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

-With this attitude of humility and mutual respect, we forged strong relationships.
-Discipline in such a situation started with the little things: high and tight haircuts, a clean shave every day, and uniforms maintained. With that, the more important things fell into place.
-Ego clouds and disrupts everything.
-Implementing Extreme Ownership requires checking your ego an operating with a high degree of humility.
-As a leader, it is up to you to explain the bigger picture to him, and to all your front line leaders.
-Ownership of everything. This is not his fault. It is yours. You are in charge, so the fact that he did not follow procedure is your fault.
-It's natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don't like to take blame. But it is on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture.
-It was foolishness not to work together.
-The most important tactical advantage we had was working together as a team, always supporting each other.
-Pointing fingers and placing blame on others contributes to further dissension between teams and individuals.
-You must work together and support each other as one team.
-You have to overcome the 'us versus them' mentality and work together, mutually supporting one another.
-Build a personal relationship with them.
-It is critical the ability of the frontline troops to ask questions that clarify when they do not understand the mission or key tasks to be performed.
-We need to see the connection between action and consequence in order to learn or react appropriately.
-People generally take the path of least resistance.
-We are going to post the weights of each unit out there on the bulletin board so that every employee on the line sees it, knows it, and is thinking about it.