Extreme Ownership: How U.S. Navy SEALs Lead and Win

producers and those that you think have the potential to become big
producers. I have done this before; we will get results. Anyone else have
anything?”
The room, now loosened up by the straight-shooting conversation
with the CEO, relaxed and broke into some small talk before the CEO
went on her way. The class continued.
“What do you think?” I asked the class.
“That is exactly what we needed,” said one manager.
“Now I get it,” remarked another.
“I wish we would have known that all along,” a third manager stated.
“Let me ask you another question: Who is to blame for the CEO not
explaining this to you in more detail?” I asked.
The managers in the room remained silent. They knew the answer
and nodded as they acknowledged a topic that I had covered in detail
earlier.
“That’s right,” I said, “you! That is what Extreme Ownership is all
about. If you don’t understand or believe in the decisions coming down
from your leadership, it is up to you to ask questions until you
understand how and why those decisions are being made. Not knowing
the why prohibits you from believing in the mission. When you are in a
leadership position, that is a recipe for failure, and it is unacceptable. As
a leader, you must believe.”
“But the boss should have explained this to us, right?” one manager
asked.
“Absolutely. I explained that to her, and, sure enough, she came
down here and did just that. But she’s not a mind reader. The CEO can’t
predict what you won’t get or understand. She’s not perfect; none of us
are. Things are going to slip through the cracks from time to time. It