How do SEALs refer to their professional warfare community?
The TEAMS
What was the name of Jocko Willink's task force?
Bruiser
What are the two types of leaders?
EFFECTIVE and INEFFECTIVE
When it comes to performance standards , "It is not what you preach, it is what you _______."
tolerate
There are no bad teams, just bad ___________.
leaders
What will a leader NOT do if he does not believe in a mission?
take the necessary risks
What do complex plans lead to?
failure
What must a leader be in relation to his mission?
a TRUE BELIEVER
Frontline troops never have as __________ an understanding of the strategic picture as senior leaders might anticipate.
clear
When smaller teams within the larger team become so focused on immediate tasks, what can happen?
1. They forget what others are doing
2. They start to compete with each other
3. They fail to realize interdependencies
According to Jocko Willink what is the ideal team size?
4 -6 members
To accomplish a mission junior leaders must be empowered to make decisions and also to ______.
take the initiative
What additional leadership tool must be coupled with accountability?
ownership
Leaders must micromanage tasks sometimes but must eventually give subordinates leeway to perform based on what important character trait?
their intrinsic drive
Heavy reliance on accountability consumes the time of a leader. What does it inhibit in his subordinates?
trust, growth, and development
What can a small weakness such as not responding to your alarm clock translate to?
not responding to more significant decisions
What very significant initiative did Team Bruiser take to increase discipline and performance.
apply SOPs to more and more tasks
A good leader must remain humble but not __________.
passive
Discipline equals _________
freedom
How many alarm clocks does Jocko set?
3
What does Jocko refer to as the time when you choose to get up or not get up?
the DECISIVE MOMENT
Confidence is contagious. What does overconfidence cause?
complacency and arrogance
"Why" must have a thread to ties to what?
the team member
What does proper decentralized command require (pg. 189)?
simplicity - simple, clear, precise orders
What can destroy delegation and individual initiative in accomplishing a team goal (pg. 190)?
lack of clear and guidance and distinct boundaries
What is the critical concept to consider when creating teams small enough that one person can lead them effectively (pg. 190)?
span of control
Trust is not blindly given. (pg. 190)
It must be built over time.
"If you are down in the weeds planning the details with your guys," what will you have?
The same perspective as them.
What intent is it important to understand?
the Commander's Intent
How did the Ready First Combat Team build a presence in Ramadi (pg. 226)?
Clear, Hold, Build
True or False
For mission success the tactical level operators must have the full knowledge and insight of the senior leaders (pg. 229).
False
How a junior leader's and troop's roles contribute to the mission and big picture success is not ____________.
intuitive
Rather than blaming your team for not doing what they need to do, you first have to look at ______. (pg 230)
yourself
What must a leader provide team members that will allow them to strategically connect the dots?
communications that are simple, clear, and concise
What is meant by "leading up the chain"?
tactful engagement with your immediate boss
True or False
One of the most important jobs of any leader is to support your own boss. (Pg. 237)
True
You should take responsibility for leading everyone in your world, subordinates and ________ alike. (Pg. 238)
superiors
If some is not doing what you want or need to them to do, where do you look first? (Pg. 238)
in the mirror
True or False
You should ask your leader what your should do. (Pg. 238)
You should tell them what you are going to do.
Do your senior officers want you to fail (Pg. 241)?
No
When does discipline start?
Every day when the alarm goes off.
What should often happen when a subordinate or direct report is in a better position to develop a plan make a decision, or lead through a specific situation (Pg. 274)?
The leader should (temporarily) become the follower.
What does Willick mean when he talks about "finding the equilibrium in the dichotomy" (Pg. 274)?
Being able to lead or follow.
What four things should subordinates be comfortable with bringing to the attention of their leader? (Pg. 275)
concerns, ideas, thoughts, and even disagreements
A leader must be calm but not __________ . (Pg. 275)
robotic
A good leader must be confident...
but not cocky.
A good leader must be
courageous but not foolhardy.
A good leader is competative but (Pg. 278)
a gracious loser.
A good leader is attentive to detail but (Pg. 278)
not obsessed by them.
A good leader is strong but
has endurance. (Pg. 278)
A good leader is a leader and (Pg. 278)
a follower.
A good leader is calm but (Pg. 278)
not robotic, Logical but not devoid of emotions.
A good leader must be able to Execute Extreme Ownership... (Pg. 278)
while exercizing Decentralized Command.