit to everything you’ve done wrong, and ask no further questions!Here they are, walking us through to every aspect of:The Dichotomy of Leadership.
For every positive behavior a leader should have, it is possible to take that behavior to the extreme, where it becomes a negative. First, if you’re reading this and haven’t read Extreme Ownership go do that.
Dichotomy of Leadership is the follow-up book to Jocko Willink and Leif Babin's wildly popular book on leadership, Extreme Ownership. Willink was the head of US Navy SEAL Team 3 Task Unit Bruiser, the most highly decorated US special operations unit of the Iraq War, and Babin was one of the two platoon leaders who reported to him. And that’s because an aggressive mind is a proactive mind: it doesn’t mean an angry one or one that loses its temper easily. Extreme Ownership 2.0. Dichotomy of Leadership follows the same general format as Extreme Ownership.
Willink and Babin said that they found some readers of their first book, "Extreme Ownership," misinterpreted the thesis as meaning that they must micromanage their team in addition to accepting responsibility for everything good and bad that happens under their watch.
I have begun listening to the Audible version today after waiting so long since finishing Extreme Ownership. 'A leader must lead but also be ready to follow.' I knew I wasn’t a good leader, but I had to be.
The Dichotomy of Leadership is an outstanding follow up to Extreme Ownership that expands on and hones in on the principles laid out in Extreme Ownership. Leaders need to push themselves and their teams while also recognising their limits, in order to achieve a suitable pace and avoid burnout. But, first, it could probably have been about half the length without any loss of fidelity; concepts are reiterated ad nauseam. As far as leadership books go, this one is pretty standard, enumerating the usual principles. Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have. You have to motivate as well as be clear. 'Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,' Willink writes. Second, if you lead other leaders buy each of them a copy of both books too. 'Extreme Ownership' is the fundamental concept of Willink and Babin's leadership philosophy. If you want to find out how to lead and how to win, this book is your guide.
Taken too far: Setting clear priorities is critical, Babin said, "yet you can get target fixated, and you get so focused on the highest priority task, that you're not able to see when a new priority emerges and you have to re-adjust." In his new book “Extreme Ownership: How US Navy SEALs Lead and Win,” co-written with his former platoon commander Leif Babin, he and Babin explain the lessons learned in combat that they have taught to corporate clients for the past four years in their leadership consultancy firm Echelon Front. This book is very easy to follow, organized, concise, and its lessons are practical and impactful. Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they're given. With examples from
The Dichotomy of Leadership is better than Extreme Ownership. A leader must walk the line between extremes 2. The problem with that book, the authors say, is in the title itself.
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