I think this also applies to parents who don't allow their children to make decisions or make virtually all their decisions for them. Additionally, I think that parents who don't validate their children's ideas by turning them down without an explanation also affects them. The result may look like timidity to make executive decisions as an adult, a fear of initiative and critical thinking, irresponsibility, and self-esteem issues later on in life.
@@leonhuynh2641 And this is why most of them are miserable, because their narcissist parents tries to live their dreams through their children, make their children accomplish the things they couldn't, when sometimes, that child wants to do something completely different, but to honor the family name and to make their parents happy, this is the reason I see a lot of Asian people terminating their lives.
@@leonhuynh2641 Which isn't always a good thing as we found out during the covid plandemic. Doctors and lawyers did the step-to for the government mandates that were illegal and there were a whole bunch of doctors and lawyers that took a knee instead of standing their ground like a real American that knows what their natural rights are, should. So, you see, parents probably should have threw some kind of individual sport or martial art in their regimen for their kids, to make up for their shortsightedness and so that they didn't grow up to be total gamma male/female weaklings that ultimately failed their families by not protecting them from the evil machinations of a perceived authority that actually belongs to them.
Depends because that mentality can also create inefficient managers when the team starts lacking in manpower and they refuse to step in and help due to the team handling it without them.
@@anthonywelton9435 when you are there, you are the manager, when you are not then the team is the manager; what you are describing is a bad manager that hasnt trained their team.
exactly,the team has to know the mission doesn't matter if it's french fries or in military.yet most people in charge specially managers are afraid to conceal information as if giving information somehow would take power from them, those are the same managers who bark orders and blame the team for their losses.
I winced while clicking on this because I expected to hear this giant soldier tell me what a horrible boss I was for 10 minutes. But I wanted to hear it anyway so I could learn something. Instead, I find out that I was already on the right track without even realizing it, just by treating other people the way I want to be treated. So it ended up being quite encouraging and validating. Thank you, sir.
Same here. I feel like I should be doing more. My team does everything, tells me what they did, tells me what they're planning to work on next, and then asks if I need anything from them before they start. Some days at work it really does feel like I'm just... There. I heard someone say a while ago that good leadership will feel like you don't need to manage your people. It was nice validation but still feels so weird to me. I'm busy, my team is busy, and everyone seems pretty happy; it's just bizarre that I am spending my time doing admin and have only a surface level understanding of what's actually going on around me. There has to be a point where I'm too hands off and I expected this video to call me out on it. Maybe overcoming that mentality is the biggest hurdle? For now I'll take the ego boost.
The actualization of this theory is one of the factors that makes US armed forces so effective. Obviously it doesn't happen always with every leader but good leaders have been able to make it work and great results have followed. "Never tell people how to do things, tell them what to do and their ingenuity will surprise you." - George S Patton
My primary goal as a leader is to make myself unnecessary as much as possible. I don't mean "make them do my job" I mean my job is to set and communicate priorities, go to bat for them with outside entities, and verify standards are being met. I don't need to be in the office micromanaging daily tasks
There are people who need direct orders because they are not competent yet. Leadership is recognizing who needs direct orders and who doesn't. Jocko worked with highly compentent and vetted professionals who were relentless in their pursuit of excellence. He never had to give instructions to an employee who cant be trusted with a bucket of water and a mop when told to simply clean the floor, because they instead turned on a hose on and flooded all the office carpets.
Thats my take as well. In a group of 10 workers I might see, if Im lucky 3 are worth training to make decisions. (Where I work now we have slightly more professional group then what I did before - where I have more experience with leadership in. In my new job I quickly learned the ins and outs quicker then anyone before I have been told and since I was a leader before, without really trying people came to me for help and guidance and decision making. Now Im transitioning to full on leadership Im going to start holding everyone to our standards.) I attempt training decision making with most people and I never discredit suggestions and thoughts but yeah some people can only operate with firm and repeatable tasks and deviating them is not worth it. Like one lady keeps telling people she got the same error they got. But she cant wrap her head around the fact that the errors on the app are different errors. So when she reports things, I need to take it with a grain of salt. All directions I give her need to be written out. But hey she actually might be better then me at training new people because she is to the book and repeats her process the same way every time - she has been in the industry for 15 years and I have been in for 1. Another lady is the opposite, she cant read well. I need to physically show her. Ill put a note not to use something and she will use it and Im confident its not because of defiance -> i literally think she only listens to if the boss tells her something directly - like it hasnt sunk in the words she read are written to be followed with the same authority then being told by leadership. But the other day I tried an idea she came up with and it was an improvement on handling something that has been a pain in the ass and looks unprofessional. Now it looks professional, is more efficient, and even easier to standardize. So if I called her an idiot and never tried getting the best out of her, I would be stuck with a worse process. Most other employees I can say it, write it, lay bread crumbs for them to make decent choices, and mostly dont need to interact with them as they can just follow our system. When the system breaks only 3 might solve it without my intervention. 2 of them can come up with a unique solution and 1 of them has enough experience to try all the protocols to resolve the issue and will document everything.
If you expect incompetence you will get incompetence. A lot of people you call incompetent are really people who have suffered under a perfectionist with unrealistic expectations for a long time (like a parent); if someone is constantly told by a parent or whatever that they're a screw up and their work is insufficient why would they try? If you're a leader your job is to figure out what they can do, create reasonable expectations around it and let them do the thing, praising them when they've met the expectations and mentoring them when they don't. They need to learn that they can do good work, that failure isn't the end and that someone cares about them being successful. It's more about relationship than the work really. Its not easy, but I guarantee you that 9 out of 10 people you know and label as incompetent are people who can be competent but have embraced that label because that's all they've ever been told that they are. Attitudes change on a dime the first time someone royally screws up and a leader picks up a broom and helps them make it right rather than yelling at them.
@@Kandralla What if you try the empowering method with those people first, give them chances to prove their competence or improve to where they are competent, and they still aren't? What then? Do you still keep pounding your head into the wall trying to force the empowering method, or do you shift to using direct leadership with that group? A truly good leader isn't someone who always tries to empower their team, a good leader is someone who adapts their leadership style for the people under their leadership. Some people you can empower, others need direct leadership.
This one put a lot of my leadership relationships into perspective. I'd semifrequently get chewed out by bosses for making an independent decision that inconvenienced them. Been told my more than one employer "I'm tired of you 'thinking'" when I would explain the "why" of what I did. I now understand that those employers were wrong and not worthy of my compliance.
Wrong you were not trainable . Starting a company is hard. Especially if that work is tangible and technical. If you could start a company you would. But it's hard . Depending on your field, usually the top .1% can compete . And its layered . Physical, logistical, political. You dont have a team of peers . You hire subs .
@@mikepict9011 False. If I were not trainable I wouldn't have been able to do my last job for the 8 months I stuck it out for, despite it being the absolute worst with respect to management. I was an armored truck officer.
A fellow nco was in a company made out of rejects and non-motivated conscripts (this was in Finland). He said once: "if it's true that there are no bad subordinates, just bad leaders, I must be an absolutely sh*tty leader". My point is, some people are dumb, lazy, unmotivated, complainers, that's when it really gets challenging to lead
Leadership comes from having an external objective . Survival comes from internal objectives . If you're a leader, you're not scared, and you have an objective . If you're a disciple, you have fear and need an objective . They do this test with music . The first one to damce is the leader . Because science . Tough guy
People really appreciated my leadership. If you want a team to function, you as a leader have to accept that your teammates might have better plans than you have. Everybody's ideas and opinion matters. It's putting the ego aside like that what really makes your teammates appreciate you. Another team, I had to kick the bucket. I was asked by a foreman to go against peer pressure of the whole industrial section of the company, to make sure my team was running on time and not taking hours of breaks and play hide and seek. I looked at him, with a smile, and said "Ha, finally! Sure thing!" I had to be firm at first but as soon as I saw my team were making great progress, we reorganized, and I noticed them enjoying the work better than playing hide and seek all day long, I eased up and it became a better time. Especially after the managing board of the company was cutting salaries of the whole industrial section, except for our team. Because we were running on time against peer pressure. I saved their hides by letting them work on time. Leadership is complex and difficult at times. It's not about commanding and raising your voice. It's about the argumentation to do your job in the best and safest way possible.
Good on ya. I find leadership is fairly easy when you know what you’re talking about and are willing to learn when you don’t. People don’t respect leaders that don’t know and won’t learn.
I've been in manufacturing quality most of my life, and we have a saying that says "all root cause analysis ends at management's feet". Training people clearly and concisely allows you as the manager to make decisions in a non-damage control scenario and clears the path for the next business growth steps.
I respect Jocko and can appreciate what he is saying about being a good leader and training your subordinates to be leaders themselves, but this to me is the type of answer I hate. A direct question was asked, and instead of a direct answer to the question followed by suggestion on how to mitigate circumstances where you have to do such a thing, only the latter part was given, and no direct answer to the question was had. In Jocko's explanation he makes the assumption that if you have to give a direct order, the only explanation for that is if there was a breakdown in leadership, when the reality of the situation is that there could be a million other mitigating factors to why a direct order might have been preferred or even necessary. I can appreciate Jocko wanting to give a broader explanation on how to be a good leader so that you can mitigate situations where you have to give direct order, but the fact of the matter is being a good leader sometime necessitates order to be given. Being a good leader is about supporting and growing your team, but it's also about knowing when to and how to make decision. As a leader you have many tools in your tool belt with which to lead your team. Giving an order is just one tool at your disposal. The tool itself is neither good nor bad, but it can have good or bad outcomes depending on how it's used. You as a leader should know how and when to use what tool to affect the best outcome.
My father used to be a teacher and the de-facto leader of small town. Mayors and council members came and go, but my father was the natural leader, who everyone respected. If something needed to be done, he would participate in meetings, see what everyone has to say, then encourage people who have opposing views to ask more questions to each other. Then, when the task and methods were clear , he would assign people responsible with the task and tell them to "saddle up !". That was a direct order, a motivational speech and a battle cry, all in one. After the task was completed, everyone got a praise in the form of "Good job, 25 points !" There was no score ladder, no one got anything from those "points", it just made people feel good. Sometimes, the situation needed to be handled quickly, so he just assigned people to the task, with the usual "saddle up !" , and things got done.
I've never been a leader, but I've found myself seeing certain people as someone to help rather than someone to receive from. The subconscious idea that I am better because my life didn't go as badly/my decisions didn't hurt as much. I noticed it for what it is a week ago, and I spent most of this week brooding about the extent of my ego. I'm glad I see it now while I'm in my twenties. Maybe I can get rid of it.
Interesting stuff. I wanted to be an army officer (I'm european) but life took me elsewhere. The elsewhere was a leadership position at a logistics company with four people including me. Two of them were what we call "voluntary army hires" for 7 years (maximum time you can be hired for) at a foot soldier level. These two guys where Impossible to lead. Always trying to show that no one gave them directions. Always resisting. Even called me weak, which I responded "I train my teams in order to delegate certain decisions. If I teach you SOP for a certain situation, I don't have to bark orders at you." They kept challenging me and I asked administration to not renew their contracts with the company. I was ignored by the company. The ambience in the company got really bad that I just left. The third element quit as well just after me. Great guy, hardworking and with a brain.
Damn that sounds like a really tough situation to be honest. Was thinking of what other possibilities there might've been (other routes to take), but as far as I can see; if your team (administration) doesn't enable you to do your best work, then look for alternative jobs is probably the best route. How do you look back at your decision to leave that comapny today, was there no other good options? How did it turn out for you afterwards? (If you don't mind me asking)
A direct order should be such an exception that it really stands out when it needs to happen. My soldiers always respected my decisions, and most of my "orders" were in the form of requests. "Specialist Snuffy, could you take care of this issue for me?" "I'm on it, sergeant." Then it would happen. Sometimes additional guidance was needed, but when you grant your team agency in how things operate, they quickly acclimate to that and begin to make choices in line with the leadership you've provided.
and they always respected your decisions why? Thats the more important part of the discussion. You had the ability to give requests instead of demands for a reason not revealed. Something in their learning history told them to respect your decisions. And I can nearly guarantee it was either something you did before or something someone ELSE did before.
My god…I’m a musician, and I’ve done this so many times with groups that I’ve worked with. I used to think that I was the most capable person to run rehearsals, but I realize that I simply never gave people the opportunity to take the reins and/or contribute. fml, time to reevaluate.
Yeah I am going to be try this approach to my parenting, specifically with my kids keeping things clean and getting ready to leave the home for some activity.
That’s what young ppl crave for but don’t get so they quit due to the outcome of this leadership we have right now is unprofitable for all, even the leader though he doesn’t notice. So you have many young ppl who have to choose between barely surviving doing nothing or barely surviving working their ass of and suffer under the leadership. Yet the simple solution of Leaders is calling them lazy, and all of the sudden blame is redirected and the Problem gets breathing ground to grow. Like so much else that’s snowballed to the problems we have today which could have been easily been solved when the issue was small. Great Vid 🙏🏻 Thanks
I work with a leader who puts us down for being incompetent at our job. She walks away with a sarcastic remark. She shames employees for thinking that she’s too aggressive and more masculine. In this moment she basks in her own greatness seeking validation from the other leaders that remain complicit.
This is good stuff for me and my kids. I don’t feel I learned as much as I should have after serving for 8.5 years, and condensed classes like this is a good restart point for how I’ll train both myself and my kids to make decisions to accomplish everyday tasks.
A Here’s a rewrite: “When there are multiple levels in the leadership chain, poor leadership at the top can gradually cascade down through each level, eventually affecting the entire organization.
I can resonate with this because, when I was in E4, I would have cherished the opportunity to lead. Most people in the military are willing to take on this responsibility, but many Chiefs tend to micromanage. Reflecting on it now, I realize I was able to bring my best qualities forward whenever I was given the autonomy to lead. However, when I was micromanaged, I felt less confident and even timid, as my Chief created an environment where he controlled everything. Even when I transferred to the reserves and landed a job as a GS-12, my boss was a micromanager. My colleagues found this strange, considering that most people at our grade level are typically type A personalities. However, this experience opened my eyes and made me more aware of the impact I have on the people I lead. Jocko is right: if a person understands the mission and has the passion, allow them to flourish, while being there as a guide.
*One of the things I learnt the hard way was this:* People expect you to make decisions and then change your mind later, rather than wait for more detail to reveal itself. You're expected to make decisions on everyone else's timetable not on yours. Apparently not making a decision _when you don't need to,_ while waiting on more information that could change everything, is seen as "being indecisive". If you don't make poor snap-decisions, and change your mind about it later, you'll be branded "indecisive". _Which to me seems totally counter-intuitive._
I’m a PM in custom home building, and I’ll go out of my way to set expectations for quality control by providing plans, sketches, mock-ups, etc. Most of the time all I expect is to follow the manufacturer’s installation instructions. When things go wrong I say “did we follow the instructions?”…..it usually takes new staff a few times to realize to follow the instructions, but most of them finally get it. Custom building can be difficult because there’s so many ways to get to the finish line.
Im a tradie and installed alot of cookie cutter type buildings, franchises and the like for the first 7 years of my career. The last few have been always new and always weird. Installation instructions have made me the glazier i aint. Dont have to be the brightest bulb if you can follow instruction.
8:30 wow, this was nothing but talking in circles. Here is his whole idea: tell and train your followers on what to do and where your going while setting an example, and let them be self sufficient until they mess up. (What was that, 30 sec?)
Time to fire my Managing Director. He’s not just a non-leader, he’s insecure and playing CYA. This is a reflection of his bosses, not the team. As Jocko says “No bad teams, just bad leaders!”
I dont have enough information but on the surface this feels like a questionable approach. You don’t have to like or agree with your boss to support them in their efforts. Instead, look at it as, is he insecure because he’s not fully aware of what you are capable of? How do you show him, that your abilities are essential to his success and reduce any insecurities he may have in you or your team. Perhaps you have covered this already with your boss. Either way, this approach often leads to venting to your team or those you work with. There are certain behavioral boundaries for leaders and aspiring leaders that should be upheld. One of them is, be the translator for your team. What I mean by that is, be the conduit that absorbs all the unmanaged electricity bossman is spitting and turn that into clean energy your team can digest when the switch gets flipped on.
@@Brandon_Rivera thanks for your perspective. Other employees describe him as vindictive and play the game. I on the other hand have nothing to lose. I’ve already won and he’s running scared. Game over!
@SilverDog-zl9wm if he's playing CYA he doesn't trust his team or his bosses. He might also be overworked or straight up lazy, so he's creating a trail of the little he is doing. Truth if your instinct is to fire him you should anyway. Stop the bleeding.
@@Brandon_RiveraI agree with the first part of your comment, but I also have solid examples of leadership insecurities that end up negatively impacting me. I just got done working for someone who would get very offended and aggressive if you were to point out that his idea may not work like he thinks it will. He was also very egotistical (would not be ok with asking other teams for help/clarification), another instance where one of his ego decisions got me in a situation where another team lead was talking to me very disrespectfully (due to the miscommunication between my lead and the other lead) and he never took accountability for putting me in that situation. He also showed that he bends ethics for higher ups while throwing those on his team under the bus. He also did not respect me and it irked him when I did my job well... and was noticed for it..
I set my teams up with 4 rules for success. If they say "hey I think we should"... I just say does it break any of the 4 rules? No? Then do it. If it's maybe or yes we talk about it. I used to work with a physician who when I called for orders would ask: Do you need permission or direction. Permission... it's granted. Direction let's talk. One of the very best I've ever worked with.
I have red his book and whatched quite some videos of Jocko and I can say that he is master or talking same sentense from diferent angles over and over and over again.........
This is, btw: excellent advice for parents! especially if you have teens and are struggling. Yeah, it's not ideal to be arguing with your kids and barking orders at them and we all know how cause and effect works.....but, we can set that aside and move forward using these same techniques. 👍 9:30
This approach works well for high-level, self-motivated, and autonomous individuals-such as those in special operations. However, it falls short when managing hourly employees who struggle with both self-management and comprehending or following strategic, operational, and tactical directives. While you can equip them with all the tools at their disposal, if you give clear instructions to go left and they go right, as a leader, there’s little you can do to correct the course. Empowering individuals who lack the foundational skills to follow through on tasks or understand the broader picture requires a very different leadership approach.
Came here to say this. There are dysfunctional organizations in the world and the worst of them are composed mostly of dysfunctional people. If you don't have any control of who was assigned to your team and the people feeding people into your team don't understand the job you do or it's requirements, yer just gonna have a hard time.
I agree, but you can always improve the team. Don't throw out the baby with the bath water. It's still solid advice, though it isn't an overnight process.
You don't have to make them fully autonomous from day one. When you give them the task, but before you give them detailed instructions - you can always ask them if they have a plan or preference on how to do it. You can always praise initiative. You can always suggest bonuses for the better workers - even if they are just a little less bad than the rest. In my experience, people struggle with self-management and comprehension when they feel their efforts are pointless and/or not rewarded. It is worse after many years of mismanagement, if the bosses and employees have years worth of grievances and resentment towards each other - like with Boeing right now. You can't motivate these people overnight, but it's never too late to start.
I currently work work for the weakest leader of all. Literally does everything in this wrong checklist. Barks orders, covers his ass, doesn’t share the plan, instructs people like dogs,etc… it’s a interesting learning experience to me for when I start my own business in this field on how not to lead. Everyone in the company hates his guts and it’s now getting to the point where people are abruptly quitting. I’ve tried to get info through to him but his ego is so strong my efforts feel like they’re in vain. I start my business this coming spring
I would just add that you have to be consistent and make the rules apply to everyone evenly. Some LEO command staff love to play favorites and pit team members against each other. I'm sure it's no different in the military. Good info.
Experience is the key though no training can replace that. So you gotta make sure not to lie to your team either they can get too confident if you know what I mean. There is a time and place for everything as a leader that's our job to know when to apply that. Balance is very important gotta keep everyone including yourself on a balance beam it could be easy you just have to focus and relax and always be paying attention one wiggle fucks up everyone though haha I love it... But everyone literally feels each other on a balance beam listening with feeling not emotions but feelings without bias etc.. criticism.. and not get butt hurt as a unit that's greatness right there.
Obviously this is solid stuff and Jocko knows what he's talking about. Here's my question looking for additional context: How was Dave selected for his role? I feel that I've routinely done a poor job of hiring which has continuously led me to having guys I can't trust to make good decisions or have trustworthy character, and I don't know how to fix it. (Pressure Washing Company).
Actually, follow up question: I've had "too many leaders" in the past, and technicians would but-heads and argue because they all felt in-charge. How do I solve this while still training everyone to lead?
@TrevorLV702 i didn't run away . And i didn't hide away either . What did you do . And why ? I did it for vengeance and love . But mostly vengeance. Tbh . I went from homeless to homeowner twice . And went around the world twice . All on my own dime
I work at a corporation where the leadership in my department, for whatever reason, refuses to hold people accountable. There are a couple of team members that will repeatedly violate the rules and policies that they created and they don’t do anything about it.
I work with stereo typical WEAK LEADER. His modus operandi is to always cover his ass first. Always. He always never admit his mistake. Never. He have his favorites taking care of his mistakes and his hands are always clean. People see this, and we do not respect him at all.
I just took a slight pay cut to leave a leader like this. Life is 100% better now. I can't believe I allowed myself to work in an environment like that for so long. I wish you luck on your journey.
How do you get somebody who is prior military who knows this and still doesn't want to do their job. The person that I deal with every single day refuses to do a portion of their job and is part of SOP standards and wants other people to go to that portion of the job. That builds resentment from the people that have to go and help that person.
5:48 "None helpful help". Hahah i totally agree. When i get, or someone else chewed out my reaponse is always "well it made sense in my/ their head at the time". Obviously people dont know what they dont know. But obvious isnt so obvious.
For those from Singapore, guys will know how this is slowly being turned around slowly but surely... within the military now on the main gripe of where im seeing signs of such " leaders" - working in Tech, Sales and some even directors are exactly what you've describe... control freaks and micro managers, want all the glory but never the work If a leader wants to control, then make sure they have all the information. but alas not everyone knows everything and anything... too. many are too comfortable to control the outcome, but not allowing a good process to take over and an end goal state. Making a wrong call after much deliberation, is still better than [ Paralysis by over-analysis ] , too many such freaks. Again taking ownership, at least , i would suggest younger ones, to try to talk it out, and if it doesnt, just cover your end first, but allow users or customers to make their own decisions after giving them the pros and cons
Depends on situation but I like flirting with what they discuss around 6 minutes in. I want to green light their idea but want them to proceed with caution. Sometimes that comes out as "im not sure if thats a good idea, but lets see what happens" I dont use it cover myself. I use it as more of a I dont think its the greatest idea but if you have a vision lets see what happens and what we can learn from it. Sometimes Ill suggest to do this or that but that we can go with your idea and see what happens. Ill state why Im cautious and what I hope to find out (if its not obvious) by going with their plan. Obviously, this is not front line leadership. Much of what we do is cookie cutter stuff and Im relatively new in the position now (been in leadership roles at old job, new in leadership at current job) so I like experimenting to see if the cookie cutter should be updated.
1. What about motivation? When people are there just for a paycheck or burnt out (physically demanding work, poor physique/health/age). 2. Or 2 "alphas" not want to hear each other out.
What’s all the leadership and stoicism talk for when you elect the most unfit person into public office. I’m still struggling to understand that. As a leader and someone who looks up to leaders, I find it odd and troublesome.
This is the issue currently with my job. Our contract is up as of 2025 and no one is talking about what is happening as in January 1, 2025. We keep getting shut down for any update. Management sucks.
You have to get VERY uncomfortable and correct people in real time, show them how to do it and explain why that way is best - it’s not really my nature to enjoy it and it’s extremely uncomfortable at first but the results finally made it clear I was headed in the right direction
If you are an effective manager then you will never need to give direct orders. Instructions yes, orders no. Most of your time should be offering support and guidance. If your team dont know where they are supposed to be heading then they are unlikely to get there.
All calls jocko listed up is what my teamleader did, after taking over the department. It was so bad i got depressions and am on longterm sickleave. I had to relearn my former self. But it also teached me to dont give a fuck anymore. I found other outlets that balance this daily dump of negativity. Crazy thing is that teamleaders like that destroy dozens if not hundreds of employees that then get fired, deemed "incompetent". They arent. They just got told to shut up and let an egomaniac bark orders.
I have a question regarding the first thing you said. What if you have to bark an order because the person you have to bark to is angry, pissed and from day 1 does not consider you there boss. Because they were your boss and you passed them. How do you remedy that? This happened in the past so just in case it comes up in the future i'd know how to better handle it.
Invite them in and express your appreciation for their experience and insights. For instance, you could say, “I understand you have extensive experience in this area. What are your thoughts on resolving this issue or achieving this objective?” Acknowledge their feedback. Celebrate if you discover that they subtly criticized you and mentioned that “so-and-so is supposed to be in charge but they sought my feedback on how to proceed.” Why celebrate what usually offends? You celebrate because it’s still your plan. By inviting them in, you’ve gained access to their valuable resource: knowledge and experience. By asking them to demonstrate their approach, if it’s effective, you still reach your target goal. You can interject and make adjustments as needed, but always acknowledge their contribution. Remember, the goal is to connect people and possibilities. Sometimes, as a leader, you have to be the gentle pan that shakes away the dirt to reveal the shiny end result: success.
Just stay completely logical "You need to do x" "X is not possible" "Do you want me to show you how to do X?" That either trips their ego because their thought would be "if he does accomplish X, it would show he's objectively better than me at my own job", or he says "go ahead" and you do it, and now he sees that X is not that big of a deal, that he's easily replaceable in his current state which means he has to get better before he can start acting all hoity toity, that you mean what you say, that you're competent.
Sometimes the people in charge reject a good suggestion because it would make them less money or lose influence in the long term. Trying to make something better will rock the boat if you try to make it too much "better". Politics plays a bigger part of the real world more than we like to admit.
If the solution doesn't play well with the politics of the situation then it's not a good solution. We're all still monkeys to a large extend and not evolved enough to talk about objectively perfect solutions yet, sometimes we're blind to our own shortcomings on that aspect and propose solutions we ourselves would have shot down were the roles reversed. The politics at the highest levels of organizations get more things done for the employees than they realize.
I've got a situation that I am not sure what to do about and would like more input. I have worked at a manufacturing job for about a decade now and since I have started our output today has been about 1/8th of what it was since I started. I have gone through about 3 supervisors since then. I explain to each of them this concern and with each one of them I keep getting in this situation where I tell them hey we can't achieve the output that you desire because of all of these changes. I have worked 70-80 work weeks to accomplish their weekly goals. It's literally not possible in the 40 hours they require us to work. I'm to the point now where i've just flat out denied working over time because I don't want to continuously work 70 hour work weeks just to prove what we are doing now works. What do I do? Suck it up buttercup and keep working or just let these supervisors keep failing? There is no end goal and every meeting we have, they just pile on more and more. It's got to the point that nobody in the office is working overtime anymore in this past few years and they don't seem to grasp why. The higher ups think it is a diversity/culture issue within the office.
Two things I learned in the Army 1. I’m not a leader 2. You can’t teach leadership Even if I had the right answer, people just refused to follow me. Only way to lead was to yell. I turned down promotion and discharged once I got all the quals I wanted.
But in the early stages of building your team don't you have to teach them? I get taking a step back and letting them come to conclusions and making their own informed decisions....but if they aren't taught the right way, then there's no way for them to make that correct decision. So I guess isn't there an appropriate time to teach them up before we let them learn through failure? Cause at that point, why am I even here? If I'm just going to say "you'll learn through baptism by fire" Which is a shitty position to be in, speaking from experience. Let me know, thanks.
From what I learned from the course on Dealing with Micromanagement, it's about leading up the chain of command and building that relationship of trust. Being reliable, putting out good ideas, etc., to where over time management feels more confident in giving up more of the control.
@danielmiller2886 Yes, it's called How To Navigate Micromanagement, in the Extreme ownership academy on the Echelon Front site. The course is currently $99, but they usually put some courses on sale for black Friday, so you might want to hold off until then if you want a chance of it possibly being discounted.
I think this also applies to parents who don't allow their children to make decisions or make virtually all their decisions for them. Additionally, I think that parents who don't validate their children's ideas by turning them down without an explanation also affects them. The result may look like timidity to make executive decisions as an adult, a fear of initiative and critical thinking, irresponsibility, and self-esteem issues later on in life.
The government owns your children because your 5 generations deep in cuckold coward dna
Most Asian parents make plans for their kids…that’s why Asian kids are doctors, engineers and lawyers…90% Asian parents are like that…😊
@@leonhuynh2641sad truth ua-cam.com/video/DIpM77R_ya8/v-deo.htmlsi=CgR9zNici3HlJn_R
@@leonhuynh2641 And this is why most of them are miserable, because their narcissist parents tries to live their dreams through their children, make their children accomplish the things they couldn't, when sometimes, that child wants to do something completely different, but to honor the family name and to make their parents happy, this is the reason I see a lot of Asian people terminating their lives.
@@leonhuynh2641
Which isn't always a good thing as we found out during the covid plandemic. Doctors and lawyers did the step-to for the government mandates that were illegal and there were a whole bunch of doctors and lawyers that took a knee instead of standing their ground like a real American that knows what their natural rights are, should.
So, you see, parents probably should have threw some kind of individual sport or martial art in their regimen for their kids, to make up for their shortsightedness and so that they didn't grow up to be total gamma male/female weaklings that ultimately failed their families by not protecting them from the evil machinations of a perceived authority that actually belongs to them.
I was always told that as a manager my job is to ensure my entire team can operate clearly and efficiently without me
Depends because that mentality can also create inefficient managers when the team starts lacking in manpower and they refuse to step in and help due to the team handling it without them.
@@anthonywelton9435 when you are there, you are the manager, when you are not then the team is the manager; what you are describing is a bad manager that hasnt trained their team.
exactly,the team has to know the mission doesn't matter if it's french fries or in military.yet most people in charge specially managers are afraid to conceal information as if giving information somehow would take power from them, those are the same managers who bark orders and blame the team for their losses.
I winced while clicking on this because I expected to hear this giant soldier tell me what a horrible boss I was for 10 minutes. But I wanted to hear it anyway so I could learn something.
Instead, I find out that I was already on the right track without even realizing it, just by treating other people the way I want to be treated. So it ended up being quite encouraging and validating. Thank you, sir.
I really empathized with this. But I also think if you're actively trying to be a better leader with no ego, you can't be a bad leader.
Same here. I feel like I should be doing more. My team does everything, tells me what they did, tells me what they're planning to work on next, and then asks if I need anything from them before they start. Some days at work it really does feel like I'm just... There.
I heard someone say a while ago that good leadership will feel like you don't need to manage your people. It was nice validation but still feels so weird to me. I'm busy, my team is busy, and everyone seems pretty happy; it's just bizarre that I am spending my time doing admin and have only a surface level understanding of what's actually going on around me. There has to be a point where I'm too hands off and I expected this video to call me out on it. Maybe overcoming that mentality is the biggest hurdle?
For now I'll take the ego boost.
The actualization of this theory is one of the factors that makes US armed forces so effective. Obviously it doesn't happen always with every leader but good leaders have been able to make it work and great results have followed.
"Never tell people how to do things, tell them what to do and their ingenuity will surprise you." - George S Patton
Thanks for posting that quote, I've been looking for it!
My primary goal as a leader is to make myself unnecessary as much as possible. I don't mean "make them do my job" I mean my job is to set and communicate priorities, go to bat for them with outside entities, and verify standards are being met. I don't need to be in the office micromanaging daily tasks
There are people who need direct orders because they are not competent yet. Leadership is recognizing who needs direct orders and who doesn't. Jocko worked with highly compentent and vetted professionals who were relentless in their pursuit of excellence. He never had to give instructions to an employee who cant be trusted with a bucket of water and a mop when told to simply clean the floor, because they instead turned on a hose on and flooded all the office carpets.
Jocks wasn't just leading navy seals on a battlefield there would of been plenty times he was leading reservists or Iraqi militia
Thats my take as well. In a group of 10 workers I might see, if Im lucky 3 are worth training to make decisions.
(Where I work now we have slightly more professional group then what I did before - where I have more experience with leadership in. In my new job I quickly learned the ins and outs quicker then anyone before I have been told and since I was a leader before, without really trying people came to me for help and guidance and decision making. Now Im transitioning to full on leadership Im going to start holding everyone to our standards.)
I attempt training decision making with most people and I never discredit suggestions and thoughts but yeah some people can only operate with firm and repeatable tasks and deviating them is not worth it.
Like one lady keeps telling people she got the same error they got. But she cant wrap her head around the fact that the errors on the app are different errors. So when she reports things, I need to take it with a grain of salt. All directions I give her need to be written out. But hey she actually might be better then me at training new people because she is to the book and repeats her process the same way every time - she has been in the industry for 15 years and I have been in for 1.
Another lady is the opposite, she cant read well. I need to physically show her. Ill put a note not to use something and she will use it and Im confident its not because of defiance -> i literally think she only listens to if the boss tells her something directly - like it hasnt sunk in the words she read are written to be followed with the same authority then being told by leadership. But the other day I tried an idea she came up with and it was an improvement on handling something that has been a pain in the ass and looks unprofessional. Now it looks professional, is more efficient, and even easier to standardize. So if I called her an idiot and never tried getting the best out of her, I would be stuck with a worse process.
Most other employees I can say it, write it, lay bread crumbs for them to make decent choices, and mostly dont need to interact with them as they can just follow our system.
When the system breaks only 3 might solve it without my intervention. 2 of them can come up with a unique solution and 1 of them has enough experience to try all the protocols to resolve the issue and will document everything.
If you expect incompetence you will get incompetence. A lot of people you call incompetent are really people who have suffered under a perfectionist with unrealistic expectations for a long time (like a parent); if someone is constantly told by a parent or whatever that they're a screw up and their work is insufficient why would they try?
If you're a leader your job is to figure out what they can do, create reasonable expectations around it and let them do the thing, praising them when they've met the expectations and mentoring them when they don't. They need to learn that they can do good work, that failure isn't the end and that someone cares about them being successful. It's more about relationship than the work really.
Its not easy, but I guarantee you that 9 out of 10 people you know and label as incompetent are people who can be competent but have embraced that label because that's all they've ever been told that they are.
Attitudes change on a dime the first time someone royally screws up and a leader picks up a broom and helps them make it right rather than yelling at them.
@@Kandralla What if you try the empowering method with those people first, give them chances to prove their competence or improve to where they are competent, and they still aren't? What then? Do you still keep pounding your head into the wall trying to force the empowering method, or do you shift to using direct leadership with that group? A truly good leader isn't someone who always tries to empower their team, a good leader is someone who adapts their leadership style for the people under their leadership.
Some people you can empower, others need direct leadership.
@PhillyEaglesFanatic I doubt you've even tried.
This one put a lot of my leadership relationships into perspective. I'd semifrequently get chewed out by bosses for making an independent decision that inconvenienced them. Been told my more than one employer "I'm tired of you 'thinking'" when I would explain the "why" of what I did.
I now understand that those employers were wrong and not worthy of my compliance.
Wrong you were not trainable . Starting a company is hard. Especially if that work is tangible and technical. If you could start a company you would. But it's hard . Depending on your field, usually the top .1% can compete . And its layered . Physical, logistical, political. You dont have a team of peers . You hire subs .
@@mikepict9011 False. If I were not trainable I wouldn't have been able to do my last job for the 8 months I stuck it out for, despite it being the absolute worst with respect to management. I was an armored truck officer.
@AnonYmous-mc5zx cool good luck . The ego is an enemies weapon. It's all about you playa
@@mikepict9011 you seem upset
@mikepict9011 We all agree you suck as leader. Who is resistant to training now. 😆
A fellow nco was in a company made out of rejects and non-motivated conscripts (this was in Finland). He said once: "if it's true that there are no bad subordinates, just bad leaders, I must be an absolutely sh*tty leader". My point is, some people are dumb, lazy, unmotivated, complainers, that's when it really gets challenging to lead
At the level of operations Jocko was in that would be a non issue unless training foreign fighters
Your point is false. You do not have a point. Someone failed those people somewhere.
I smell weakness on you
@ come see if you smell it in person big fella
@@ArteLaurraineHadley15I think he was talking about the original comment poster, not you lol
Tons of room for growth, but healthy leadership manifests in accomplishing the mission, whatever that may be.
Leadership comes from having an external objective .
Survival comes from internal objectives .
If you're a leader, you're not scared, and you have an objective .
If you're a disciple, you have fear and need an objective .
They do this test with music . The first one to damce is the leader . Because science . Tough guy
People really appreciated my leadership. If you want a team to function, you as a leader have to accept that your teammates might have better plans than you have. Everybody's ideas and opinion matters. It's putting the ego aside like that what really makes your teammates appreciate you.
Another team, I had to kick the bucket. I was asked by a foreman to go against peer pressure of the whole industrial section of the company, to make sure my team was running on time and not taking hours of breaks and play hide and seek. I looked at him, with a smile, and said "Ha, finally! Sure thing!" I had to be firm at first but as soon as I saw my team were making great progress, we reorganized, and I noticed them enjoying the work better than playing hide and seek all day long, I eased up and it became a better time. Especially after the managing board of the company was cutting salaries of the whole industrial section, except for our team. Because we were running on time against peer pressure. I saved their hides by letting them work on time.
Leadership is complex and difficult at times. It's not about commanding and raising your voice. It's about the argumentation to do your job in the best and safest way possible.
Good on ya. I find leadership is fairly easy when you know what you’re talking about and are willing to learn when you don’t. People don’t respect leaders that don’t know and won’t learn.
I've been in manufacturing quality most of my life, and we have a saying that says "all root cause analysis ends at management's feet".
Training people clearly and concisely allows you as the manager to make decisions in a non-damage control scenario and clears the path for the next business growth steps.
Every marine NCO needs to listen to this
Add air force sncos to this
I respect Jocko and can appreciate what he is saying about being a good leader and training your subordinates to be leaders themselves, but this to me is the type of answer I hate. A direct question was asked, and instead of a direct answer to the question followed by suggestion on how to mitigate circumstances where you have to do such a thing, only the latter part was given, and no direct answer to the question was had.
In Jocko's explanation he makes the assumption that if you have to give a direct order, the only explanation for that is if there was a breakdown in leadership, when the reality of the situation is that there could be a million other mitigating factors to why a direct order might have been preferred or even necessary. I can appreciate Jocko wanting to give a broader explanation on how to be a good leader so that you can mitigate situations where you have to give direct order, but the fact of the matter is being a good leader sometime necessitates order to be given. Being a good leader is about supporting and growing your team, but it's also about knowing when to and how to make decision.
As a leader you have many tools in your tool belt with which to lead your team. Giving an order is just one tool at your disposal. The tool itself is neither good nor bad, but it can have good or bad outcomes depending on how it's used. You as a leader should know how and when to use what tool to affect the best outcome.
My father used to be a teacher and the de-facto leader of small town.
Mayors and council members came and go, but my father was the natural leader, who everyone respected.
If something needed to be done, he would participate in meetings, see what everyone has to say, then encourage people who have opposing views to ask more questions to each other. Then, when the task and methods were clear , he would assign people responsible with the task and tell them to "saddle up !".
That was a direct order, a motivational speech and a battle cry, all in one.
After the task was completed, everyone got a praise in the form of "Good job, 25 points !" There was no score ladder, no one got anything from those "points", it just made people feel good.
Sometimes, the situation needed to be handled quickly, so he just assigned people to the task, with the usual "saddle up !" , and things got done.
Thanks for this. Powerful. No barking, have a team of leaders.
This may be the best leadership video on leadership I ever watched
I've never been a leader, but I've found myself seeing certain people as someone to help rather than someone to receive from. The subconscious idea that I am better because my life didn't go as badly/my decisions didn't hurt as much.
I noticed it for what it is a week ago, and I spent most of this week brooding about the extent of my ego. I'm glad I see it now while I'm in my twenties. Maybe I can get rid of it.
I listen to this and I realize I did well with my team.
Interesting stuff. I wanted to be an army officer (I'm european) but life took me elsewhere. The elsewhere was a leadership position at a logistics company with four people including me. Two of them were what we call "voluntary army hires" for 7 years (maximum time you can be hired for) at a foot soldier level. These two guys where Impossible to lead. Always trying to show that no one gave them directions. Always resisting. Even called me weak, which I responded "I train my teams in order to delegate certain decisions. If I teach you SOP for a certain situation, I don't have to bark orders at you." They kept challenging me and I asked administration to not renew their contracts with the company. I was ignored by the company. The ambience in the company got really bad that I just left. The third element quit as well just after me. Great guy, hardworking and with a brain.
Damn that sounds like a really tough situation to be honest. Was thinking of what other possibilities there might've been (other routes to take), but as far as I can see; if your team (administration) doesn't enable you to do your best work, then look for alternative jobs is probably the best route. How do you look back at your decision to leave that comapny today, was there no other good options? How did it turn out for you afterwards? (If you don't mind me asking)
100% Right on target!
A direct order should be such an exception that it really stands out when it needs to happen.
My soldiers always respected my decisions, and most of my "orders" were in the form of requests.
"Specialist Snuffy, could you take care of this issue for me?"
"I'm on it, sergeant."
Then it would happen. Sometimes additional guidance was needed, but when you grant your team agency in how things operate, they quickly acclimate to that and begin to make choices in line with the leadership you've provided.
and they always respected your decisions why? Thats the more important part of the discussion. You had the ability to give requests instead of demands for a reason not revealed. Something in their learning history told them to respect your decisions. And I can nearly guarantee it was either something you did before or something someone ELSE did before.
My god…I’m a musician, and I’ve done this so many times with groups that I’ve worked with. I used to think that I was the most capable person to run rehearsals, but I realize that I simply never gave people the opportunity to take the reins and/or contribute. fml, time to reevaluate.
Yeah I am going to be try this approach to my parenting, specifically with my kids keeping things clean and getting ready to leave the home for some activity.
That’s what young ppl crave for but don’t get so they quit due to the outcome of this leadership we have right now is unprofitable for all, even the leader though he doesn’t notice. So you have many young ppl who have to choose between barely surviving doing nothing or barely surviving working their ass of and suffer under the leadership.
Yet the simple solution of Leaders is calling them lazy, and all of the sudden blame is redirected and the Problem gets breathing ground to grow. Like so much else that’s snowballed to the problems we have today which could have been easily been solved when the issue was small.
Great Vid 🙏🏻 Thanks
I work with a leader who puts us down for being incompetent at our job. She walks away with a sarcastic remark. She shames employees for thinking that she’s too aggressive and more masculine. In this moment she basks in her own greatness seeking validation from the other leaders that remain complicit.
This is good stuff for me and my kids. I don’t feel I learned as much as I should have after serving for 8.5 years, and condensed classes like this is a good restart point for how I’ll train both myself and my kids to make decisions to accomplish everyday tasks.
Love it . Thank you for all of the leadership advice.
A Here’s a rewrite:
“When there are multiple levels in the leadership chain, poor leadership at the top can gradually cascade down through each level, eventually affecting the entire organization.
I can resonate with this because, when I was in E4, I would have cherished the opportunity to lead. Most people in the military are willing to take on this responsibility, but many Chiefs tend to micromanage. Reflecting on it now, I realize I was able to bring my best qualities forward whenever I was given the autonomy to lead. However, when I was micromanaged, I felt less confident and even timid, as my Chief created an environment where he controlled everything.
Even when I transferred to the reserves and landed a job as a GS-12, my boss was a micromanager. My colleagues found this strange, considering that most people at our grade level are typically type A personalities. However, this experience opened my eyes and made me more aware of the impact I have on the people I lead.
Jocko is right: if a person understands the mission and has the passion, allow them to flourish, while being there as a guide.
*One of the things I learnt the hard way was this:* People expect you to make decisions and then change your mind later, rather than wait for more detail to reveal itself. You're expected to make decisions on everyone else's timetable not on yours.
Apparently not making a decision _when you don't need to,_ while waiting on more information that could change everything, is seen as "being indecisive".
If you don't make poor snap-decisions, and change your mind about it later, you'll be branded "indecisive".
_Which to me seems totally counter-intuitive._
Wow! This was extremely challenging. Gotta reevaluate self after watching this
I’m a PM in custom home building, and I’ll go out of my way to set expectations for quality control by providing plans, sketches, mock-ups, etc. Most of the time all I expect is to follow the manufacturer’s installation instructions. When things go wrong I say “did we follow the instructions?”…..it usually takes new staff a few times to realize to follow the instructions, but most of them finally get it. Custom building can be difficult because there’s so many ways to get to the finish line.
Im a tradie and installed alot of cookie cutter type buildings, franchises and the like for the first 7 years of my career.
The last few have been always new and always weird.
Installation instructions have made me the glazier i aint.
Dont have to be the brightest bulb if you can follow instruction.
8:30 wow, this was nothing but talking in circles. Here is his whole idea: tell and train your followers on what to do and where your going while setting an example, and let them be self sufficient until they mess up. (What was that, 30 sec?)
Time to fire my Managing Director. He’s not just a non-leader, he’s insecure and playing CYA. This is a reflection of his bosses, not the team. As Jocko says “No bad teams, just bad leaders!”
I dont have enough information but on the surface this feels like a questionable approach. You don’t have to like or agree with your boss to support them in their efforts. Instead, look at it as, is he insecure because he’s not fully aware of what you are capable of? How do you show him, that your abilities are essential to his success and reduce any insecurities he may have in you or your team. Perhaps you have covered this already with your boss. Either way, this approach often leads to venting to your team or those you work with. There are certain behavioral boundaries for leaders and aspiring leaders that should be upheld. One of them is, be the translator for your team. What I mean by that is, be the conduit that absorbs all the unmanaged electricity bossman is spitting and turn that into clean energy your team can digest when the switch gets flipped on.
@@Brandon_Rivera thanks for your perspective. Other employees describe him as vindictive and play the game. I on the other hand have nothing to lose. I’ve already won and he’s running scared. Game over!
@SilverDog-zl9wm if he's playing CYA he doesn't trust his team or his bosses. He might also be overworked or straight up lazy, so he's creating a trail of the little he is doing.
Truth if your instinct is to fire him you should anyway. Stop the bleeding.
@@Brandon_RiveraI agree with the first part of your comment, but I also have solid examples of leadership insecurities that end up negatively impacting me. I just got done working for someone who would get very offended and aggressive if you were to point out that his idea may not work like he thinks it will. He was also very egotistical (would not be ok with asking other teams for help/clarification), another instance where one of his ego decisions got me in a situation where another team lead was talking to me very disrespectfully (due to the miscommunication between my lead and the other lead) and he never took accountability for putting me in that situation. He also showed that he bends ethics for higher ups while throwing those on his team under the bus. He also did not respect me and it irked him when I did my job well... and was noticed for it..
Give him a raise
I set my teams up with 4 rules for success. If they say "hey I think we should"... I just say does it break any of the 4 rules? No? Then do it. If it's maybe or yes we talk about it. I used to work with a physician who when I called for orders would ask: Do you need permission or direction. Permission... it's granted. Direction let's talk. One of the very best I've ever worked with.
I love how many of this translates so seamlessly to business
I have red his book and whatched quite some videos of Jocko and I can say that he is master or talking same sentense from diferent angles over and over and over again.........
This is, btw: excellent advice for parents! especially if you have teens and are struggling.
Yeah, it's not ideal to be arguing with your kids and barking orders at them and we all know how cause and effect works.....but, we can set that aside and move forward using these same techniques. 👍
9:30
The root of all of this is Teaching. The purest form of a Leader is a Teacher.
This approach works well for high-level, self-motivated, and autonomous individuals-such as those in special operations. However, it falls short when managing hourly employees who struggle with both self-management and comprehending or following strategic, operational, and tactical directives. While you can equip them with all the tools at their disposal, if you give clear instructions to go left and they go right, as a leader, there’s little you can do to correct the course. Empowering individuals who lack the foundational skills to follow through on tasks or understand the broader picture requires a very different leadership approach.
Came here to say this. There are dysfunctional organizations in the world and the worst of them are composed mostly of dysfunctional people. If you don't have any control of who was assigned to your team and the people feeding people into your team don't understand the job you do or it's requirements, yer just gonna have a hard time.
I agree, but you can always improve the team. Don't throw out the baby with the bath water. It's still solid advice, though it isn't an overnight process.
You don't have to make them fully autonomous from day one. When you give them the task, but before you give them detailed instructions - you can always ask them if they have a plan or preference on how to do it. You can always praise initiative. You can always suggest bonuses for the better workers - even if they are just a little less bad than the rest.
In my experience, people struggle with self-management and comprehension when they feel their efforts are pointless and/or not rewarded. It is worse after many years of mismanagement, if the bosses and employees have years worth of grievances and resentment towards each other - like with Boeing right now. You can't motivate these people overnight, but it's never too late to start.
I currently work work for the weakest leader of all. Literally does everything in this wrong checklist. Barks orders, covers his ass, doesn’t share the plan, instructs people like dogs,etc… it’s a interesting learning experience to me for when I start my own business in this field on how not to lead. Everyone in the company hates his guts and it’s now getting to the point where people are abruptly quitting. I’ve tried to get info through to him but his ego is so strong my efforts feel like they’re in vain. I start my business this coming spring
I would just add that you have to be consistent and make the rules apply to everyone evenly. Some LEO command staff love to play favorites and pit team members against each other. I'm sure it's no different in the military. Good info.
Experience is the key though no training can replace that. So you gotta make sure not to lie to your team either they can get too confident if you know what I mean. There is a time and place for everything as a leader that's our job to know when to apply that. Balance is very important gotta keep everyone including yourself on a balance beam it could be easy you just have to focus and relax and always be paying attention one wiggle fucks up everyone though haha I love it... But everyone literally feels each other on a balance beam listening with feeling not emotions but feelings without bias etc.. criticism.. and not get butt hurt as a unit that's greatness right there.
That's all fine and dandy but the staffing agency isn't exactly sending me navy seals
With enough leadership and character curation, you make seals of all varieties, not just the navy kind.
Perfectly said.
Sixth sign though.. you dont care enough to watch this video
Ah damn. I say that to the kids “I don’t know if I’d do that”. Will need to quit that today.
Really interresting! Thanks!
Thank you Sir Jocko, I so needed to hear that :)
The producers are missing something. It's called a "De-esser" will clean up the audio. You could also swap the mics out with dynamic mics.
Thank you for NOT accompanying this incredibly valuable advice without needless music on the background.
Obviously this is solid stuff and Jocko knows what he's talking about. Here's my question looking for additional context:
How was Dave selected for his role? I feel that I've routinely done a poor job of hiring which has continuously led me to having guys I can't trust to make good decisions or have trustworthy character, and I don't know how to fix it. (Pressure Washing Company).
Actually, follow up question:
I've had "too many leaders" in the past, and technicians would but-heads and argue because they all felt in-charge. How do I solve this while still training everyone to lead?
I appreciate all your videos, I try to apply these to every day life
Same, my team is my family
Said a born follower .
" i didnt watch the video and im attempting to assert my own will " was the correct answer
@@mikepict9011 Where you are born is not where you have to end up
@TrevorLV702 i didn't run away . And i didn't hide away either . What did you do . And why ? I did it for vengeance and love . But mostly vengeance. Tbh . I went from homeless to homeowner twice . And went around the world twice . All on my own dime
Very insightful. and the speech technique makes everything understandable, which is a quality not available that much these days.
Provided the team first voice and a choice and you headed down the path to building a great team. Delegate and support their decisions
.
Holy shit, this is so spot on.
God bless Jocko and Dave. Holy Mary pray for us sinners, now and at the hour of death. Amen
I work at a corporation where the leadership in my department, for whatever reason, refuses to hold people accountable. There are a couple of team members that will repeatedly violate the rules and policies that they created and they don’t do anything about it.
Thanks 👍😊
Love the socom sound effects 👌
Non military leader but this is great.
lol. The mission is put your shoes on or you're going to miss the bus. 30 seconds later playing with a toy in the hallway.
8:24 There is a lot to metabolize here.. I have a lot of work to do
Managers do things the right way. Leaders do the right thing.
Awesome training here.
A lot has to do with how people were brought up. Not everyone but this tends to be true mainly manners and respect elders goes a long ways.
I work with stereo typical WEAK LEADER. His modus operandi is to always cover his ass first. Always. He always never admit his mistake. Never. He have his favorites taking care of his mistakes and his hands are always clean. People see this, and we do not respect him at all.
I just took a slight pay cut to leave a leader like this. Life is 100% better now. I can't believe I allowed myself to work in an environment like that for so long. I wish you luck on your journey.
Jocko is teaching leadership where it exists in that fine line place between Peterson's order and chaos
Jacko and Dave, Thank you for the wisdom.
How do you get somebody who is prior military who knows this and still doesn't want to do their job. The person that I deal with every single day refuses to do a portion of their job and is part of SOP standards and wants other people to go to that portion of the job. That builds resentment from the people that have to go and help that person.
5:48
"None helpful help".
Hahah i totally agree.
When i get, or someone else chewed out my reaponse is always "well it made sense in my/ their head at the time".
Obviously people dont know what they dont know.
But obvious isnt so obvious.
For those from Singapore, guys will know how this is slowly being turned around slowly but surely... within the military
now on the main gripe of where im seeing signs of such " leaders"
- working in Tech, Sales and some even directors are exactly what you've describe...
control freaks and micro managers, want all the glory but never the work
If a leader wants to control, then make sure they have all the information. but alas not everyone knows everything and anything...
too. many are too comfortable to control the outcome, but not allowing a good process to take over and an end goal state.
Making a wrong call after much deliberation, is still better than [ Paralysis by over-analysis ] , too many such freaks.
Again taking ownership, at least , i would suggest younger ones, to try to talk it out, and if it doesnt, just cover your end first, but allow users or customers to make their own decisions after giving them the pros and cons
How do you teach someone to make decisions? I would love some resources on that!
What episode is this from?
Depends on situation but I like flirting with what they discuss around 6 minutes in. I want to green light their idea but want them to proceed with caution. Sometimes that comes out as "im not sure if thats a good idea, but lets see what happens"
I dont use it cover myself. I use it as more of a I dont think its the greatest idea but if you have a vision lets see what happens and what we can learn from it. Sometimes Ill suggest to do this or that but that we can go with your idea and see what happens. Ill state why Im cautious and what I hope to find out (if its not obvious) by going with their plan.
Obviously, this is not front line leadership. Much of what we do is cookie cutter stuff and Im relatively new in the position now (been in leadership roles at old job, new in leadership at current job) so I like experimenting to see if the cookie cutter should be updated.
1. What about motivation? When people are there just for a paycheck or burnt out (physically demanding work, poor physique/health/age).
2. Or 2 "alphas" not want to hear each other out.
6:25 every EOD techs response lol😂
What’s all the leadership and stoicism talk for when you elect the most unfit person into public office. I’m still struggling to understand that. As a leader and someone who looks up to leaders, I find it odd and troublesome.
This is the issue currently with my job. Our contract is up as of 2025 and no one is talking about what is happening as in January 1, 2025. We keep getting shut down for any update. Management sucks.
1) Physical threat of violence or verbal abuse.
Sometimes it hurts to see what good leadership should be like… I’ve never worked for someone who behaves like this
Wow! I just realised I do this a lot with my kids… No wonder my wife says I’m a grumpy old man.
Independent thinkers is how I was trained, always looking for work ...
God I wish I could force the managers at my job to watch this video. This sums up everything wrong with how my job is run.
Great advice, thanks!!
How do I lead by example? I’m a reluctant leader and that’s deeply ingrained into my personality. I rather let everyone be autonomous
You have to get VERY uncomfortable and correct people in real time, show them how to do it and explain why that way is best - it’s not really my nature to enjoy it and it’s extremely uncomfortable at first but the results finally made it clear I was headed in the right direction
@ thank you for the advice
If you are an effective manager then you will never need to give direct orders. Instructions yes, orders no. Most of your time should be offering support and guidance. If your team dont know where they are supposed to be heading then they are unlikely to get there.
Laying the right foundation, makes a strong house.
Lead by example
A great leader doesn't have to tell everyone he is in charge.
All calls jocko listed up is what my teamleader did, after taking over the department. It was so bad i got depressions and am on longterm sickleave. I had to relearn my former self. But it also teached me to dont give a fuck anymore. I found other outlets that balance this daily dump of negativity.
Crazy thing is that teamleaders like that destroy dozens if not hundreds of employees that then get fired, deemed "incompetent". They arent. They just got told to shut up and let an egomaniac bark orders.
What knife is he holding? Edit: I'm guessing Benchmade
I have a question regarding the first thing you said. What if you have to bark an order because the person you have to bark to is angry, pissed and from day 1 does not consider you there boss. Because they were your boss and you passed them. How do you remedy that? This happened in the past so just in case it comes up in the future i'd know how to better handle it.
Invite them in and express your appreciation for their experience and insights. For instance, you could say, “I understand you have extensive experience in this area. What are your thoughts on resolving this issue or achieving this objective?” Acknowledge their feedback. Celebrate if you discover that they subtly criticized you and mentioned that “so-and-so is supposed to be in charge but they sought my feedback on how to proceed.” Why celebrate what usually offends? You celebrate because it’s still your plan. By inviting them in, you’ve gained access to their valuable resource: knowledge and experience. By asking them to demonstrate their approach, if it’s effective, you still reach your target goal. You can interject and make adjustments as needed, but always acknowledge their contribution. Remember, the goal is to connect people and possibilities. Sometimes, as a leader, you have to be the gentle pan that shakes away the dirt to reveal the shiny end result: success.
Just stay completely logical
"You need to do x"
"X is not possible"
"Do you want me to show you how to do X?"
That either trips their ego because their thought would be "if he does accomplish X, it would show he's objectively better than me at my own job",
or he says "go ahead" and you do it, and now he sees that X is not that big of a deal, that he's easily replaceable in his current state which means he has to get better before he can start acting all hoity toity, that you mean what you say, that you're competent.
Can you possibly implement this into being a good parent?
It's pretty much a 1:1 for parenting.
Sometimes the people in charge reject a good suggestion because it would make them less money or lose influence in the long term.
Trying to make something better will rock the boat if you try to make it too much "better".
Politics plays a bigger part of the real world more than we like to admit.
If the solution doesn't play well with the politics of the situation then it's not a good solution. We're all still monkeys to a large extend and not evolved enough to talk about objectively perfect solutions yet, sometimes we're blind to our own shortcomings on that aspect and propose solutions we ourselves would have shot down were the roles reversed.
The politics at the highest levels of organizations get more things done for the employees than they realize.
I've got a situation that I am not sure what to do about and would like more input. I have worked at a manufacturing job for about a decade now and since I have started our output today has been about 1/8th of what it was since I started. I have gone through about 3 supervisors since then. I explain to each of them this concern and with each one of them I keep getting in this situation where I tell them hey we can't achieve the output that you desire because of all of these changes. I have worked 70-80 work weeks to accomplish their weekly goals. It's literally not possible in the 40 hours they require us to work. I'm to the point now where i've just flat out denied working over time because I don't want to continuously work 70 hour work weeks just to prove what we are doing now works. What do I do? Suck it up buttercup and keep working or just let these supervisors keep failing? There is no end goal and every meeting we have, they just pile on more and more. It's got to the point that nobody in the office is working overtime anymore in this past few years and they don't seem to grasp why. The higher ups think it is a diversity/culture issue within the office.
100 fucking percent on point
I kind of miss black and white, just aaying
I'm just all around weak
Two things I learned in the Army
1. I’m not a leader
2. You can’t teach leadership
Even if I had the right answer, people just refused to follow me. Only way to lead was to yell. I turned down promotion and discharged once I got all the quals I wanted.
But in the early stages of building your team don't you have to teach them? I get taking a step back and letting them come to conclusions and making their own informed decisions....but if they aren't taught the right way, then there's no way for them to make that correct decision.
So I guess isn't there an appropriate time to teach them up before we let them learn through failure? Cause at that point, why am I even here? If I'm just going to say "you'll learn through baptism by fire" Which is a shitty position to be in, speaking from experience.
Let me know, thanks.
So, how to get my leader to understand this concept...I'm a slower, methodical thinker but they are a snap decision micro manager.
From what I learned from the course on Dealing with Micromanagement, it's about leading up the chain of command and building that relationship of trust. Being reliable, putting out good ideas, etc., to where over time management feels more confident in giving up more of the control.
@@grumpymercer621 Are you referring to Jocko's course? I'd be interested in finding that.
@danielmiller2886 Yes, it's called How To Navigate Micromanagement, in the Extreme ownership academy on the Echelon Front site. The course is currently $99, but they usually put some courses on sale for black Friday, so you might want to hold off until then if you want a chance of it possibly being discounted.