In Extreme Ownership, chapter 2, “No Bad Teams, Only Bad Leaders,” we wrote that “when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

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.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable — if

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.

It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership — to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.

Leadership doesn’t just flow down the chain of command, but up as well,” he said. “We have to own everything in our world. That’s what Extreme Ownership is all about.

But what I can tell you is this: when it comes to performance standards, It’s not what you preach, it’s what you tolerate.

the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

not what you preach, it’s what you tolerate.

As a leader you have to tolerate certain things for peaceful co-existence.

Of the many exceptional leaders we served alongside throughout our military careers, the consistent attribute that made them great was that they took absolute ownership — Extreme Ownership — not just of those things for which they were responsible, but for everything that impacted their mission. These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.