Extreme Ownership 100 Foundation Courses

All problems are leadership problems. Extreme Ownership 101-112 provides the solutions in a focused package of twelve online Leadership Foundation Courses that teach the fundamental leadership principles from the #1 New York Times bestselling book, Extreme Ownership: How U.S. Navy SEALs Lead and Win, delivered by the authors, Jocko Willink and Leif Babin.Each online leadership course follows the subject of a corresponding chapter in the book, provides a detailed look into the leadership principle, and guides its direct application to business and life. Designed for leaders at every level of an organization, including the senior executive team, mid-level managers, front-line leaders, individual contributors, and anyone who interacts with other human beings, these principles help any organization radically improve performance, accomplish the mission, and win. Each Extreme Ownership 100 Foundation Course provides combat examples, detailed explanation of the principle, direct application to business with multiple examples, and role play demonstrations of what to do and what not to do. Knowledge is tested through three interactive application exercises and five learning check questions per course, plus additional learning checks at the end of each four-course section. Upon completing Extreme Ownership 101-112 and successfully passing the final learning check test of knowledge, a course completion certificate is available for download.

Learning Objectives:

  • Recognize that leadership is the most important factor in the success or failure of any team
  • Connect the principles of combat leadership to everyday leadership challenges
  • Prepare to learn leadership lessons that apply directly to your world

Part I: Winning the War Within 

Chapter 1: Extreme Ownership 101

Course Description 

Extreme Ownership 101 teaches the foundational leadership principle of Extreme Ownership, a mindset where there are no excuses and no one else to blame. Leaders at every level of an organization, from senior executives to individual contributors, must own everything in their world—everything that impacts their mission. The course illustrates the power of Extreme Ownership and its positive impact on companies and their missions with combat examples, detailed explanation of the principle, direct application to business with multiple examples, and role play demonstrations of what to do and what not to do. It also explains the negative impact that results when Extreme Ownership is lacking. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO101 Learning Objectives: 

  • Define Extreme Ownership 
  • Explain how a lack of Extreme Ownership negatively impacts the team and mission 
  • Apply Extreme Ownership to everyday use in your workspace 

Chapter 2: No Bad Teams, Only Bad Leaders

Course Description 

Extreme Ownership 102 teaches a crucial leadership tenet: There are No Bad Teams, Only Bad Leaders. This humbling concept is key to overcoming one of the most common excuses in leadership: It is the team’s fault. That is wrong; when the team underperforms, it is the leader who must solve problems, overcome obstacles, and get the team working together to accomplish the mission. No Bad Teams, Only Bad Leaders applies not just to the senior person in charge, but to anyone, no matter where they fall in the organizational hierarchy. With an example from U.S. Navy SEAL training, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the power of taking ownership to solve problems and win. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO102 Learning Objectives:

  • List the only two measures for a leader that matter 
  • Identify the most important aspect for any team’s success or failure 
  • Determine what characteristics you have in common with both the losing and winning boat crews 

Chapter 3: Believe

Course Description 

Extreme Ownership 103 teaches the fundamental truth that a resolute belief in the mission is critical for any team or organization to win. In order to persevere through inevitable challenges, or convince and inspire others to follow and accomplish a mission, a leader must be a true believer in that mission. Leaders must detach from the immediate tactical mission and understand how it supports strategic goals, or ask questions for clarification when they cannot understand. Leaders must ensure they explain The Why behind the mission so that their teams can believe and successfully execute. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the power of belief in the success of any team, in any arena. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO103 Learning Objectives:

  • Explain the importance of belief 
  • Identify areas where you have difficulty understanding the why behind new strategies, procedures, reorganization or directives
  • Outline a plan to detach and examine the why; determine where to seek answers from your chain of command  

Chapter 4: Check the Ego

Course Description 

Extreme Ownership 104 explains that the most important quality in a leader is humility. While ego drives the most successful people’s desire to be their best and win, at the same time, most problems on any team fundamentally stem from a problem with ego. When ego clouds judgment and prevents leaders from conducting an honest, realistic assessment of their performance, ego becomes destructive. The hardest ego to control is our own and keeping the ego in check is often the greatest obstacle that any individual must overcome in order to achieve victory. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the necessity of checking the ego to personal and team success. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO104 Learning Objectives: 

  • List the most destructive force in any team that clouds and disrupts everything 
  • Define the most important quality in a leader, team member or individual contributor 
  • Identify the most difficult ego of all to control  

Part II: The Laws of Combat 

Chapter 5: Cover and Move

Course Description 

Extreme Ownership 105 explains the first Law of Combat, the fundamental combat tactic of Cover and Move. All elements within the greater team must work together, mutually supporting one another, in order to accomplish the mission. Cover and Move is teamwork. Within any organization, silos may develop that inhibit teamwork and mutual support and must be overcome. Building strong, professional relationships among individuals and teams is integral to enabling effective Cover and Move. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the necessity of Cover and Move to the success of any team and any mission. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO105 Learning Objectives:

  • Define Cover and Move 
  • Describe the importance of relationships to Cover and Move 
  • Explain where you can provide greater Cover so that others can Move 

Chapter 6: Simple

Course Description 

Extreme Ownership 106 explains the second Law of Combat, Simple. The battlefield, as in business or any arena, has inherent layers of complexity. It is imperative that leaders simplify plans and directives so that everyone on the team understands and can execute them. All communications must be simple, clear, and concise. Everyone on the team must be willing to ask questions when unclear. Because when people don’t understand, they can’t execute. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the power of keeping things simple, enabling the team to successfully execute. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO106 Learning Objectives: 

  • Explain the importance of keeping things simple 
  • Identify the consequences that result when plans and orders are too complex 
  • List the three factors to which all effective communication must conform 

Chapter 7: Prioritize and Execute

Course Description 

Extreme Ownership 107 explains the third Law of Combat, Prioritize and Execute. When a team tries to take on multiple, simultaneous problems on the battlefield, they often get overwhelmed and fail. Instead, leaders must relax, look around and make a call to get the team executing on the highest priority task—Prioritize and Execute. This applies to any team in business or life, where multiple problems and dynamic situations require leaders to focus the team’s effort and remain flexible to shifting priorities. The key to Prioritize and Execute is the leaders’ ability, at every level of the team, to detach from the details, remain above the fray, and stay focused on strategic priorities. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the necessity of leaders to remain calm, detached, and properly Prioritize and Execute to ensure mission success. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO107 Learning Objectives: 

  • Explain the consequences of taking on too many tasks at the same time 
  • Identify the actions steps to follow when forced to Prioritize and Execute under pressure 
  • List your daily tasks and organize them in order of priority, develop a plan to execute each task 

Chapter 8: Decentralized Command

Course Description 

Extreme Ownership 108 explains that the fourth Law of Combat, Decentralized Command, at its core, simply means that everybody leads. Everyone on the team must step up and lead, no matter their rank or position in the organization. To do so, they must understand the overall purpose, end state, and strategic goals toward which the team is striving. In order to facilitate Decentralized Command, leaders (particularly frontline leaders and teams) must understand not just what to do by why they are doing it. They must also clearly understand the parameters within which they can make decisions and outside of which they cannot. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates how Decentralized Command is perhaps the most powerful of the four Laws of Combat and crucial to the success of any high-performance, winning team. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO108 Learning Objectives: 

  • Define Decentralized Command 
  • Explain how centralized command negatively impacts team performance and mission success 
  • Identify areas where you or your team need to better understand the why 

Chapter 9: Plan

Course Description 

Extreme Ownership 109 explains the importance of planning to the successful execution of any team and any mission. With specific guidance on how to plan, mission analysis, the importance of contingency plans, and using Decentralized Command in the planning process, this chapter provides lessons learned from the battlefield and applies them to business or any environment. The most important part of any plan is an explanation of the “Commander’s Intent” – the purpose, goal, and end state that the team is ultimately trying to achieve – so that leaders at every level can make decisions that lead to the desired outcome. Without proper planning, a team will struggle to be successful. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates how planning is crucial to the success of any team and any mission. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO109 Learning Objectives: 

  • Identify the importance of mission planning 
  • Explain why understanding the mission, strategic objectives, and end state are crucial to mission success 
  • Describe the impact to the team when the mission, strategic objectives, and end state are not understood 

Chapter 10: Leading Up and Down the Chain of Command

Course Description 

Extreme Ownership 110 explains the power of Leading Up and Down the Chain of Command in order to create successful teams. Leaders possess insight into the bigger pictures and desired strategic objectives that must be conveyed to the frontline leaders and individual contributors. Leaders must ensure their teams understand how what they do contributes to the overall mission and impacts the entire organization’s strategic success. One of the most often overlooked but crucial aspects of leadership, is the necessity for leaders to lead up the chain of command. When the boss asks questions, doesn’t provide necessary resources or timely approval of plans, instead of getting frustrated with the boss, leaders must tactfully push information up the chain to educate and inform the boss. Leading up the chain requires greater tact and skill because a leader cannot fall back on his or her positional authority. But instead, they must develop strong relationships and acquire leadership capital to influence senior leaders to make the best decisions for the success of the overall team and the greater mission. With combat examples, detailed explanations of the principle, multiple examples of direct application to business, and role play demonstrations, this course illustrates the power of Leading Up and Down the Chain of Command to develop a highly effective team that is able to successfully lead and win successfully. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO110 Learning Objectives: 

  • Explain how to create buy-in to strategic plans from your front line/individual contributors  
  • Describe the importance of building relationships and acquiring leadership capital both up and down the chain of command and how to do so 
  • Explain the importance of detaching and seeing the mission from the perspective of your senior leadership

 

Chapter 11: Decisiveness Amid Uncertainty

Course Description 

Extreme Ownership 111 explains that in combat, as in business and in life, the outcome is never certain, the picture is never clear, and there is no 100% right, guaranteed solution. Leaders must be able to make decisions promptly and be decisive amid uncertainty. One of the most effective methods a leader can utilize is to make rapid but small, iterative decisions in the direction that seems best based on the information available. This enables a leader to mitigate risk while still being able to maneuver. However, a leader must be flexible and willing to redirect the team if new information emerges and the situation changes. This iterative decision making is crucial to enabling leaders to be Decisive Amid Uncertainty. With a combat example, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrationsthis course illustrates the necessity of being Decisive Amid Uncertainty and the risks inherent with indecision. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO111 Learning Objectives: 

  • Identify the steps necessary to manage chaos and uncertainty  
  • Explain the consequences of waiting on the 100% right solution 
  • Describe the importance of small, iterative decisions to strategic success 

Chapter 12: The Dichotomy of Leadership

Course Description 

Extreme Ownership 112 explains that every leader must find the equilibrium between forces that pulling a leader in opposite directions. In every other aspect, leaders should strive to find balance: take Extreme Ownership of everything, but utilize Decentralized Command; be aggressive but not reckless; attentive to details, but not obsessed by them; be a leader and a follower; be humble but not passive; be close with the team, but not too close to any individual. The recognition that there are endless dichotomies that a leader must balance is one of the most powerful tools a leader has to be effective. With combat examples, detailed explanation of the principle, multiple examples of direct application to business, and role play demonstrations;, this course illustrates the power in finding balance in the Dichotomy of Leadership to achieving the goal of every leader and every team: Victory. Knowledge is tested through three interactive application exercises and five learning check questions.  

 

EO112 Learning Objectives: 

  • Explain why the pathway to freedom is through discipline 
  • Describe the importance of finding balance in leadership 
  • Identify one of the most powerful tools a leader has to find balance