Jocko Willink: 'Take ownership, take extreme ownership', TEDx Nevada - 2017

27 April 2017, University of Nevada, Nevada USA

War Is a nightmare. War is awful. It is indifferent, and devastating and evil. War is hell, But war is also an incredible teacher. A brutal teacher. And it teaches you lessons that you will not forget. In war you are forced to see humanity at its absolute worst, and you are also blessed to see humanity in its most glorious moments. War teaches you about sorrow and loss and pain, and it teaches you about the preciousness and the fragility of human life. And in that fragility, war teaches you about death. But war also teaches you about brotherhood, and honour, and humility and leadership. And unfortunately war teaches you the most when things go wrong. And for me, one of the most impactful lessons that I learned from war was in the spring of 2006 In the city of Ramadi Iraq, which at the time was the epicentre of the insurgency. Where brutal and determined terrorists ruled the streets, with torture, and rape, and murder. And it was in one neighbourhood of that city, during an operation that I was in charge of when all hell broke loose, We had had multiple units out on the battlefield, fighting the enemy. We had friendly Iraqi soldiers. We had US Army soldiers and US Marines along with small elements of my Seal team.

And then the fog of war rolled in, with its confusion and chaos and mayhem, and with its gunfire and enemy attacks and screaming men and blood and death. And in that fog of war, through a series of mistakes and human error and poor judgement and Murphy's law and just plain bad luck, a horrendous fire fight broke out. But this fire fight, it wasn't between us and the enemy. This fire fight, tragically was between us and us. Friendly forces against friendly forces, fratricide, the mortal sin of combat and the most horrific part of war. And when it was over and the fog of war lifted, one friendly Iraqi soldier was dead, two more were wounded, one of my men was wounded and the rest of my Seals were badly shaken . And it was only through a miracle that no one else was killed. And it was reported up the chain of command what had happened. That we had fought and wounded and killed each other. And when we got back to base things didn't get much better. There was a message waiting for me from my commanding officer. And it said, 'shut down all operations'. It said that the commanding officer, the master chief and the investigating officer were inbound to my location.

And they told me to prepare a debrief to explain exactly what had happened on the operation, and what had gone wrong. Now, I knew what this meant. It meant that somebody had to pay. It meant that somebody had to be held accountable. It meant that somebody had to get fired for what had happened. So I began to prepare my debrief, and in it I detailed every mistake that was made and who made it. And I pointed out every failure in the planning and the preparation and the execution in the operation. And I pointed out who was responsible for that failure. There was plenty of blame to go around. There were so many people that I could incriminate with guilt, but something wasn't right. For some reason, I just couldn't put my finger on who was at fault and who specifically I should blame for what had happened. And I sat and I went over it again and again, and I struggled for an answer. And then when I was about 10 minutes from starting the debrief, that answer came and it hit me like a slap in the face. And I realised that there was only one person to blame for the confusion, only one person to blame for the wounded men and only one person to blame for the dead Iraqi soldier. And I knew exactly who that person was.

And with that knowledge, I walked into the debriefing room with my commanding officer and the master chief and the investigating officer were sitting there waiting for me along with the rest of my men, including my Seal that had been wounded, who was sitting in the back of the room with his head and his face all bandaged up. And I stood up before them and I asked them one simple question, 'Whose fault was this?' One of my Seals raised his hand. And he said, 'it was my fault. I didn't keep control of the Iraqi soldiers I was with. And they left their designated sector and that was the root of all these problems'. And I said, no, it wasn't your fault. And then another Seal raised his hand and said, 'it was my fault. I didn't pass our location over the radio fast enough. So no one knew what building we were in. And that's what caused all this confusion. It was my fault.' And I said, 'no, it wasn't your fault either'. And then another Seal raised his hand. And he said, 'Boss, this was my fault. I didn't properly identify my target. And I shot and killed that friendly Iraqi soldier. This was my fault.' And I said, 'no, this wasn't your fault either. And it wasn't yours or yours or yours. I said, as I pointed to the rest of the seals in the room. '

And then I told them that there was only one person at fault for what had happened. There was only one person to blame. And that person was me. I am the commander. I am the senior man on the battlefield and I am responsible for everything that happens. Everything. And then I went on to explain to them some new tactics, techniques, and procedures that we were going to implement to ensure that this kind of travesty never happened again. And I will tell you something, it hurt, It hurt my ego. It hurt my pride to take the blame. But I also knew I knew that to maintain my integrity as a leader and as a man, I had to take responsibility. And in order to do that, I had to control my ego so that my ego did not control me. And you know what? I didn't get fired. In fact, my commanding officer, who had expected excuses and finger pointing, when I took responsibility, when I took ownership, he now trusted me even more.

And my men, they didn't lose respect for me. Instead, they realised that I would never shirk responsibility and I would never pass that heavy burden of command down the chain and onto them. And you know what? They had the same attitude. Unlike a team where no one takes ownership of the problems and therefore the problems never get solved, with us, everyone took ownership of their mistakes. Everyone took ownership of the problems. And when in a team takes ownership of its problems, the problems get solved. And that is true on the battlefield. It is true in business and it is true in life.

So I say, take ownership, take extreme ownership. Don't make excuses, don't blame any other person or any other thing, Get control of your ego. Don't hide your delicate pride from the truth. Take ownership of everything in your world, the good and the bad, Take ownership of your mistakes. Take ownership of your shortfalls, take ownership of your problems, and then take ownership of the solutions that will get those problems solved. Take ownership of your mission. Take ownership of your job, of your team, of your future and take ownership of your life

And lead. Lead, Lead yourself and your team and the people in your life. Lead them all.

To victory.

Thank you.

Source: https://www.youtube.com/watch?v=ljqra3BcqW...

Nigel Marsh: ' It's particularly important that you never put the quality of your life in the hands of a commercial corporation', TEDx Sydney, How to make work-life balance work

May 2010 , Sydney, Australia

What I thought I would do is I would start with a simple request. I'd like all of you to pause for a moment, you wretched weaklings, and take stock of your miserable existence. (Laughter)

Now that was the advice that St. Benedict gave his rather startled followers in the fifth century. It was the advice that I decided to follow myself when I turned 40. Up until that moment, I had been that classic corporate warrior -- I was eating too much, I was drinking too much, I was working too hard and I was neglecting the family. And I decided that I would try and turn my life around. In particular, I decided I would try to address the thorny issue of work-life balance. So I stepped back from the workforce, and I spent a year at home with my wife and four young children. But all I learned about work-life balance from that year was that I found it quite easy to balance work and life when I didn't have any work. (Laughter) Not a very useful skill, especially when the money runs out.

So I went back to work, and I've spent these seven years since struggling with, studying and writing about work-life balance. And I have four observations I'd like to share with you today. The first is: if society's to make any progress on this issue, we need an honest debate. But the trouble is so many people talk so much rubbish about work-life balance. All the discussions about flexi-time or dress-down Fridays or paternity leave only serve to mask the core issue, which is that certain job and career choices are fundamentally incompatible with being meaningfully engaged on a day-to-day basis with a young family. Now the first step in solving any problem is acknowledging the reality of the situation you're in. And the reality of the society that we're in is there are thousands and thousands of people out there leading lives of quiet, screaming desperation, where they work long, hard hours at jobs they hate to enable them to buy things they don't need to impress people they don't like. (Laughter) (Applause) It's my contention that going to work on Friday in jeans and [a] T-shirt isn't really getting to the nub of the issue.

(Laughter)

The second observation I'd like to make is we need to face the truth that governments and corporations aren't going to solve this issue for us. We should stop looking outside. It's up to us as individuals to take control and responsibility for the type of lives that we want to lead. If you don't design your life, someone else will design it for you, and you may just not like their idea of balance. It's particularly important -- this isn't on the World Wide Web, is it? I'm about to get fired -- it's particularly important that you never put the quality of your life in the hands of a commercial corporation. Now I'm not talking here just about the bad companies -- the "abattoirs of the human soul," as I call them. (Laughter) I'm talking about all companies. Because commercial companies are inherently designed to get as much out of you [as] they can get away with. It's in their nature; it's in their DNA; it's what they do -- even the good, well-intentioned companies. On the one hand, putting childcare facilities in the workplace is wonderful and enlightened. On the other hand, it's a nightmare -- it just means you spend more time at the bloody office. We have to be responsible for setting and enforcing the boundaries that we want in our life.

The third observation is we have to be careful with the time frame that we choose upon which to judge our balance. Before I went back to work after my year at home, I sat down and I wrote out a detailed, step-by-step description of the ideal balanced day that I aspired to. And it went like this: wake up well rested after a good night's sleep. Have sex. Walk the dog. Have breakfast with my wife and children. Have sex again. (Laughter) Drive the kids to school on the way to the office. Do three hours' work. Play a sport with a friend at lunchtime. Do another three hours' work. Meet some mates in the pub for an early evening drink. Drive home for dinner with my wife and kids. Meditate for half an hour. Have sex. Walk the dog. Have sex again. Go to bed. (Applause) How often do you think I have that day? (Laughter) We need to be realistic. You can't do it all in one day. We need to elongate the time frame upon which we judge the balance in our life, but we need to elongate it without falling into the trap of the "I'll have a life when I retire, when my kids have left home, when my wife has divorced me, my health is failing, I've got no mates or interests left." (Laughter) A day is too short; "after I retire" is too long. There's got to be a middle way.

A fourth observation: We need to approach balance in a balanced way. A friend came to see me last year -- and she doesn't mind me telling this story -- a friend came to see me last year and said, "Nigel, I've read your book. And I realize that my life is completely out of balance. It's totally dominated by work. I work 10 hours a day; I commute two hours a day. All of my relationships have failed. There's nothing in my life apart from my work. So I've decided to get a grip and sort it out. So I joined a gym." (Laughter) Now I don't mean to mock, but being a fit 10-hour-a-day office rat isn't more balanced; it's more fit. (Laughter) Lovely though physical exercise may be, there are other parts to life -- there's the intellectual side; there's the emotional side; there's the spiritual side. And to be balanced, I believe we have to attend to all of those areas -- not just do 50 stomach crunches.

Now that can be daunting. Because people say, "Bloody hell mate, I haven't got time to get fit. You want me to go to church and call my mother." And I understand. I truly understand how that can be daunting. But an incident that happened a couple of years ago gave me a new perspective. My wife, who is somewhere in the audience today, called me up at the office and said, "Nigel, you need to pick our youngest son" -- Harry -- "up from school." Because she had to be somewhere else with the other three children for that evening. So I left work an hour early that afternoon and picked Harry up at the school gates. We walked down to the local park, messed around on the swings, played some silly games. I then walked him up the hill to the local cafe, and we shared a pizza for two, then walked down the hill to our home, and I gave him his bath and put him in his Batman pajamas. I then read him a chapter of Roald Dahl's "James and the Giant Peach." I then put him to bed, tucked him in, gave him a kiss on his forehead and said, "Goodnight, mate," and walked out of his bedroom. As I was walking out of his bedroom, he said, "Dad?" I went, "Yes, mate?" He went, "Dad, this has been the best day of my life, ever." I hadn't done anything, hadn't taken him to Disney World or bought him a Playstation.

Now my point is the small things matter. Being more balanced doesn't mean dramatic upheaval in your life. With the smallest investment in the right places, you can radically transform the quality of your relationships and the quality of your life. Moreover, I think, it can transform society. Because if enough people do it, we can change society's definition of success away from the moronically simplistic notion that the person with the most money when he dies wins, to a more thoughtful and balanced definition of what a life well lived looks like. And that, I think, is an idea worth spreading.

Nigel Marsh wrote 'the bestselling ‘Fat, Forty and Fired’. He’s also the host of the ‘5 of My Life’ podcast for Podcast 1 Network. Tony Wilson from a Speakola is a guest on the podcast in early 2021.

Source: https://www.ted.com/talks/nigel_marsh_how_...