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The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win - Hardcover

Willink, Jocko; Babin, Leif

 
9781250195777: The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win

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THE INSTANT #1 NATIONAL BESTSELLER

From the #1 New York Times bestselling authors of Extreme Ownership comes a new and revolutionary approach to help leaders recognize and attain the leadership balance crucial to victory.


With their first book, Extreme Ownership (published in October 2015), Jocko Willink and Leif Babin set a new standard for leadership, challenging readers to become better leaders, better followers, and better people, in both their professional and personal lives. Now, in THE DICHOTOMY OF LEADERSHIP, Jocko and Leif dive even deeper into the unchartered and complex waters of a concept first introduced in Extreme Ownership: finding balance between the opposing forces that pull every leader in different directions. Here, Willink and Babin get granular into the nuances that every successful leader must navigate.

Mastering the Dichotomy of Leadership requires understanding when to lead and when to follow; when to aggressively maneuver and when to pause and let things develop; when to detach and let the team run and when to dive into the details and micromanage. In addition, every leader must:
· Take Extreme Ownership of everything that impacts their mission, yet utilize Decentralize Command by giving ownership to their team.
· Care deeply about their people and their individual success and livelihoods, yet look out for the good of the overall team and above all accomplish the strategic mission.
· Exhibit the most important quality in a leader—humility, but also be willing to speak up and push back against questionable decisions that could hurt the team and the mission.

With examples from the authors’ combat and training experiences in the SEAL teams, and then a demonstration of how each lesson applies to the business world, Willink and Babin clearly explain THE DICHOTOMY OF LEADERSHIPskills that are mission-critical for any leader and any team to achieve their ultimate goal: VICTORY.

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Über die Autorin bzw. den Autor

JOCKO WILLINK and LEIF BABIN served as U.S. Navy SEAL officers in the toughest urban combat mission in the history of the SEAL teams. Their unit remains the most highly decorated special operations unit in the Iraq war. After returning, Babin and Willink formed Echelon Front, a leadership training company that teaches others to build and lead their own winning teams using lessons learned from the battlefield. Their first book, Extreme Ownership, is a #1 New York Times bestseller.

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The Dichotomy Of Leadership

Balancing The Challenges of Extreme Ownership To Lead and Win

By Jocko Willink, Leif Babin

St. Martin's Press

Copyright © 2018 Jocko Command LLC and Leif Babin LLC
All rights reserved.
ISBN: 978-1-250-19577-7

Contents

Frontispiece,
Title Page,
Copyright Notice,
Dedication,
Map,
Preface,
Introduction: Finding the Balance,
PART I: BALANCING PEOPLE,
Chapter 1: The Ultimate Dichotomy,
Chapter 2: Own It All, but Empower Others,
Chapter 3: Resolute, but Not Overbearing,
Chapter 4: When to Mentor, When to Fire,
PART II: BALANCING THE MISSION,
Chapter 5: Train Hard, but Train Smart,
Chapter 6: Aggressive, Not Reckless,
Chapter 7: Disciplined, Not Rigid,
Chapter 8: Hold People Accountable, but Don't Hold Their Hands,
PART III: BALANCING YOURSELF,
Chapter 9: A Leader and a Follower,
Chapter 10: Plan, but Don't Overplan,
Chapter 11: Humble, Not Passive,
Chapter 12: Focused, but Detached,
Notes,
Afterword,
Index,
Also by Jocko Willink and Leif Babin,
About the Authors,
Copyright,


CHAPTER 1

The Ultimate Dichotomy

Jocko Willink


CHARLIE MEDICAL FACILITY, CAMP RAMADI, IRAQ: 2006

"Sir," the young SEAL whispered in a faint voice, "come here." Our hands were clasped in a handshake. Not a formal handshake like two businessmen, but palm to palm with thumbs wrapped around the back of the hand like an arm-wrestling contest — a handshake of brotherhood. The young SEAL was feeling the morphine. I saw it in his eyes, but he was still there, still conscious and aware. He was everything a young man should be: smart, brave, athletic, funny, loyal, and tough. He had been shot in the leg about half an hour before. I found out later that Mikey Monsoor, a young SEAL machine gunner, had run out into heavy enemy gunfire and dragged this SEAL out of a war-torn street in the Malaab District in the city of Ramadi, the violent heart of the insurgency in Iraq.

The wounded SEAL now lay on a gurney in Charlie Med, the Camp Ramadi field hospital where U.S. military surgical teams worked furiously to save the lives of gravely wounded troops almost every day. The bullet, a mammoth armor-piercing 7.62 × 54 millimeter round with a steel core, had entered his leg at the lower thigh, ripped apart flesh and bone inside his leg, and exited in his upper thigh, close to the groin. It was hard to say if he would keep his leg. From the looks of the wound, my guess was no, he would lose it.

The wounded SEAL's grip on my hand tightened and he pulled me in, drawing me just inches from his face. I could tell he wanted to say something to me, so I turned my head and put my ear next to his mouth. I wasn't sure what to expect. Was he scared or angry or depressed that he might lose his leg? Was he nervous about what might happen next? Was he confused?

He took a breath and then whispered, "Sir. Let me stay. Let me stay. Please. Don't make me go home. I'll do anything. I'll sweep up around the camp. I can heal here. Please, please, please just let me stay with the task unit."

There you go. Not scared. Not angry. Not depressed that he might lose his leg. Only concerned that he might have to leave our task unit.

Task Unit Bruiser. Our task unit. Our lives. This SEAL was our first significant casualty. We had had guys catch some frag on previous operations. We had had some very close calls. But this was the first wounded SEAL from Task Unit Bruiser whose life would be forever changed by a grave combat injury. Even if he kept his leg, the damage was so substantial that it didn't seem possible he would ever fully regain the extraordinary athleticism he had displayed previously. And yet this SEAL was only concerned that he would let me down, let the task unit down, let his platoon — his team — down.

This was a man. This was a true friend — a brother. This was a hero: young, brave, and without question more concerned for his friends than for his own life.

I was moved. I felt tears welling up in my eyes. I fought them back and swallowed the lump in my throat. This was no time to break down. I was "the Leader." He needed me to be strong.

"It's alright, brother. We've got to get you healed up first," I whispered. "As soon as you heal up, we'll get you back over here. But you have to get healed up first."

"I'll be okay," the wounded SEAL replied. "Just let me stay ... let me stay."

"Brother," I told him earnestly, "I'll bring you back as soon as you can stand. But you have to go and get yourself healed up."

"I'll heal up here. I can work in the TOC," he argued, referencing our tactical operations center, where we monitored combat missions via radio and television screens that displayed overhead video feed from aircraft, both manned and unmanned.

"Listen," I told him, "that won't work. This wound is no joke. You're going to need real rehab — and we don't have that here for you. Go home. Heal up. Get back on your feet and I'll get you back over here. I promise."

I meant it. Whether he kept his leg or not, once he was stable enough, I would do all I could to bring him back.

"Okay, sir," he replied, convinced that it wouldn't take long, "I'll be back soon."

"I know you will, brother. I know you will," I told him.

Soon he was being loaded onto a medevac1 helicopter and flown to a more advanced medical facility where he would get the surgery he needed — a place where they might be able to save his leg.

I went back to my camp, a compound of tents and buildings we called Sharkbase sandwiched between the large U.S. military base of Camp Ramadi and the Euphrates River.

I went to my room on the second floor of the building that housed our TOC, a once lavish structure with ornate columns that had previously belonged to members of Saddam Hussein's regime. Now it was our headquarters and barracks, with sandbagged windows and makeshift furniture. I sat down on my crude bed, constructed of plywood and two-by-fours.

Reality set in: we were only one month into our deployment. My guys were getting in gunfights on a daily basis. The city of Ramadi, where we operated, was crawling with insurgents. And the insurgents were good: they were well equipped, well trained, and well disciplined. They fought with tenacity and ruthlessness.

Of course, we were better. Our training, gear, and attitude were among the best of any combat troops in the world. We were in Ramadi to make the city safe for the local populace by taking the fight to the enemy — to hunt the evil insurgents down in the streets and kill them. All of them.

But we weren't bulletproof. We couldn't run around this city day in and day out and not expect to take casualties. If you cut wood, you get sawdust. When you wage war, especially in violent urban combat, you take casualties. That was the nature of the business. Oddly enough, up until this point, SEALs in Iraq had been very lucky. Three years into the war, only a handful of SEALs had been wounded — and none had been killed. The incidents were fairly random, often more bad luck than anything else.

But we weren't going to get lucky this whole deployment. The proof was evident, as I'd just witnessed, seeing my wounded SEAL, pale from blood loss, hazy from morphine, and lucky — so extremely lucky — to be alive.

The wounded SEAL was a young man. This was only his second SEAL platoon and his second deployment to...

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