You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change,… - Jocko Willink

I can remember many times when my boat crew struggled. It was easy to make excuses for our team’s performance and why it wasn’t what it should have been. But I learned that good leaders don’t make excuses. Instead, they figure out a way to get it done and win.

When I was younger, I was preparing for war. I knew that somewhere out there, another man was also preparing. That man was my enemy. He was working, training, planning and preparing to meet me on the battlefield. I didn’t know when. I didn’t know where. But I knew that at some point: we would meet. And I wanted to be ready. Mentally. Physically. Emotionally.

So I trained. And I prepared. And I did everything I could to be ready for that day. When I became a leader I took pains to prepare my men in the same way: brutally and without mercy so we could fight brutally and without mercy. And then that day came. We met the enemy on the battlefield. We fought, and we won.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.