Post by 4aapl on Sept 5, 2022 19:31:37 GMT -8
This was a fun book to read, applying leadership skills learned on the battlefield to what can/should be used in businesses. While they did eventually say that these aren't new things, the warfare comparisons can make it easier to remember.
The last few chapters weren't as good IMO, though the post-operational debrief was something we did at some companies.
The first 8 were (plus general idea)
Winning the war within:
Extreme Ownership - As the manager/leader, you are in charge of it all, including flaws. No excuses
No Bad Teams, Only Bad Leaders - Similar, but problems with people in the team are from leadership not fixing the problems
Believe - You have to believe in the cause/mission, to have those under your leadership believe too
Check the Ego - Everyone has flaws, mistakes, or bad days, and it's possible to get blindsided if too cocky
Laws of Combat:
Cover and Move - Attack the problem and move on, help others out
Simple - Keep it simple. A crazy example of a complex incentive plan.
Prioritize and Execute - When hit with many things at once, prioritize, execute, and move to the next
Decentralized Command - Believe in your team, that they will do the right thing so you can focus on what you need to, instead of attempting to micromanage
Overall it was a good book, especially in pointing out overall company strategy, such as that different teams within a company, along with management, have shared overall goals. It was a good read that kept me going, even if I had put it off for weeks. But it's due back at the library, and once I got started the pages flew by.
And for a quote that's pretty on topic on an investment board, from page 206, "As the U.S. Naval hero of the American Revolution and Father of the U.S. Navy, John Paul Jones, said: "Those who will not risk cannot win""
The last few chapters weren't as good IMO, though the post-operational debrief was something we did at some companies.
The first 8 were (plus general idea)
Winning the war within:
Extreme Ownership - As the manager/leader, you are in charge of it all, including flaws. No excuses
No Bad Teams, Only Bad Leaders - Similar, but problems with people in the team are from leadership not fixing the problems
Believe - You have to believe in the cause/mission, to have those under your leadership believe too
Check the Ego - Everyone has flaws, mistakes, or bad days, and it's possible to get blindsided if too cocky
Laws of Combat:
Cover and Move - Attack the problem and move on, help others out
Simple - Keep it simple. A crazy example of a complex incentive plan.
Prioritize and Execute - When hit with many things at once, prioritize, execute, and move to the next
Decentralized Command - Believe in your team, that they will do the right thing so you can focus on what you need to, instead of attempting to micromanage
Overall it was a good book, especially in pointing out overall company strategy, such as that different teams within a company, along with management, have shared overall goals. It was a good read that kept me going, even if I had put it off for weeks. But it's due back at the library, and once I got started the pages flew by.
And for a quote that's pretty on topic on an investment board, from page 206, "As the U.S. Naval hero of the American Revolution and Father of the U.S. Navy, John Paul Jones, said: "Those who will not risk cannot win""