Extreme ownership by J. Willink and L. Babin. Quotes III

-Good leaders don't make excuses. Instead, they figure out a way to get it done and win.
-What was the difference between the two leaders in the boat crew leader example?
That leader didn't seem to think it was possible for them to perform any better, and he certainly didn't think they could win. This negative attitude infected his entire boat crew. His attitude reflected victimization.
-Working under poor leadership and an unending cycle of blame, the team constantly failed. No one took ownership, assumed responsibility, or adopted a winning attitude.
-He believed winning was possible.
-Extreme ownership, good leadership is contagious. That leader had instilled a culture of extreme ownership , of wining and how to win, in every individual. Repetitive exceptional performance became a habit.
-It is not what you preach, it is what you tolerate.
-If you allow the status quo to persist, you can't expect to improve performance, and you can't expect to win.
-A leader must find a way to become effective and drive high performance within his or her team in order to win.
-The bond of our brotherhood is our strongest weapon.
-For me to lead, I had to believe. So I kept my doubts to myself as I asked the simple question: Why?
-In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.
-Once a leader believes in the mission, that belief shines through to those below and above in the chain of command.
-It is likewise incumbent on senior leaders to take the time to explain and answer the questions of their junior leaders so that they too can understand why and believe.
-Junior leaders must ask questions and also provide feedback up the chain so that senior leaders can fully understand the ramifications of how strategic plans affect execution on the ground.
-The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand.
-What can I do to make them believe?
Just tell them why.
-It takes courage to go to the CEO's office, knock on the door, and explain that you don't understand the strategy behind his decisions.
-If you ever get a task or guidance or a mission that you don't believe in, don't just sit back and accept it. Ask questions until you understand why so you can believe in what you are doing and you can pass that information down the chain to your team with confidence, so  they can get out and execute the mission. That is leadership.