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Leadership Strategy and Tactics

Jocko Willink guides readers through the lessons and leadership strategies he learned in his 20 years of active-duty service as a Navy SEAL Task Unit Commander. He began his career as a SEAL in 1990 at the bottom of the military hierarchy, but from day one, he was forced to learn how to take charge and lead his peers through the most dangerous military operations in the world. As a result of his work ethic, he rose quickly through the ranks and successfully led the most impactful special operations unit in Operation Iraqi Freedom through five tours in combat.
Leadership Strategy and Tactics: Field Manual is written, as the name suggests, like a field manual where Willink exemplifies each lesson or takeaway through first-person anecdotes from his military career.

Why Some People are Clutch

When we think of a clutch performance, we often imagine a sports setting where an athlete shows up well under extreme pressure. But clutch performance isn’t reserved for sports. It occurs in organizations and teams as well.

Team Members Who See their Role as Just a Job

Team members who view their work and role as a job operate very differently from those who see their current position as a stepping stone in a career. Career-minded team members invest more emotional energy in their work, develop their skills more aggressively, engage with work and colleagues more actively, and take more pride in their accomplishments.

Fighting the Cancer of a Recklessly Negative Attitude

One of the strangest laws of attraction exists in the workplace.
It’s simply astonishing how quickly the lowest performers find each other. They seek each other out for validation, effectively forming a cabal of complaints and grievances.

Investing in a Library of Experiences

When it comes to talent development, three essential investments stand out for their impact: best practice, assessment, and experience. Everything else pales in comparison.

I’m Surprised

Leaders who express disappointment in people can unintentionally create a tsunami of doubt and insecurity. When leaders prefer not to be so direct, it becomes challenging to offer criticism without causing alarm.

Ask More

Questions are “catalysts for dialogue,” and as such, they are the foundation for self-awareness, personal and professional relationships, problem-solving, barrier-breaking, idea-launching, and building bridges between communities (p. 201). Questions, framed correctly, have and will continue to drive society. Frank Sesno’s Ask More is organized into a taxonomy of questions: diagnostic, strategic, empathetic, bridging, confrontational, creative, mission, scientific, interview, entertaining, and legacy. As he unpacks these categories, Sesno teaches his reader to identify an objective and design a course of inquisitive action to achieve it. To demonstrate the power of informed questioning, Sesno taps the inquisitive acumen of NPR’s Terry Gross, a nurse practitioner in Appalachia, General Colin Powell, a hotel manager, CNN’s Anderson Cooper, and a young San Francisco mayor defying the status quo. In this way, Sesno demonstrates how to strategically ask who, what, when, where, why, and how to produce tangible results.