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The Dichotomy of Leadership

Balancing the Challenges of Extreme Ownership to Lead and Win

By Jocko Willink & Leif Babin
12-minute read
Audio available
The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win by Jocko Willink & Leif Babin

The Dichotomy of Leadership (2018) chronicles the extraordinary experiences of two ex-Navy SEAL commanders. While stationed in Baghdad and Ramadi during the Iraq War, Jocko Willink and Leif Babin collected experiences which helped them become effective leaders. After returning to civilian life, they realized these leadership skills were equally effective in the business world. They figured out that, in both combat and non-combat contexts, you can only overcome the dichotomies of leadership and effectively run an organization by finding a sense of balance between opposing forces.

  • Business leaders looking to up their leadership chops
  • Anyone interested in the valuable lessons war can teach us
  • Military buffs looking for riveting accounts of close combat and guerilla warfare

Jocko Willink and Leif Babin are two ex-Navy SEAL officers and co-founders of Echelon Front, a leadership training organization. The Dichotomy of Leadership expands and improves upon the principles they set out in their first book, the bestselling Extreme Ownership. Willink also hosts the top-rated podcast Jocko Podcast.

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The Dichotomy of Leadership

Balancing the Challenges of Extreme Ownership to Lead and Win

By Jocko Willink & Leif Babin
  • Read in 12 minutes
  • Audio & text available
  • Contains 7 key ideas
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The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win by Jocko Willink & Leif Babin
Synopsis

The Dichotomy of Leadership (2018) chronicles the extraordinary experiences of two ex-Navy SEAL commanders. While stationed in Baghdad and Ramadi during the Iraq War, Jocko Willink and Leif Babin collected experiences which helped them become effective leaders. After returning to civilian life, they realized these leadership skills were equally effective in the business world. They figured out that, in both combat and non-combat contexts, you can only overcome the dichotomies of leadership and effectively run an organization by finding a sense of balance between opposing forces.

Key idea 1 of 7

Care for your individual team members, but know that you may have to sacrifice individuals to save the group.

In 2006, Jocko Willink – one of the authors – found himself in Ramadi, Iraq. He’d already been stationed there as a SEAL task unit commander back in 2003, but things were different this time. During the first tour, the US military had things under control, but in 2006 the insurgent mujahideen had unleashed urban guerilla warfare on the city. Willink knew that it was only a matter of time before one of his countrymen would fall in battle.

On August 2, insurgents mounted an all-out attack on southern Ramadi and a member of Willink’s task unit, Marc Lee, was killed in the ensuing gunfight.

Leif Babin – the other author – had led the platoon into battle as commander and was distraught over the loss. It had been Babin’s call for the SEALs to join the US army in the gunfight – a decision that Willink had approved.

Regretting the loss of Lee, Babin told Willink that he wished he’d not led his men into the battle. But Willink informed him that, sometimes, you have to take risks for the greater good. If they’d left their comrades in the army to fight alone, the death toll might have been greater.

This is the ultimate dichotomy of leadership – taking care of your team members, while also knowing that you may have to place them in harm’s way for the good of the team. It’s a hard pill to swallow, but recognition of this dichotomy is necessary for any successful leader, both in military or business contexts.

For example, after Willink had re-entered civilian life as a leadership consultant he was tasked with convincing the regional manager of a struggling mining company to lay off 80 employees to cut costs. The manager cared deeply about his people and was not willing to let anyone go.

Willink helped the manager see the light by explaining the ultimate dichotomy he learned in Ramadi, and how this applies to the business world. If the manager didn’t lay off some employees, corporate might replace him with someone who didn’t care about his team members as much. More people might be laid off and corporate might even shut down the whole mine.

The manager came through and let go of 80 people he cared about. The company moved back toward profitability, and the remaining 600 employees had jobs for the near future.

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