{"id":6523,"date":"2019-11-01T14:14:32","date_gmt":"2019-11-01T19:14:32","guid":{"rendered":"https:\/\/priestessyourlife.com\/?p=6523"},"modified":"2019-11-26T19:05:25","modified_gmt":"2019-11-27T01:05:25","slug":"leadership-taking-full-responsibility","status":"publish","type":"post","link":"https:\/\/priestessyourlife.com\/leadership-taking-full-responsibility\/","title":{"rendered":"Leadership: Taking Full Responsibility"},"content":{"rendered":"

I just started reading a book on leadership called Extreme Ownership: How U.S. Navy Seals Lead and Win<\/a><\/strong>\u00a0by Jocko Willink and Leif Babin. I don\u2019t usually read anything war-related, so I am being confronted by frequent descriptions of Gulf War combat \u2013 I feel a whole mixture of responses.<\/p>\n

But I am so interested in this topic, of\u00a0what are the \u2018ingredients\u2019 of a great leader?<\/strong><\/p>\n

Partly because I aspire to be one, and partly because I am surrounded by many people who are on this path as well \u2013 whether they want to be or not \u2013 because they are\u00a0receiving messages loud and clear<\/strong>\u00a0about how to live out the medicine the world needs now.<\/p>\n

I am deeply interested in the interface between\u00a0the leader and the team<\/strong>, because it is the functionality and complexity of these human relationships that make or break the achievement of whatever is the goal, to my mind, at least.<\/p>\n

As always,\u00a0relationship is the coalface of our transformation<\/strong>.<\/p>\n

 <\/p>\n

Leadership Inspiration<\/h2>\n

Here are a few ‘in-your-face’ leadership ideas from the book \u2013 grist for your Leader Self<\/strong>:<\/p>\n

The direct responsibility of a leader includes\u00a0getting people to listen, support and execute plans<\/strong>.<\/p>\n

There are no bad teams, only bad leaders.<\/p>\n

When a bad SEAL leader walked into a debrief and\u00a0blamed everyone else<\/strong>, that attitude was picked up by subordinates and team members, who then followed suit. In those situations, everyone made excuses and ultimately\u00a0never made the adjustments necessary<\/strong>\u00a0to fix problems.<\/p>\n

The best leaders check egos, accept blame, seek out constructive criticism and take detailed notes for improvement.<\/p>\n

It\u2019s not what you preach, it\u2019s what you\u00a0tolerate<\/strong>. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable \u2013 if there are no consequences \u2013 that poor performance becomes the new standard. Therefore,\u00a0leaders must enforce standards<\/strong>. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher standard is achieved.<\/p>\n

Leaders must pull the different elements within the team together to support one another, with all\u00a0focused\u00a0<\/strong>exclusively on how to best accomplish the mission.<\/p>\n

Leaders should never be satisfied. They must always\u00a0strive to improve<\/strong>, and they must build that mindset into the team.<\/p>\n

They must face the facts through a realistic,\u00a0brutally honest assessment<\/strong>\u00a0of themselves and their team\u2019s performance. Identifying weakness, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere are constantly looking to improve,\u00a0add capability<\/strong>, and push the standards higher.<\/p>\n

Leaders need to believe that the achievement of the mission (winning) is possible.<\/p>\n

Extreme Ownership (taking full responsibility<\/strong>) \u2013 good leadership \u2013 is contagious. A culture of Extreme Ownership develops into solid teams of high-performing individuals. Each member demands the highest performance from the others.\u00a0Repetitive exceptional performance becomes a habit<\/strong>. Each individual knows what they need to do to win, and they do it. They no longer need explicit direction from a leader.<\/p>\n

 <\/p>\n

ADD_THIS_TEXT<\/span><\/p>\n

 <\/p>\n

Lessons from the Yang<\/h2>\n

I am struck by how the acceptance of blame\/responsibility, on the part of the leader, creates a safe container<\/strong>\u00a0in which the team can operate (at a Scorpionic depth of connection!). Everyone can trust they\u2019re not going to get shot down for failure, which, I imagine, leads to\u00a0courageous innovation<\/strong>\u00a0and stronger relational connections.<\/p>\n

 <\/p>\n

\"Jocko<\/a><\/p>\n

 <\/p>\n

I honour that this is very \u2018Yang\u2019 medicine. Have a watch of this\u00a0TEDx talk<\/a><\/strong>\u00a0by one of the authors, you’ll see what I mean. (Well worth the viewing, by the way, it’s a call to action I believe we all need to hear…)<\/p>\n

Part of my soul purpose in this lifetime seems to be\u00a0learning the lessons of the Yang<\/strong>, without rolling out the wounds. Whether that\u2019s lessons in how to lead, or how to make money, or how to create, or how to focus my time and energy\u2026 these are\u00a0incredibly potent fields of exploration<\/strong>\u00a0for me \u2013 like perhaps I missed the memo in a previous lifetime and lived the total opposite, and now I need to \u2018balance myself out\u2019 so to speak, by learning these things.<\/p>\n

Still, deep bow to those who, in this Pluto-Saturn vortex of\u00a0restructuring and transformation<\/strong>, have perhaps nailed these Yang lessons already and are now hearing the call to integrate the Yin \u2013 for example, giving away one\u2019s work basically for free (Avalon<\/a><\/strong>, you are inspirational!)…<\/p>\n

I think that\u2019s what this time is: each of us doing our bit to\u00a0integrate Yin and Yang<\/strong>, cos the global climate emergency we are in comes from living only one or the other, or living the wounded version of each, and life was never meant to be lived that way. We need the strengths of both.<\/p>\n

 <\/p>\n

New Moon Prayer: Leading my Family<\/h2>\n

So, under this New Moon in Scorpio<\/a>, I have been digesting a new possibility: that of being a \u2018leader\u2019 in my family.<\/p>\n

My husband and I have a habit of\u00a0blaming each other<\/strong> for the things that aren\u2019t working, which erodes our ability to function as a team and exercise true leadership.<\/p>\n

As I eyeball taking the numerous \u2018ego-hits<\/strong>\u2019 required to take full responsibility for whatever isn’t working, I feel back-stopped and supported by the \u2018safe container\u2019 of our\u00a0fortnightly ‘deep involvements’<\/strong>\u00a0in which to unpack things that have happened, hear each other\u2019s deep truth, live our love and gentleness, and strategise together about how to alchemise change.<\/p>\n

Like I said, I’m left feeling\u00a0hopeful<\/strong>…<\/p>\n

And, I’d love to hear what you are ‘diving into’ this month… 🤿<\/p>\n

xxx Grace<\/p>\n

 <\/p>\n

ADD_THIS_TEXT<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

I just started reading a book on leadership called Extreme Ownership: How U.S. Navy Seals Lead and Win\u00a0by Jocko Willink and Leif Babin. I don\u2019t usually read anything war-related, so I am being confronted by frequent descriptions of Gulf War combat \u2013 I feel a whole mixture of responses. 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