accustomed to do 慣常于做...

The leader is truly and ultimately responsible for everything.

The leader must acknowledge mistakes and admit failures,?

take ownership of them, and develop a plan to win.

When subordinates下屬 aren’t doing what they should, leaders that exercise

Extreme Ownership cannot blame the subordinates. They must first look in

the mirror at themselves.

The leader bears full responsibility for explaining

the strategic mission, developing the tactics, and securing the training and

resources to enable the team to properly and successfully execute.

Extreme Ownership requires leaders to look at an organization’s

problems through the objective lens透鏡 of reality, without emotional

attachments附著 to agendas or plans. It mandates授權(quán) that a leader set ego aside,

accept responsibility for failures, attack weaknesses, and consistently work

to a build a better and more effective team.

The best leaders checked their egos, accepted blame, sought(seek過去式) out

constructive建設性的 criticism, and took detailed notes for improvement.?

As a group they try to figure out how to fix

their problems—instead of trying to figure out who or what to blame.

There are no bad teams, only bad leaders

leadership is the single greatest factor in any team’s performance.

Whether a team succeeds or fails is all up to the leader.

As a leader, it’s not what you preach, it’s what you tolerate.

Leaders should never be satisfied. They must always strive to improve,

and they must build that mind-set into the team. They must face the facts

through a realistic, brutally honest assessment of themselves and their

team’s performance.?

Extreme Ownership—good leadership—is contagious`有感染力的

★★★anticipate 預感 預知 先于...行動

★★★substantial 重大的 大量的

"If the Iraqi military can’t handle the security in this country, who

is going to do it?"

A leader must be a true belie?er in the mission.

If a leader does not believe, he or she will not take the

risks required to overcome the inevitable challenges necessary to win.?

And they will not be able to convince others—especially the frontline troops

who must execute the mission—to do so.

Leaders must always operate with the understanding that they are part

?of something greater than themselves and their own personal interests.

Far more important than training or equipment, a resolute堅定的 belief in?

the mission is critical for any team or organization to win and achieve

big results.

In many cases, the leader must align his thoughts and vision to that of

the mission.

★Every leader must be able to detach使超然 from the immediate tactical mission

and understand how it fits into strategic goals.??

Junior leaders must ask questions and also provide feedback up the chain

so that senior leaders can fully understand the ramifications of how strategic

plans affect execution on the ground.

The leader must explain not just what to do, but why. It is the responsibility?

of the subordinate leader to reach out and ask if they do not understand.?