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

some distance, accusing the others of not doing their part. Each boat
crew member focused on his own individual pain and discomfort, and
the boat crew leader was no exception. He certainly recognized they
were underperforming, but likely, in his mind and that of his boat crew,
no amount of effort could change that. And their horrific performance
was the result.
“Boat Crew Six, you better start putting out!” blared a SEAL
instructor through his megaphone. Extra attention from the instructor
staff had serious consequences. Our SEAL instructors were all over Boat
Crew VI, dishing out punishment for their poor performance. As a result,
the misery multiplied tenfold for Boat Crew VI. They were forced to
sprint back and forth over the sand berm, down to the water to get wet
and sandy, then bear-crawl on blistered hands and feet. Next they had to
hold the boat at “extended arm carry,” with their arms fully extended
overhead supporting the full weight of the IBS until their shoulders were
completely smoked. This punishment sapped every ounce of remaining
strength from the already weary and demoralized boat crew. The boat
crew leader, a young and inexperienced officer, was getting even more
attention. As the leader, he bore the responsibility for his boat crew’s
poor performance. Yet he seemed indifferent, as though fate had dealt
him a poor hand: a team of underperformers who, no matter how hard he
tried, simply could not get the job done.
I kept my eye on the leader of Boat Crew VI. If he did not show
substantial improvement in leadership ability, he would not graduate
from the program. SEAL officers were expected to perform like
everyone else, but more important, they were also expected to lead. So
far, Boat Crew VI’s leader was demonstrating performance that was
subpar and unacceptable. Our SEAL senior chief petty officer, the most