Top 15 William H. McRaven Quotes

Death Before Dishonor (Be a person of integrity)
You Can't Surge Trust (Be trustworthy)
When In Command, Command (Be confident in yourself)
We All Have Our Frog Floats (Have a little humility)
The Only Easy Day Was Yesterday (Demonstrate that you have stamina)
Run To The Sound Of The Guns (Be aggressive in solving problems)
Sua Sponte (Encourage your employees to take the initiative)
Who Dares Wins (Be prepared to take risks!)
Hope Is Not A Strategy (Do the detailed planning necessary for success)
No Plan Survives First Contact With The Enemy (Have a Plan B)
It Pays To Be A Winner (Establish standards of conduct and performance
A Shepherd Should Smell Like His Sheep (Spend time on the "factory floor")
Troop The Line (Listen to your employees)
Expect What You Inspect (The quality of your work will depend on the quality of your oversight)
Communicate, Communicate, Communicate (Communicate your actions)
When In Doubt, Overload (Work hard to covercome your shortfalls)
Can You Stand Before The Long Green Table? (Be accountable for your actions)
Always Have A Swim Buddy (Have a partner in your leadership journey)

1. Foster a culture of action, allowing the rank and file to take the initiative and fix problems that need addressing.
2. Accept the fact that this will lead to zealousness and the occasional screwup. This overenthusiasm is better than a culture of inaction.
3. Praise those who attempt to solve problems on their own, even if the results are not as expected.

I saw this level of initiative time and again during the wars in Iraq and Afghanistan. The Army, Navy, Air Force, and Marine Corps understood that the nature of the fight required the generals and admirals allow the junior officers and enlisted to make tough combat decisions. We had to delegate responsibility because there just weren't enough senior officers to oversee all the tactical operations. We had to trust the rank and file to do the right thing.
It is always difficult for senior leaders to trust their subordinates with important decisions, decisions that invariably affect the reputation of the unit and that of the senior leader. But if you don't create a culture that allows the rank and file to act on their own, they will be mired in indecisiveness and that will stall any forward momentum. However, leadership is not always defined by the man or the woman at the top of the chain of command, and you don't have to be in command to lead.

The Rangers have a Latin saying, Sua Sponte. It means, Of Your Own Accord. In other words, doing what needs to be done, without being told to do so. There is often the misguided belief that soldiers only follow orders, but the strength of the American military is that the great soldiers, the truly great leaders, do what is right without being told. They do what is right to protect their men and women. They do what is right to uphold the reputation of their unit. They do what is right to bring honor to their country. They do what needs to be done, whether ordered to do so or not. This sense of initiative separates the great leaders from the mediocre ones. No one ordered Ralph Puckett to run with reckless abandon into the open field, but someone had to do it.

1. Be aggressive. When you see a problem, do something about it. That's what is expected of leaders.
2. Move to a place where you can best assess the nature of the problem and provide guidance and resources to resolve it as quickly as possible.
3. Communicate your intent every step of the way.

Why is there a reluctance to be the face of the solution? Because if you are going to be the face of the solution, it likely means you had a hand in the problem. Good leaders understand that organizations are going to have challenges. That's why you were hired to lead. Embrace the challenge. Accept the fact that you must attack each problem with vigor and that sometimes only you, the leader, can solve the most vexing of institutional crises. Never shy away. Never retreat from a difficult problem.

Paris in the fall is beautiful. The trees along the Champs-Élysées are just turning. The morning is crisp and the aroma of strong coffee and warm French pastries drifts through the air. At night they light up the Eiffel Tower, and the crowds of young and old alike snuggle under its large steel beams for both warmth and companionship. There is just something magical about Paris, particularly when you're thinking about it from Afghanistan.

But it doesn't mean that every day has to exhaust you. Being a great leader doesn't mean you have to have superhuman strength. It only means that you have to recognize that it will require effort, every day. And some days you just won't bring it. That's okay. That's normal. But then, bring it the next day. You will only fail as a leader when you think that today is going to be easier than yesterday.

The day you longer believe you have something to prove, the day you no longer believe you must give it your all, the day you think you are entitled to special treatment, the day you think all your hard days are behind you, is the day you are no longer the right leader for the job. Leadership requires energy. It requires stamina. It requires resilience. It requires everything you have and then some. The men and women that work for you will feed off your energy. If you look unprepared to deal with the challenges of the day, they will see this. If you look beaten down because today was harder than yesterday, they will feel this. If you are not prepared to give it your all, they will know this. And if you think this is just about leaders in combat, you're mistaken. This is about every great leader who was given a difficult task and asked to inspire, motivate, and manage the people under their charge.

Being a leader is an awesome responsibility. There are days when it can be frightening to know that the fate of the organization rests on your shoulders. But you must also realize that you were chosen to be the leader because you have proven yourself along the way. You have demonstrated that you know the business. You have shown that you can handle the pressures and be decisive. You have exhibited all the qualities necessary to lead. And even if none of the above holds true, now that you are the leader, you are in command. So, take the damn helm and command!

Being a leader, whether you are the CEO, the admiral, the general, the chairperson, or the director for an office or two, is difficult. As a leader you must always appear to be in command, even on those days when you struggle with the pressures of the job. You must be confident. You must be decisive. You must smile. You must laugh. You must engage with your employees and be thankful for their work. You must have the look of a person in charge. You must instill in your men and women a sense of pride that their leader can handle any problem.
As a leader you can't have a bad day. You must never look beaten, no matter the circumstance. If you sulk, if you hang your head, if you whine or complain about the leaders above you or the followers below you, then you will lose the respect of your men and women, and the attitude of despair will spread like wildfire.

Legend has it that during a conversation with Admiral "Bull" Halsey, Nimitz confessed his apprehension. The weight of the decision about Midway was overwhelming him. Halsey, blunt as ever, reminded the admiral of Nimitz's own personal conviction. "You once old me," Halsey began, "that when in command, command."
It was the clarion call that Nimitz needed. He understood that commanders are expected to make the tough decision. To act with purpose. To be confident and lead from the front. To accept the challenge and steel yourself for the rough waters ahead. A commander must command. Command the situation. Command the troops. Command your fears. Take command.

1. Be fair and honorable in your business dealings. It's the only way that you and your employees can leave a legacy to be proud of.
2. Never lie, cheat, steal, or tolerate those who do. The culture of your organization starts with you.
Own your lapses in judgment. It happens to everyone. Correct the problem and return to being a person of good character.

Before you can master any of the other axioms of wisdom, you must first strive to be men and women of honor and integrity. That is what sets the great leaders above the commonplace. It will not be easy. It never is. But it is also not complicated.

I often hear that it's hard to know the right thing to do. No, it's not! You always now what's right, but sometimes it's just very hard to do it. It's hard because you may have to admit failure. It's hard because the right decision may affect your friends and colleagues. It's hard because you may not personally benefit from doing what's right. Yeah, it's hard. That's called leadership.