Book Summary of Leadership Strategy and Tactics: Field Manual

المحتويات عرض

الحياة مشغولة لديها استراتيجية وتكتيكات القيادة كان يجمع الغبار على رف كتبك؟ بدلاً من ذلك، التقط الأفكار الرئيسية الآن.

نحن نخدش السطح هنا. إذا لم يكن لديك الكتاب بالفعل، فاطلب كتاب أو احصل على كتاب صوتي مجاناً على موقع أمازون لمعرفة التفاصيل المثيرة ودعم المؤلف.

Jocko Willink’s Perspective

جوكو ويلينك was a Navy SEAL for 20 years, rising through the ranks to become the commander of Task Unit Bruiser – the most decorated Special Operations Unit of the Iraq War.

After retiring, Jocko continued on his disciplined path to success by co-founding Echelon Front, a multi-million dollar leadership and management consulting company. On top of this, he wrote the نيويورك تايمز bestsellers The Dichotomy of Leadership, Extreme Ownership, and Discipline Equals Freedom. Finally, he has also created a top-ranking podcast called the Jocko Podcast.

الملخص

استراتيجية وتكتيكات القيادة tackles one of the most challenging skills for humans: leadership. This book provides a straightforward how-to guide anyone can instantly apply to their leadership. Jocko Willink starts by considering the fundamental theories he has developed based on research and his time working as a Navy SEAL leader. Then, he shows you how to produce strategy from these theories. Finally, Jocko outlines how to put these leadership principles into action at a tactical level.

StoryShot #1: Take a Step Back From Situations

Jocko Willink provides an analogy from his time in the Navy SEALs to show why taking a step back can be crucial. During a task, it can be tough to identify where the enemies might be. Potential enemies can conceal themselves in multiple places. Your team might also have minimal places to cover themselves as you are pulling up to a task. All your team can do is prepare themselves for potential targets. A more effective approach is to delegate one member of the squad to step back from the situation and see the landscape more clearly. This one member was Jocko Willink. His role in the Navy SEALs was to take a step back and survey the environment. This task allowed him to be a more effective leader, as he could guide the squad through a safer route.

Stepping back from the situation is not only applicable to battle, though. Jocko explains that stepping back is one of the most effective practices that any leader can use. If you feel overwhelmed as a leader, then stepping back is the best approach. Detaching yourself from a situation allows you to rid yourself of the emotions attached to your task. You can then better comprehend the situation and make better decisions.

As a leader, you must realize that leadership is a fluid concept. You have to adapt to individual team members during individual situations. So, you must listen intently and observe what’s happening and how people respond. You have to maintain these standards even if you feel your head will explode from the pressure of the situation and your anger.

To do this, Jocko suggests you lift your chin, “which elevates your vision and compels you to look around,” and breathe deeply. Doing this will give your brain a chance to catch up with your emotions.

Jocko places high demands on the leader to always be tough on themselves and take charge of the situation, instead of having their emotions take charge.

StoryShot #2: The Dichotomy of Leadership and Extreme Ownership

A key aspect of Extreme Ownership is being humble and letting go of your ego. Successful teams take ownership of mistakes, admit their mistakes, and develop plans to overcome obstacles.

The most effective leadership style is not continually aggressive. Instead, it is well-balanced. Jocko explains the worst leader he ever served under as a Navy SEAL was highly aggressive. He would also take nobody else’s opinions above his own. This vanity affected the efficiency of the platoon and ultimately led to this leader losing his job.

Bosses who do not let others question their judgments will not be successful. A successful leader must adopt the following balance:

To not be too aggressive or give up too much control
To not be too chatty or too silent
To not be too disciplinary or too weak

Extreme Ownership means taking absolute responsibility, no matter the situation. If you adopted Extreme Ownership, the following characteristics could describe your behavior:

You never blame others when things go wrong.
You don’t blame your team
You realize every problem has its root in you and what you do.
You don’t expect your subordinates to take responsibility.
You don’t let your ego get in the way of solving problems.

Instead of blaming others, extreme leadership involves understanding that the failures of others in your team are due to your instructions not being clear enough. If the group fails, the leader should always accept blame. The leader should also never blame external factors out of their control. So, as a leader, you should own up to your failures and improve yourself.

StoryShot #3: Leadership Requires Modesty and Eagerness

Jocko believes that innate gifts are exaggerated. Everyone can become proficient at whatever they set their mind to. This is particularly relevant to leaders who struggle with imposter syndrome. You may feel that you do not have the innate skills to lead, present and direct. But instead of worrying, you should use this as an opportunity to develop yourself.

Jocko recommends that you ‘pick up brass.’ This expression stems from the unsatisfying position of collecting all the bullet casings dropped on the floor after shooting training. There is a tendency for leaders to believe they are above this unskilled work. That said, Jocko explains that engaging with these tasks will keep you humble and help develop respect. He does not recommend engaging with these tasks frequently, though. Occasionally helping team members with low-level work is an excellent approach to start incorporating into your leadership. Engaging in this work also allows you, as a leader, to better understand all your team members. You can start to appreciate the work that each member does and the dynamics between your team members.

StoryShot #4: Empower Your Team Members

Jocko recommends leaders ensure each member of their team is aware of each task’s importance. A team member’s awareness of the significance of their position is fundamental to a team’s success. Each team member must also understand the team’s objective. Jock provides an example of his training for the Navy SEALs. In this training, each individual was taught about decentralized command. The idea of decentralized command is that each team member can lead when needed. Each team member has also been told they will have to lead at some point. Providing team members with the responsibility of leading will offer empowerment. To encourage decentralized command within your teams, you should ensure every team member understands the team’s objective. You should also motivate each team member.

Jocko believes the primary role of leaders is to give directives on what to do. That said, this does not mean they have to be the only ones creating plans. Instead, the leader should define the team’s goals. It is then a positive step if your team members are creating plans that align with these goals. Allowing your team members to create a relevant plan will provide immediate motivation for them. They will have a greater urge to complete the task if it is their idea.

Jocko recommends a specific formula for identifying whether you are willing to accept a plan proposed by one of your team members. You should ask yourself whether the plan is 70 or 80% (or more) as powerful as the plan you would have devised. If the answer is yes, you should support your team member with this plan. If the plan is only half as effective as the plan you would have devised, you should help the team member rectify the main issues.

StoryShot #5: Apply Iterative Decision-Making Rather than Finding Solutions

Iterative decision-making helps you visualize circumstances with greater detail as you acquire more intelligence before taking action. Jocko provides the example of a leader being given secret information that the army’s target is located in a nearby area. Instead of running straight into this area, it is better to apply iterative decision-making, as it could be a trap. For example, vague information like the hostile target hiding in a storehouse allows you to make your first decision. Moving toward the target would get you closer to them, while also lessening the danger. After each step, you should reconsider the new intelligence and make your decisions accordingly. If nothing has changed, you can keep moving forward with your original decision. Similarly, if you understand the original intelligence was poor, you can always safely turn back. So, while leading, you should continue to challenge your decisions with new intelligence as time passes.

StoryShot #6: Understand When to Discipline Your Team

When some people hear they should take care of their team, employees, or family, they think they should make them feel comfortable at all times. This approach is what a less successful leader would do. A great leader realizes that taking care of their team’s health, results and wellbeing requires a certain amount of discipline. We show care when we discipline our team members with the team’s health in mind.

Jocko outlines that avoiding discipline can lead to relaxed and sub-par performance across your whole team. One individual slacking can quickly spread to other team members like a virus. So, discipline is essential, but it can be challenging to apply at the correct time. Jocko suggests leaders should think about any mitigating conditions that might exist, and consider showing tolerance. If there are no mitigating conditions, discipline based on your own judgment is required.

StoryShot #7: Control Your Ego

Leadership is often associated with an inflated ego. This inflated ego is more likely than not going to impede a leader’s ability to lead an effective team. Jocko explains this failure stems from these leaders worrying more about their success than guiding the people they lead.

غالبًا ما تتضخم غرور الفرد عند العمل مع شخص من نفس عمره أو رتبته. عند العمل مع هؤلاء الأفراد، يميل القادة إلى الرغبة في الظهور بمظهر أكثر نجاحًا من معاصريهم. ينصح جوكو بعدم السماح لنفسك بوضع خططك. إذا كنت تشعر بعدم اليقين، فيجب عليك أن تسأل نفسك عما تتوقع من مديرك أن يفعله. هذا الفكر سوف يزيل غرورك ويسمح لك باتخاذ القرار كقائد.

StoryShot #8: Do Not Micromanage

الشخص الذي يقود أكثر يقود في الواقع الأقل. الإدارة التفصيلية ليست نهجا عمليا للقيادة. أولاً، يخبر أعضاء فريقك أنك لا تثق في إنجاز العمل. لذلك، يجب عليك فقط اعتماد هذا النهج إذا ارتكب الفرد أخطاء مستمرة ولم يصححها. أفضل إدارة تفصيلية لهذا النوع من الأشخاص هي تزويدهم بأهداف أكثر وضوحًا. ثم، تحقق بانتظام من الفرد للتأكد من أنه يحقق هذه الأهداف.

بدلاً من الإدارة الدقيقة للأشخاص، يجب عليك الإدارة الشاملة لهم. تعني الإدارة الكلية أنك تساعد فريقك على فهم هدفهم بوضوح وتسمح لهم بالعناية بالتفاصيل. إن السماح لهم بمعرفة الأشياء بأنفسهم يساعدهم على تعلم حل المشكلات بشكل مستقل.

StoryShot #9: Good Communication is Key to Being a Good Leader

في هذه القصة، نغطي نصيحة جوكو في ثلاثة مجالات للتواصل: الثناء والتعليمات الواضحة والاعتذارات.

Praise

ينصح جوكو بعدم التوسع في مديحك. بدلاً من ذلك، يجب عليك تقديم مديح محدد وشخصي لأعضاء الفريق الفرديين. بالإضافة إلى كونك دقيقًا، يجب عليك أيضًا التأكد من أنك لا تبالغ في الأمر. الكثير من الثناء يمكن أن يشجع الأفراد على التراخي.

أثناء تقديم الثناء، يجب عليك توجيه أعضاء الفريق إلى هدف الفريق. الثناء يمكن أن يجعل أعضاء الفريق قذرين. لذا، قم بتوجيه الحافز الإضافي، الناتج عن الثناء، نحو أهداف فريقك. ضع الثناء في سياق كونه خطوة نحو الهدف النهائي للفريق.

Clear Instructions

يعد التواصل الجيد مع كل عضو في فريقك جزءًا مهمًا من القيادة. إذا لم يتم التواصل مع الفرد بشكل فعال، فقد يؤدي ذلك إلى ظهور شائعات غير مدروسة. الشائعات تضر بمعنويات الفريق ومستويات تحفيزه. لذلك، في كل محادثة، يجب أن تهدف إلى أن تكون صادقًا وواضحًا وموجزًا.

التواصل الفعال أمر بالغ الأهمية في أوقات التغيير. إذا قررت إجراء تغييرات على خطة الفريق أو هدفه، فيجب عليك التأكد من إخطار كل عضو في الفريق. بالإضافة إلى ذلك، لنفترض أن الفرد لا يلتزم بأهداف الفريق. وفي هذه الحالة عليك أن تعرض خدماتك لمساعدتهم في المشروع.

Apologies

الاعتذار جزء لا يتجزأ من الملكية المتطرفة. يرى بعض القادة أن الاعتذار يظهر الضعف. يعتقد جوكو أن رفض الاعتذار هو علامة أكثر أهمية على الشك في الذات. سيكون لدى أعضاء الفريق ثقة أكبر في القائد المستعد لقبول الخطأ والاعتذار عن هذه الأخطاء.

Final Summary and Review of Leadership Strategy and Tactics

أمضى جوكو ويلينك عقودًا من الزمن كقائد عسكري مؤثر. لقد وجد أن مفتاح القيادة الناجحة هو التوجيه الواضح خطوة بخطوة. إذا فشل فريقك، فمن المحتمل أن يكون هناك خطأ في الاتصال من جانبك. لذلك، يقدم ويلينك النصائح حول كيفية البدء في تنفيذ بعض استراتيجيات وتكتيكات القيادة التي تعلمها من الجيش.

دعونا نتناول الدروس الرئيسية لاستراتيجية وتكتيكات القيادة:

StoryShot #1: تراجع عن المواقف.

StoryShot #2: الانقسام بين القيادة والملكية القصوى.

StoryShot #3: القيادة تتطلب التواضع والحرص.

StoryShot #4: تمكين أعضاء فريقك.

StoryShot #5: تطبيق عملية اتخاذ القرار التكراري بدلاً من البحث عن الحلول.

StoryShot #6: افهم متى يجب تأديب فريقك.

StoryShot #7: تحكم في غرورك.

StoryShot #8: لا تقم بالإدارة الدقيقة.

StoryShot #9: التواصل الجيد هو مفتاح كونك قائدًا جيدًا.

أي واحد من هذه سوف تضع موضع التنفيذ؟ أخبرنا بذلك عن طريق إرسال تغريدة لنا على @storyshots. نحن نحب أن نسمع منك!

التقييم

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ملاحظة المحرر

هذا ملخص وتحليل غير رسمي. تم نشر المقال لأول مرة في أوائل عام 2021.

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