There was only one person to blame for the confusion, only one person to blame for the wounded men, and only one person to blame for the dead Iraqi soldier. If you get your ego in your way, you will only look to other people and circumstances to blame.įocus on results and not on ego is the last level of Patrick Lencioni’s pyramid that you can discover in How to form a high-performance team. When personal agendas become more important than the team and the overarching mission’s success, performance suffers, and failure ensues. A good leader has nothing to prove but everything to prove. They must have a competitive spirit, but be a gracious loser. A leader must be brave, but not foolhardy. A leader must be calm, but not robotic. To know more, read What are the 7 habits of Stephen Covey? Leadership More time to get better.īe Proactive is a pillar of Stephen Covey’s 7 habits of highly effective people. Don’t expect to be motivated every day to get out there and make things happen. Stop researching every aspect of it and reading all about it and debating the pros and cons of it … Start doing it. But if you get out there and do your best, you will either win or you will learn. Start with a Why Discipline – Be Proactive They must believe in the cause for which they are fighting. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. To know more, read What are the 7 habits of Stephen Covey? Meaning, Start with Why Jocko Willinkįirst Things First is a pillar of Stephen Covey’s 7 habits of highly effective people. Don’t try to do everything at once or you won’t be successful. Prioritise your problems and take care of them one at a time, the highest priority first. Plans and orders must be communicated in a manner that is simple, clear, and concise. A leader must be attentive to details but not obsessed by them. Don’t ask your leader what you should do tell them what you are going to do. 
This firefight wasn’t between the enemy and us, this firefight tragically was between us and us.
Departments and groups within the team must break down silos, depend on each other and understand who depends on them.
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