Sublime

A good leader builds powerful, strong relationships with his or her subordinates. But while that leader would do anything for those team members, the leader must recognize there is a job to do. And that job might put the very people the leader cares so much about at risk.

Had I not witnessed this amazing transformation, I might have doubted it. But it was a glaring, undeniable example of one of the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders. How is it possible that switching a single individual—only the leader—had completely turned around the

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

Here, Decentralized Command was a necessity. In such situations, the leaders did not call me and ask me what they should do. Instead, they told me what they were going to do. I trusted them to make adjustments and adapt the plan to unforeseen circumstances while staying within the parameters of the guidance I had given them and our standard

commanders. Daniel Green’s In the Warlords’ Shadow (Green 2017)