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

“Some of my folks have already heard rumors about it; they don’t
like it at all. And I can’t convince them otherwise. I don’t believe in it
myself!” another responded.
I asked them all a simple question: “Why?”
“Why what?” one of the managers responded.
“Why is your leadership making this change?” I asked.
“Hell if I know!” one manager stated emphatically, which brought
laughs from the group.
I smiled and nodded. Then I asked again: “OK, but why do you think
they are implementing this plan? Do you think they want to push your
best salespeople out the door? Do they want those salespeople to go to
your competitors? Do you think they actually want the company to lose
money and fail?”
The room was quiet. The managers—most of whom respected their
bosses and maintained good relationships with the company’s corporate
leadership—knew their leaders were smart, experienced, and committed
to the success of the company. The problem was that no one could
understand why this new plan had been implemented.
“Has anyone asked?” I questioned them.
The room fell silent. Finally the class clown blurted out, “I’m not
asking. I like my job!” Laughter erupted from the room.
I smiled and let them settle down. “Understandable,” I replied. “So
the CEO, is she unreasonable? Would she actually fire someone for
asking the question?”
The group of managers mumbled, “No.”
“What is it then?” I asked.
Finally, one of the more senior managers spoke up with a serious
answer: “I’d feel pretty stupid asking. Our CEO is smart and has a lot of