Former navy SEALs Jocko Willink and Leif Babin wrote this book inspired by principles of combat to aid personal growth and improve business decisions. The similarities between war zones and daily life challenges are figuratively pictured in literature and movies (and to be perfectly frank it used to appeal to my taste in art/self-improvement genre). Unsurprisingly, this book (and similar titles) sell so well. But let's get to the crux of the book:
The first-hand narrative of the battle and rules of engagement from the POV of seasoned seals and commanders is interesting and novel. In my opinion, the book is very well-balanced and maneuvers between a military narrative and a business/life lesson narrative. I might have a lot of issues with military functions across the board but I looked at this book purely from an analytical viewpoint, looking at the main subjects such as war, mission, battleground, and enemy as metaphors for daily life challenges. I don't subscribe to war and militaristic mentality, I have consistently and fervently condemned the military solutions globally. Therefore, I felt the book may be pleasantly interpreted as a philosophical lesson from a context that in essence is not pluralistic and progressive.
In brief, the book's flow can be nicely recapped by the titles of eight chapters:
I. Winning the war within:
II. No bad teams, only bad leaders
III. Believe
IV. Check the ego
V. Cover and Move
VI. Simple
VII. Prioritize and Execute
VIII. Decentralized command
This is my general overview of the book:
In a nutshell, the leader should take challenges by the scruff of the neck. They should act confidently and responsibly. They should own it (instead of throwing the subordinates under the boss and looking for scapegoats, see Chapter II). This demands stern faith in the project. If this core is well-seated, the sound rippling effect ensues and the whole team/personnel will follow.
If the goal is the priority, this keeps a lot of toxic egoism in check (Chapter IV), as a wise leader sees the decision-making on the field as not immune to mistakes and off-the-chart over/underestimations. Therefore, the right mentality warrants openness to criticism and think tank-style pooling of ideas.
Chapters realistically address the limitations of a leader in the real world. Especially in large companies it is impossible to micromanage every minute operation. This demands a leader choose his/her battles wisely and prioritize (Chapter VII). Also, the leader should cultivate a culture of ownership among subordinates and on many occasions, complex missions demand decentralized decision-making. This needs oversight of course but with faith and trust a team can benefit from this distributed leadership (Chapter VIII).
On multiple occasions, the book underlines the similarities between military battlefield and corporate industrial management. The heavy stress on group decisions and shared responsibilities in a collective effort is a key message for those who want to transplant lessons from war zones to their routines in business life.
Extreme Ownership is definitely not a masterpiece. Nevertheless, it is an insightful and pragmatic book with some first-hand stories from the front lines.
Pedram, December 9, 2024
Picture: Jocko Willink