Jocko Willink

What makes you a SEAL, what makes you a SEAL is being a good tactician on the battle field, understanding how to shoot, move, and communicate, knowing small unit maneuver warfare. That's what makes a good SEAL, and so that is the course of instruction that I taught, was getting SEAL platoons ready for deployments to Iraq and Afghanistan.

A lot of times, people have something that they're afraid of. They've got a client that's mad at them. They've got a project that's due. And they let that stress hang over their head. I don't let that happen.

Things won't get better dwelling on the past. Accept what has happened. Then move forward.

Anybody who tells you that a two-day conference, you're going to turn into the General Patton of leadership, they're not telling you the truth. But you can learn the fundamentals; you can absolutely understand the fundamentals.

Leadership is hard. It's a skill. It's a technique.

Put your leaders in stressful scenarios. Make them figure out solutions under pressure. See if you can make them frustrated, angry, and flustered, and then demand decisive leadership from them. They will be challenged at first, but they will get better over time.

The goal of jiu-jitsu in self-defense isn't to take someone down to the ground - the goal in jiu-jitsu for self-defense is actually to be able to defend yourself on the ground, get up, and get away from an attacker. That's what the goal is.

The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win - you pass the test.

If I went back to my 20-year-old self, what I would tell my 20-year-old self is, 'You don't know anything.' Because everyone, when they're young, they think they know what's going on in the world, and you don't.

I remember, when I was a young guy in the SEAL teams, I was very afraid of making mistakes and looking stupid or doing dumb things and getting a bad reputation.

If you continue to keep low performers on your team, that are actually dragging the team down; you're failing the whole team, and eventually, the whole team is going to fail.

We named the book 'Extreme Ownership' because we really found that when we looked at not only at leaders but at teams that were the most successful, we found that the ones that had this attitude of extreme ownership were the ones that did the best, and it's definitely an attitude that I had.