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

-Total responsibility for failure is a difficult thing to accept, and taking ownership when things go wrong requires extraordinary humility and courage.
-A leader does not take credit for his or her team successes but bestows that honor upon his subordinate leaders and team members.
-The direct responsibility of a leader included getting people to listen, support, and execute plans. You can make people do those things. You have to lead them.
-There is no way to control every decision, every person, every occurrence that happens out there. It is just impossible. But let me tell you something: when things went wrong, you know who I blamed? I asked, pausing slightly for this to sink: me. I said. I blamed me.
-How can you best get your team to most effectively execute the plan in order to accomplish the mission?
-Your people don't need to be fired. They need to be led.
-The good leaders took ownership of the mistakes and shortfalls. That's the key difference.
-Try to figure out how to fix their problems, instead of trying to figure out who or what to blame.
-It pays to be a winner.
-There are not bad teams, only bad leaders.
-It was far more effective to focus their efforts not on the days to come or the far-distant finish line they could not yet see, but instead on a physical goal immediately in front of them.
-Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
-As a leader, it's not what you preach, it's what you tolerate.
-Leaders should never be satisfied.
-The best teams anywhere are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard.