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

must be fired.
Darla showed the e-mails to Jim, the parent company CEO, during a
break in the off-site schedule. The two CEOs, Jim and Darla, asked
Jocko and me for our thoughts on the dilemma with the two engineers.
Darla was frustrated and nervous as to how the situation might play out.
Concerned about a potential mass exodus, much of the technical
knowledge on current projects could be lost. That would mean missed
deadlines and degradation in quality and services. It might cost Darla’s
company future contracts.
When Jocko asked, “Which one do you believe?” Jim just listened
quietly, waiting for Darla’s input.
“I’m not sure which one, or if I believe either,” Darla finally
responded, “but this could get bad very quickly. Losing either one of
them and some of their key folks would be painful for us. Losing both of
them—and key members of their teams—could be devastating.”
“Not exactly a position of strength to negotiate from,” Jim added.
“Does anything in their contract prevent them from leaving and
taking people with them?” Jocko asked.
“Nothing that will hold up,” said Jim. “As hot as this industry is right
now, people won’t sign non-competes. No one likes to be locked down.”
“How good are their teams?” I asked.
“Surprisingly good, despite all this drama,” Darla replied.
“And how loyal are the teams to Eduardo and Nigel?” Jocko asked.
“Hard to tell,” said Darla, “but there are no real die-hard fans in
either group, from what I have seen.”
The break was over and the off-site agenda started again. Strategic
discussions took place but Darla wasn’t engaged. She was clearly
frustrated by the drama within her team, and with so much at stake, she