Humility is the most important quality in a leader. Be aggressive (or proactive) by default, but balance it with a proper evaluation of the risks and benefits. Humility is about (i) realizing that you don’t know everything, and (ii) seeing beyond your own needs to consider the wider strategic perspectives. In The Dichotomy of Leadership summary, we’ll give a quick overview of these 12 principles. Great leaders truly care for their people and feel responsible for their livelihood. In The Dichotomy of Leadership summary, we outline the 12 dichotomies with at 1 short combat and business example each. It serves as a useful guide to people who want to build, train, and lead high-performance winning teams. Monitor your reactions to understand where you keep a balanced approach and where you need to re-balance. In modern business, for example, if leaders help employees understand why certain seemingly trivial actions (like logging a simple entry) helps the company’s long-term growth and, eventually, their own personal success (and paycheck! Identify the 12 leadership dichotomies in your own business. Leaders shouldn’t be too lenient, setting high standards for the team to achieve greatness, but also they cannot become overbearing, domineering or inflexible on matters of little strategic importance. Post was not sent - check your email addresses! The best leaders manage the balance between the extremes of a few core attributes: confidence and humility, discipline vs. creativity, mentoring vs. firing, training hard vs. smart, leading and following, and empowering vs. micromanaging. failing to take a stand or push back on things that truly matter for the team or mission. The true leader must find the balance between building powerful, strong relationships with his or her subordinates, and recognising that there is “a job to do” that might put the very same people the leader cares about at risk. On the other extreme, leaders who focus only on the mission may also hurt team morale and loyalty, e.g. Practically, in the business world many junior leaders hinder their relationship with their senior boss with the way they speak and act, failing as followers. The manager finally saw the light and made the hard decision to let go of 80 employees; the company’s profitability improved and the remaining 600 employees kept their jobs. The best leaders manage the balance between the extremes of a few core attributes: confidence and humility, discipline vs. creativity, mentoring vs. firing, training hard vs. smart, leading and following, and empowering vs. micromanaging. In the book or full summary, we elaborate on each of the principles above with more examples and tips. overworking people with no regard for their well-being. Prepare at most for the 3 or 4 most probable contingencies, along with the worst-case scenario. Accountability is a powerful tool for leaders, but it creates a dichotomy: Intrusive accountability can be used as a helpful tool, but only when paired with education about the why of the mission, for the team to perform led by their own intrinsic drive, without direct oversight. Book Summary – The Dichotomy of Leadership: Balancing The Challenges of Extreme Ownership to Lead and Win, Click here to download The Dichotomy of Leadership summary & infographic. Achieving the proper balance in each of the many dichotomies is actually the most difficult aspect of leadership. In modern business, leaders often micromanage every aspect of a launch, turning themselves into the bottlenecks of the operation and their subordinates into robots who just sit around and wait to be told what to do. Extreme Ownership means taking 100% ownership and responsibility for everything in your world. However, disciplined SOPs are not fixed, inflexible laws. HQ had already closed 1 of the 6 mines; if the manager still refused to let go of excess staff, more mines may be closed, leading to more jobs being lost (including the managers’). All quotes here are from the book itself unless otherwise indicated. The whole book is about constantly adjusting the balances between extremes across multiple leadership attributes. The employees will log the entries because they will hold themselves accountable. John Gretton “Jocko” Willink is an American podcaster, author, and retired US Navy SEAL. These examples (with additional stories) are illustrated in vivid detail in the book, to help you see the principles at work. If leaders explain the why and the goal of the mission, the team will answer the questions and find solutions themselves, instead of constantly replying on the instructions of the leader. In their earlier book, Extreme Ownership, former US Navy SEALs, Jocko Willink and Leif Babin, shared 12 leadership principles that have enabled elite SEAL leaders and teams to achieve extraordinary results. With examples from the authors’ combat and training experiences in the SEAL teams, and then a demonstration of how each lesson applies to the business world, Willink and Babin clearly explain the dichotomy of leadership. Leadership requires balance between the many dichotomies. In a warzone, this ultimate dichotomy might even cost people’s lives. This can be seen when Babin saved an Iraqi family from insurgents by being both a visionary and a doer. Focus on the fundamentals – battle-tested tactics that do not change. This book was written for leaders of large and small teams, for men and women, for any person who aspires to better themselves. Click here to download The Dichotomy of Leadership summary & infographic Click here to order the book online Click here for more resources and free tips! One of the toughest dichotomies for a leader: in order to be a good leader, ready to take charge and make crucial calls for the good of the team and mission, you must also be a good follower. “The three components of great training are realism, fundamentals, and repetition.”. In order to be a good leader, you must also be a good follower. For a mission to succeed, you need careful planning, i.e. As a leader, you need to prioritise the areas where standards cannot be bend, explaining the why, the benefits, and the negative consequences of not following them (“because I said so” is off). A common dichotomy that perplexes energetic leaders: being “aggressive” on execution is not always the answer – it must be balanced with logic and detailed analysis of risk versus reward. One of these principles is about managing and balancing the dichotomy of leadership. Yet, effective leadership requires balance, not extremism. However, taken to the extreme, it can lead to passivity, i.e. As combat leaders, they had to send their men into danger no matter how much they cared for them—that was the burden of leadership they had to bear. The Dichotomy of Leadership starts off with the Jocko Willink and Leif Babin previous leadership best-seller: Extreme Ownership.The problem with that book, the authors say, is in the title itself. This book will help leaders recognise these dichotomies and find the equilibrium between opposing forces: being aggressive but cautious, disciplined but not rigid, being a leader but also a follower. Meanwhile, it is crucial to allow some slack in less critical areas for subordinate leaders to take ownership.
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