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

-We need a process that is repeatable.
-Mike dove on top of that grenade, shielding his teammates around him from the bulk of the blast and sacrificing himself for them. Each of these fallen SEALs were beloved teammates, friends, and brothers. We would forever mourn their loss.
-It was an emotional return. After all the blood, sweat, and tears that Task Unit Bruiser and our brothers and sisters  in arms in the US Army and Marine Corps  had spilled there, I felt torn. As a leader, nothing had prepared me for that monumental burden I must forever carry for not bringing all my guys home to their families. If only I could trade places with them. When Ryan got shot and Marc was killed, they were doing exactly what I had asked of them. I was in charge; I was responsible.
-Some of the politicians and most senior military brass in Washington felt that killing bad guys only created more enemies. But they did not have a clue.
-One of the greatest lessons learned for me was that I could have done a far better job of leading down the chain of command.
-It is paramount that senior leaders explain to their juniors leaders and troops executing the mission how their role contributes to big picture success.
-Leaders must routinely communicate with their team members to help them understand their role in the overall mission.
-Leading down the chain of command requires regularly stepping out of the office and personally engaging in face to face conversations with direct reports and observing the front line troops in action to understand their particular challenges and read them into the Commander's intent.
-As a leader employing Extreme Ownership, if your team isn't doing what you need them to do, you first have to look at yourself.
-We had to focus our planning efforts on the risks we could control.
-Leadership doesn't just flow down the chain of command, but up as well. We have to own everything in our world. We need to look at ourselves and see what we can do better.
-I needed to check my negative attitude, which was corrosive and ultimately only hampered our ability to operate.
-If your boss isn't making a decision in a timely manner or providing necessary support for you and your team, don't blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated.
-One of the most important jobs of any leader is to support your own boss, your immediate leadership.