This is an important point! You win the comments section imo. I did this, I was told to go full throttle and in doing so I showed up the weaknesses of my superiors. So much so I had to transfer out... because I was branded a "smartass" simply because I was new to this particular unit and I had acquired skills elsewhere. I was very humble. Despite the fact that I knew for example that I know this particular weapon system well. Thus i stripped, cleaned and re assembled faster than 22 year guys... I didn't realise until it was too late. My previous unit would have a 6 mile run lined up for the poor b that finished last. This unit had nothing. The same can be said of my physical performance evaluations. I knew I was the fittest guy all round there.. but on pfa I took my foot off the gas so to speak because I was about to take the run time record from a superior. Ironically I then got in trouble for not trying hard enough. Even though my time was 40 seconds less than required. Jocko advice is awesome... in an awesome world. Sadly we don't live in that world anymore. However I do still find the advice very useful. X
In the age where we're wondering if we're too connected, I'm reminded of what a blessing it is to have access to these clips, and I revise my position on that -- at least just a little bit.
Dude mind blowing advice about letting the guy below you who is stepping up to let him have it and look further up the chain of command to be better in another area. Takes a tremendous amount of humility to do that. Gonna hang onto to that for sure. Extreme Ownership really makes more sense the older I get. Thanks Jocko.
The ladder of success in business is like a good military battle plan, full of strategy based off of the weakness of those around you. Plan accordingly. A weak leader allows for you to showcase how good you are without much effort, other faults in those above you are hard to get people to notice .
Thank you Jocko. I will keep listening to your podcast to learn ownership deeply in my heart, and I will go back to this comment once I have accomplished this in my life!
Good advice. And as that leader you need to know the individuals in your team and what they respond to because not all of them respond to the same tactics especially nowadays with some of the people that just seem to melt under pressure.
It also helps to take a step back and think about what is the goal of your operation. You're on the same team so you've got the same goal. If you are in a position where you can make steps to reach that goal together then you take those steps for the good of everybody. With tact of course. I know if I get caught up in the hierarchy in a way that goes against the mission then I'm making a big mistake.
Fogo fogo na casa fogo na cabeça dela é fogo ela vai ter fogo continua latindo vai ter mais fogo nas ruas mas fogo eu não tenho quem não tem que me dar nada ela não tem nada para me dar Eu não tenho que me dar nada ela tá ali para provar o que ela tem contra mim ela só tá ali para apresentar as provas me dá nada não tem nada para me dar ela não tem nada para me dar só tá ali apenas para provar o que ela tem contra mim só isso nada mais eu já falei botou Eu já falei 200 vezes eles não tem nada para me dar só tô ali para provar o que tem contra mim estão ali para levantar apresentar as provas não me dá nada não tô pedindo nada para eles eu não tô pedindo nada para ele
Eu não quero nada deixa que apresente as provas eu não tô pedindo nada deles não quero nada nada só que eles não entendem que é nada só quero que eles Apresente as provas eu quero que eles Apresente as provas tô pedindo nada para eles
In the civilian world taking lead needs to come with more pay especially after boss is now slacking harder because he knows you’ll take care of it anyway. Professionally requesting more money for performance is hard for me especially after the military because that was always do your best and never announce your success it was your job to execute and shut up and stand by.
I learned this in my job as PM. You will be blamed anyway by that mistake. It's better to make a mistake because you did it instead because someone else told you to do in that way.
There is a question I have... what if you are innately a soft leader characterised by being influential and stable vs a hard leader who is characterised by being dominant and compliant? Is there any way to change your innate leadership qualities ... reason is because i find and think with most people and situations a soft leader is extremely ineffective and no one wants to be the loser almost everytime...
Cool ground rules on the opportunities of leadership, wow. Aside: What's with the boxes. I see "Jocko White Tea". I assume Chinese tea. But no idea about the others...
Not Jocko... BUT I do know a thing or three about it. Build trust with your lateral colleagues and subordinates. That means keeping confidential things confidential, even away from company eyes so long as it isn't something morally or legally reprehensible... (obviously) It also means stepping up for your subordinates and making some allowances for their shortcomings to be YOUR ownership... as their leader, taking the responsibility for their training rather than pointing fingers and pissing and moaning about it will go a long way toward building trust... It's as simple as "These are MY guys. If you have a problem, it's with ME. I'll be the boss and see to it, my guys are trained on it for tomorrow/next time/whatever. Don't you dare step on MY guys." Once you have some trust started, you can extend it a bit with occasional one-on-one chats, where you simply invite and then avoid discouraging "Speaking Candidly"... That means however the low-brows decide to voice their unhappy opinions about whatever got "f***ed up royal"... you nod, you listen, and you respond as calmly and professionally as possible to an effect of "let's see how we can fix that/avoid it in the future"... rather than "Don't bitch at me like that. I didn't f*** it up royal!" This is the hard part. Avoiding abrasive terms, even while the other party in the room fountains obscenities with every breath is a tough trick to master... even tougher to continue speaking in YOUR inside voice while they're steadily raising theirs and bracing for a verbal contest of some sort... BUT you can't let yourself resort to a shouting match or an obscenity challenge. Inviting candid feedback comes with the social contract (usually unspoken, but no less official) of ACCEPTING the feedback you get... and whatever form it takes. The more advanced hard part is balancing the candid feedback with NOT letting yourself be a push-over either... SO I'll finish with the suggestion that you set a boundary of some kind, like "Save that note for our next chat" when some subordinate decides just any time or any where is appropriate to tell you how stupid he thinks some mundane company protocol is. AND just BE CONSISTENT in those (and really all) rules. What's good enough today needs to be good enough for the next twenty years, day in... and day out. ;o)
Nice how Jocko's white Tea is in front A . typical P.R. Tactic ( get it Tactic a Military term ) n didn't know Jacko has his own tea where can you get it?
I think if this continually happens without the leader improving their behavior in response to you stepping up then yes. Ideally this tactic should wind up educating your leader, making them stronger and teaching them the habits they should actually be using in their day to day lives. But sometimes leaders are lazy and will keep on letting you step up without actually stepping up themselves, which is why you have to pay attention to them after you step up.
Why say "manipulate", though? So, here is my question/situation. I try to help this co op thing (and cooperate) because I know who I am helping CARES about image and how things look, I see a potential shit storm on the horizon, the rogue wave is going to hit them AND my team if it isn't handled quietly and properly (while assuming that we all have the best intentions...probably my number one mistake). So, while following this co oppy lead, (because my leaders on my team obviously WANT THIS...I think. Nobody tells me what they want.) So...I try to cooperate and feel it out...THEN somebody jumps on my ass who is not on MY TEAM but the co-op team. In reality, it's more so that *their team* has the potential to significantly affect *my team* with screwing up. In helping the other team fix something I am simultaniously helping *my team* not get thrown under the bus, while helping them and doing what I thought my team wanted me to do. I thought that was the objective so I thought I was doing what my team wanted.... However, my personal feelings about this other team has to be put on the back burner. However, I am still being hit with friendly fire from this other team because someone on that team can't detach from their feelings. And I'm starting to wonder if the objective is to destroy me or the objective is something else. I feel confused and stuck and nobody has given me clear instructions on either side. I have to follow my teams lead by improvisation and take friendly fire nobody will do anything about. Not sure what to do.
Lauren Padgett he must mean to handle it. Or to control it. Not the negative form of the word. But more of the positive aspects. They aren’t trying to influence but to control the situation and ensure structure.
You do that by taking responsibility and ownership of the work you’re doing. Don’t step on toes and don’t try to take the spot light. Just do the work and In the end your efforts will be recognized. When you do this the more senior person will notice what you’ve been doing and understand that you’re taking the initiative needed for you and your team to progress.
I swear to god this fucking man , teaches me some valuable fucking lessons i would never have the chance to hear from anybody else.
"Never outshine the master" - 48 Laws of Power
This is an important point! You win the comments section imo. I did this, I was told to go full throttle and in doing so I showed up the weaknesses of my superiors. So much so I had to transfer out... because I was branded a "smartass" simply because I was new to this particular unit and I had acquired skills elsewhere. I was very humble. Despite the fact that I knew for example that I know this particular weapon system well. Thus i stripped, cleaned and re assembled faster than 22 year guys... I didn't realise until it was too late. My previous unit would have a 6 mile run lined up for the poor b that finished last. This unit had nothing. The same can be said of my physical performance evaluations. I knew I was the fittest guy all round there.. but on pfa I took my foot off the gas so to speak because I was about to take the run time record from a superior. Ironically I then got in trouble for not trying hard enough. Even though my time was 40 seconds less than required. Jocko advice is awesome... in an awesome world. Sadly we don't live in that world anymore. However I do still find the advice very useful. X
At least not at work maybe on your personal goals
I disagree with this in 2021. You can't change bad/indecisive leadership. If the grass is greener on the outside, just leave.
@@jamiewalker8772 damn shorten that up for me
In the age where we're wondering if we're too connected, I'm reminded of what a blessing it is to have access to these clips, and I revise my position on that -- at least just a little bit.
Advice Request: How do you deal with the pressure of looking intimidating/strong but feeling anxiety and fear chronically?
Dude mind blowing advice about letting the guy below you who is stepping up to let him have it and look further up the chain of command to be better in another area. Takes a tremendous amount of humility to do that. Gonna hang onto to that for sure. Extreme Ownership really makes more sense the older I get. Thanks Jocko.
The ladder of success in business is like a good military battle plan, full of strategy based off of the weakness of those around you. Plan accordingly. A weak leader allows for you to showcase how good you are without much effort, other faults in those above you are hard to get people to notice
.
With a little bit of balancing this tactic works.
Thank you Jocko. I will keep listening to your podcast to learn ownership deeply in my heart, and I will go back to this comment once I have accomplished this in my life!
Good advice. And as that leader you need to know the individuals in your team and what they respond to because not all of them respond to the same tactics especially nowadays with some of the people that just seem to melt under pressure.
Echo Charles is competing with Belgian Blue cattle for most muscle mass
Dang Jocko!! There’s a fine line to true leadership😊
Take me to your leader 👽
Those biceps though. Echo lookin JAAAAAAAAAACKED
I was a good NCO but, I wasn't a great NCO. Thankfully we're not static beings and I've learned from my mistakes.
I was a terrible Lance Corporal. Learned as well.
Powerful stuff!
Awesome!
It also helps to take a step back and think about what is the goal of your operation. You're on the same team so you've got the same goal. If you are in a position where you can make steps to reach that goal together then you take those steps for the good of everybody. With tact of course. I know if I get caught up in the hierarchy in a way that goes against the mission then I'm making a big mistake.
This is 90% of the civilian workplace. Sad...
good. more opportunities for echelon front.
Fogo fogo na casa fogo na cabeça dela é fogo ela vai ter fogo continua latindo vai ter mais fogo nas ruas mas fogo eu não tenho quem não tem que me dar nada ela não tem nada para me dar Eu não tenho que me dar nada ela tá ali para provar o que ela tem contra mim ela só tá ali para apresentar as provas me dá nada não tem nada para me dar ela não tem nada para me dar só tá ali apenas para provar o que ela tem contra mim só isso nada mais eu já falei botou Eu já falei 200 vezes eles não tem nada para me dar só tô ali para provar o que tem contra mim estão ali para levantar apresentar as provas não me dá nada não tô pedindo nada para eles eu não tô pedindo nada para ele
Eu não quero nada deixa que apresente as provas eu não tô pedindo nada deles não quero nada nada só que eles não entendem que é nada só quero que eles Apresente as provas eu quero que eles Apresente as provas tô pedindo nada para eles
"Jocko es el jefe de jefes"
Profound thought... how much success and/or failure in life is dependent upon our relationships. ~ Thanks for sharing!
In the civilian world taking lead needs to come with more pay especially after boss is now slacking harder because he knows you’ll take care of it anyway. Professionally requesting more money for performance is hard for me especially after the military because that was always do your best and never announce your success it was your job to execute and shut up and stand by.
CAN I GET ADVICE ON A STRONG LEADER BUT HE HAS SKINNY KNEES???
SHOULD I BE CONCERNED
ASKING 4 A FRIEND
Squat and Deadlift
2 people got burnt alive
Good
I learned this in my job as PM. You will be blamed anyway by that mistake. It's better to make a mistake because you did it instead because someone else told you to do in that way.
Am thankful yes I messed up.ok
Holy fuck I needed this today
There is a question I have... what if you are innately a soft leader characterised by being influential and stable vs a hard leader who is characterised by being dominant and compliant? Is there any way to change your innate leadership qualities ... reason is because i find and think with most people and situations a soft leader is extremely ineffective and no one wants to be the loser almost everytime...
I like it before i see it
That was insightful. What do you do when a male leader feels threatened by a woman?
Cool ground rules on the opportunities of leadership, wow.
Aside: What's with the boxes. I see "Jocko White Tea". I assume Chinese tea. But no idea about the others...
Is leadership a role or is it a position?
Jocko,
What is the best way to solicit feedback from those lateral to and below you in the chain of command?
Not Jocko... BUT I do know a thing or three about it.
Build trust with your lateral colleagues and subordinates. That means keeping confidential things confidential, even away from company eyes so long as it isn't something morally or legally reprehensible... (obviously)
It also means stepping up for your subordinates and making some allowances for their shortcomings to be YOUR ownership... as their leader, taking the responsibility for their training rather than pointing fingers and pissing and moaning about it will go a long way toward building trust...
It's as simple as "These are MY guys. If you have a problem, it's with ME. I'll be the boss and see to it, my guys are trained on it for tomorrow/next time/whatever. Don't you dare step on MY guys."
Once you have some trust started, you can extend it a bit with occasional one-on-one chats, where you simply invite and then avoid discouraging "Speaking Candidly"... That means however the low-brows decide to voice their unhappy opinions about whatever got "f***ed up royal"... you nod, you listen, and you respond as calmly and professionally as possible to an effect of "let's see how we can fix that/avoid it in the future"... rather than "Don't bitch at me like that. I didn't f*** it up royal!"
This is the hard part. Avoiding abrasive terms, even while the other party in the room fountains obscenities with every breath is a tough trick to master... even tougher to continue speaking in YOUR inside voice while they're steadily raising theirs and bracing for a verbal contest of some sort... BUT you can't let yourself resort to a shouting match or an obscenity challenge. Inviting candid feedback comes with the social contract (usually unspoken, but no less official) of ACCEPTING the feedback you get... and whatever form it takes.
The more advanced hard part is balancing the candid feedback with NOT letting yourself be a push-over either... SO I'll finish with the suggestion that you set a boundary of some kind, like "Save that note for our next chat" when some subordinate decides just any time or any where is appropriate to tell you how stupid he thinks some mundane company protocol is. AND just BE CONSISTENT in those (and really all) rules. What's good enough today needs to be good enough for the next twenty years, day in... and day out. ;o)
Wow. Maybe this could work. I work in city government & they are totally weak.
In which Podcast does Jocko talk about his mutiny?
Did you find out?
@@TheTurbanatore No =((
@@eveliinatistelgren172 I found it, it's the Jocko video about regaining trust
@@eveliinatistelgren172 "how to regain trust after a mistake" search that up
What mutiny?
Could you call Canada's Prime Minister he really really really needs help!
Martin Peacocke I can’t click like enough times!!!
Trudeau's such a turd and there is nothing we can do about it, especially in Alberta we are at his brain-dead mercy.
Ownership might be nuanced from blame.
Nice how Jocko's white Tea is in front A . typical P.R. Tactic ( get it Tactic a Military term ) n didn't know Jacko has his own tea where can you get it?
Dang Echo looks swolt.
Great advice, but a lot in corporate world really don't care
The 6 dislikes are weak leaders
By covering for weak leaders, arn't you just encouraging substandard behavior?
I think if this continually happens without the leader improving their behavior in response to you stepping up then yes.
Ideally this tactic should wind up educating your leader, making them stronger and teaching them the habits they should actually be using in their day to day lives. But sometimes leaders are lazy and will keep on letting you step up without actually stepping up themselves, which is why you have to pay attention to them after you step up.
Why say "manipulate", though?
So, here is my question/situation. I try to help this co op thing (and cooperate) because I know who I am helping CARES about image and how things look, I see a potential shit storm on the horizon, the rogue wave is going to hit them AND my team if it isn't handled quietly and properly (while assuming that we all have the best intentions...probably my number one mistake). So, while following this co oppy lead, (because my leaders on my team obviously WANT THIS...I think. Nobody tells me what they want.) So...I try to cooperate and feel it out...THEN somebody jumps on my ass who is not on MY TEAM but the co-op team.
In reality, it's more so that *their team* has the potential to significantly affect *my team* with screwing up. In helping the other team fix something I am simultaniously helping *my team* not get thrown under the bus, while helping them and doing what I thought my team wanted me to do.
I thought that was the objective so I thought I was doing what my team wanted....
However, my personal feelings about this other team has to be put on the back burner. However, I am still being hit with friendly fire from this other team because someone on that team can't detach from their feelings.
And I'm starting to wonder if the objective is to destroy me or the objective is something else. I feel confused and stuck and nobody has given me clear instructions on either side.
I have to follow my teams lead by improvisation and take friendly fire nobody will do anything about. Not sure what to do.
Lauren Padgett he must mean to handle it. Or to control it. Not the negative form of the word. But more of the positive aspects. They aren’t trying to influence but to control the situation and ensure structure.
@@MetalxTongue Ok. But how do I do that without insubordination? I don't want to manipulate anyone.
You do that by taking responsibility and ownership of the work you’re doing. Don’t step on toes and don’t try to take the spot light. Just do the work and In the end your efforts will be recognized. When you do this the more senior person will notice what you’ve been doing and understand that you’re taking the initiative needed for you and your team to progress.
@@MetalxTongue Okay, thank you.