Learn the key ideas of the book by J. Willink e L. Babin

Extreme Ownership

How U.S. Navy Seals Lead and Win

Extreme Ownership was born from the direct experience of its authors in the Navy Seals, a text that is aimed at big and small leaders who want to improve their skills. Through this book, by Jocko Willink and Leif Babin, we will acquire the right mentality to command, without being guided by our ego, we will discover how to apply the principles of Navy Seals to our organization and bring it to success, we will understand the extreme mentality on which leadership is based.

Extreme Ownership
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What it means to be a leader

This is a leadership book written for small or large group leaders, and anyone who aspires to improve. It is a collection of lessons, a sort of guide with practical examples drawn from the battlefield and the business world. The principles outlined here are useful in any situation where there is a group of people who must work together to achieve a goal. Full understanding and application of these principles will lead any group, team, organization to success.

Part I. Win the war inside

This section develops the fundamental aspects necessary to build leadership, the mentality necessary to command and win.

Part II. The laws of combat

Describes the four main concepts that allow a team to operate at the highest levels.

Part III. Maintain victory

Describes that rough sea in which leaders must be able to navigate to continue keeping the team operating at the highest levels.


The key ideas of "Extreme Ownership"

What it means to be a leader
Part I: what should a true leader do?
Part I: there are no bad teams, only bad leaders
Part I: trust, a fundamental part of leadership
Part I: the unchecked ego is a danger to the leader
Part II: leading the team
Part II: simplicity is the secret to success
Part II: how a leader must manage priorities
Part II: divide squads into teams
Part III: the checklist to follow for effective planning
Part III: leadership union in front of the team
Part III: how a leader behaves in uncertainty
Part III: the fine line between discipline and freedom
Take-home message

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