Nothing breeds arrogance like success — a string of victories on the battlefield or business initiatives. Combat leaders must never forget just how m… - Jocko Willink

Regardless of how you think an operation is going to unfold,” I answered, “the enemy gets their say as well — and they are going to do something to disrupt it. When something goes wrong — and it eventually does — complex plans add to confusion, which can compound into disaster. Almost no mission ever goes according to plan. There are simply too many variables to deal with.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

As SEALs, we operate as a team of high-caliber, multitalented individuals who have been through perhaps the toughest military training and most rigorous screening process anywhere. But in the SEAL program, it is all about the Team. The sum is far greater than the parts.