How To Deal With Your Leadership Being Questioned – Jocko Willink

How To Deal With Your Leadership Being Questioned – Jocko Willink


Jaakko from 115 podcast number 115 as a
leader how best to respond to someone like corporal Meyer when he brings up
good questions in in a brief that need to be addressed without derailing the
brief and calling your competence / authority into question okay so what
he’s talking about is on podcast 115 with Dakota Meyer which if you haven’t
listened to it and listened to it it’s long and it’s very I don’t know
it’s it’s awesome anyways in part of that podcast Dakota is getting told how
they’re gonna conduct this operation and Dakota raises some point and says what
about this what about that and what about this other thing and they don’t
listen to him and so the question here is if you’re in charge you’re the leader
and you get someone that brings up these questions during a brief during a plan
that you need to be that need to be addressed how do you do it how do you
handle that properly okay well first of all and the most important part of this
is if you involve your team in the planning itself you won’t have these
questions come up during the brief they’ll come up during the planning
mm-hmm so that’s that’s the ultimate and best way to solve this problem you don’t
plan in a vacuum as the leader and then present the plan to the troops and
expect that you’re gonna have the perfect plan you did use only your brain
working on it what about everyone else’s brain what about everyone else’s
perspective they have experience and they have knowledge that you don’t have
so if you involve them in the planning then they ask you those questions early
and you figure out what the right answers to those questions are so that’s
how you solve the problem right there now if it happens that for whatever
reason you’re you didn’t have the opportunity to do that or you didn’t do
it well enough or whatever the case may be and now you start getting questions
on your plan while you’re briefing well first of all if they ask you questions
that you don’t have answers to then that then that could indicate that you’re
wrong actually you could actually be wrong and not a lot of leaders like to
feel that way but you should actually be happy that someone on your team is
pointing out something that is going to make
to plan better as a whole mmm so there’s that and and it’s really easy if someone
if you’re in a brief and someone brings up a point that you didn’t think of and
it makes sense well then you can implement that into the plan okay
so that now you might think that it hurts your authority mmm right to say
hey that’s a good point echo I didn’t think of that let’s implement you might
think or feel like that’s gonna make you look bad but if the opposite is actually
true if I go no echo hey the plans already completed you weren’t there for
the planning so just be quiet that’s the guy that no one respects that’s the guy
that’s not looking good as a leader and that’s the person that’s losing
authority so you don’t look weak if you listen to members of the team whether
they’re junior or senior it also shows that you’re incompetent if you because
because you missed the party obviously the question is pertinent that they
asked or I should say if the question is pertinent and it is a good point then it
shows that you missed an important angle of the plan so open your mind open your
put your ego and check and incorporate it in there now this can also happen if
there’s something that you know that you’re right on but something that you
know that you’re right on if there’s something like that and you end this
below maybe you get one particular individual that keeps pushing back and
keeps pushing back and you might have to in those cases say you know what hey
echo let me let me talk to you after this brief is over and I’ll explain to
you exactly while we’re doing it this way mm-hmm so that way doesn’t derail
the brief because it might take a longer explanation than you want to you know
for instance the typical seal briefing was we tried to keep it 50 minutes to an
hour so if you got if you got to spend eight minutes pulling up a different map
and explaining some detail of the terrain to this guy that has a protest
to what you’re saying you might say hey listen we get done with this brief I’ll
pull you aside let me show you the let me show you the terrain map and you can
see exactly why we’re using this insertion route or whatever the case may
be so you can do that if you have to and
even then they might end up having a point that you didn’t see and then you
can say okay well I didn’t see that and now we have to give everyone a quick
on a rebreathing on some change in the plan but again none of this will happen
if you bring your subordinates in and you let them do first of all let them do
the planning that’s ideal let them come up with Lana let ecco come up with the
plan I’m not coming up the plan you go come up the plan I’m gonna check with
you and make sure that the plan is going in the right direction make sure it’s
not totally off track and then you’ll incorporate all these things and I’ll
have a better view of the plan I can stand back and be the tactical genius as
we talk about the book extreme ownership like that’s how you do it
hmm so that’s the answer well at least is an answer yeah maybe
other people have other answers seems to make sense to me
yeah that’s that hard it’s hard right when you when you it’s one of those
things you always got to be conscious of when you have a plan or whatever and
someone for lack of a better term pokes holes in it mm-hmm like hey what about
this what about this and then you have that those two elements that you got to
keep in mind where it’s like the fact that it’s your plan and then the plan
you know the effectiveness I mean your emotional attachment to the plan yeah
you got to keep the emotional attachment to the plan in Jack versus the actual
effectiveness of the plan yeah and people have a hard time doing that and
what’s cool what’s cool is once you break away from that mindset then it’s
really easier just to be and and everyone just kind of knows well yeah
chuckles you know he’s got an open mind he’ll listen to you yeah as opposed to
someone that has a closed mind never goes out you can’t you can’t give me
anything by this guy oh geez he’s got to keep he doesn’t even help to point
things out because he won’t listen and then guess what you’re using one brain
versus 20 brains you know and more important than the brainpower the
perspective the different perspectives is the guys on the ground or the guys
with the technical knowledge and the tactical knowledge they’re gonna know
things that you don’t know that’s the way it is
mmm you can’t know everything that they know mm-hmm and so if you shut down all
those different perspectives you’re looking at something from one angle you
know and do you see the whole complete picture when you only look at something
from one angle no you don’t know sir use those other perspectives you know check
self-correcting machine mmm yes getting let go of the
you go the taking a personal well personally when I was in the SEAL Teams
I called it the emotional attachment to the plan yeah because I see these people
come up with plans and they would be so addicted to their own plan only because
it was their own plan not for any not for any tactical or strategic or
operational reason whatsoever just like because they thought of it yeah that’s
natural yeah it’s very natural yeah and there’s some element of of benefit to
that right because if you’re passionate about your plan and I’m passion about my
plan as long as we can eventually come to compromise then we’ve put forth the
best idea because I don’t want you to not be passionate about your plan while
you’re planning it I wasn’t really coming up with the best plan that you
really believe it and and it’s interesting you know you talk about
poking holes right poking holes in the plan and we all know that it’s very easy
to sit back and poke holes man and what I’m telling you to do as a leader is to
absolutely do that not be a jerk no no and I’m talking as a leader if I if I
let you do the planning but it’s easy for me to sit back and poke holes in the
plan right which is good it’s good because we’re gonna come up with we’re
gonna fill those holes once I poke the holes we’re gonna fill them we’re gonna
know that they’re taken care of also as a leader from a from a perspective point
you think aim chocolate really knows what’s going on he was able to find
these holes in the plan the real reason I was able to find him is just cuz I was
not totally at-at miniscule detail when you were I was up at altitude relaxing
looking around yeah it’s gonna I don’t want to say cheating such cheating but
it is cheating is cheating it’s that much easier it’s so much easier to sit
back and do it yeah and let things go that way like when you know when you
watch a movie and you have like some critique the movies outstanding and then
you have some critique ahead they shouldn’t chose that guy for that role
or whatever meanwhile the movies like groundbreaking whatever you know so it’s
easy to poke holes in the movie meanwhile like yeah yeah when it’s done
you’re all like poking holes up the little imperfections do that all the
time make sense I dig it does it happen with your videos probably

51 comments

  1. I like the idea of an individual catch up after a meeting if necessary. Effective use of time and closing up questioning. However, I think the key is bringing people in and getting them involved, as they feel responsible for what's been decided on

  2. @Jocko Have you, or any of your 'ex friends', know about this guy and his work? https://youtu.be/OhjkqLhbgu8 I'm ex-Navy, MM3, and I think you and your 'friends' might be able to help with this guys missions. Just hoping to connect two youtubers together to help society as a whole. Keep up the great work!

  3. The Best thing you can get out of this episode is that Jocko communicates secure leadership. People who act like they know where they are going.

  4. The shipboard brain control for masturbation planning that includes forced interpersonal dialogue via speech control being alluded to here with hostility?

  5. Dear GAUD I'm so phu_KEEN tired of these lack of attention span having douche bag @$$#0£3$ spamming me/us with blanket statement ads about how: "College is a 'scam.'"

    Stop sh!tting on something you just don't understand & Phuq_OFF onto YOUR own Path already!

    Whew.
    Got that off my chest…

    Now, where were we….

    Oh yeah…

    Jocko..
    Echo..

    LEADERSHIP..

    Gottet…

    Annnnd we're back!
    😀

  6. Respectfully, there is a difference between questioning a decision or a plan and questioning leadership. Lets say you bois get a woman boss who is ultra competent but they will not accept her as a leader because their personal value base does not allow for a woman boss. So now you have usually good workers kicking back for this arbitrary reason and bringing down productivity. What do you do then?

  7. Jocko I lost my wife a year ago, she died unexpectedly from the flu and pneumonia. Your podcast has brought me much inspiration and solace during these trying times. But now I am looking to restart my life. I have three daughters and i struggle with depression often. I want to lead my daughters to the best of my ability but i feel inept. I want to move on, but I cant see past the past. Thank you for the inspiration you have provided already, but do you have anything that can help me build relationships from here on out, and lead my daughters the right way

  8. Spot on, Jocko!! A good leader should always involve his troops if possible—and be flexible if a weakness or flaw is highlighted.

  9. Jocko, how can I tell the difference between someone who knows what they are talking about and I should listen to vs someone who has a big ego and thinks they know better than everyone else. Thank you

  10. Every time I went to leadership training we were taught to ask our followers for their feedback and concerns, and to address them immediately.

  11. No offense to anyone we all have our faults. But it really pisses me off that I will still get crushed by a guy who can’t read and we’re the same age. They’re just jealous of you my ASS!

  12. Some elite teams actually let whoever has the most experience of particular situations lead on those projects/missions. Even if they are lower rank the higher ups will take their advice and follow their instructions, even in the field and in planning etc. Not all leaders are able to cope with that though.

  13. I’m use to only listening on Spotify. I’ve always pictured Echo Charles as the very talkative guy on Ant Man. Please tell me someone else agrees.

  14. How to handle a leader who throws you under the bus when in meetings with their leadership. I understand taking ownership of failures and do my best to follow that but in this instance, it is not me taking ownership but my SQ CC who puts failures on me to their leadership, recommendations?

  15. The team needs to trust the leadership and bring up questions after the brief, this ain’t no committee. Fine tuning or clarification is one thing but blatant disregard for the brief is another. So slow when something is covered in the very next sentence of the brief but we have to stop for every thought that pops in a rocket scientist’s head.

  16. You're not gonna be a leader unless your guys put you there in the first place , there's no other way around it , the rest is just details

  17. 🔥🔥🔥 If not ALL stakeholders/planners/team members are considered and, (worse) ignored, you will get what's coming and leadership will lose at least thrice –
    👉 1) The mission as well as
    👉 2) a team member who they, themselves, qualified for the mission 👍 and, additionally,
    👉 3) their own qualification for being seen as leader when losing a team member whom they, themself, accepted into the fold.🔥🔥🔥
    ⏭ ⏭ Yep – don't ignore the one willing to step out of the line from a herd's PoV willing to point something out beyond the herd's assumptions/presumptions/attachments driving the team's subsequent efforts at paying due diligence on their subscribed PoV upon which decisions for actions AND corresponding inactions are about to be based.

  18. I wasnt in the military, I'll say that real quick. I've been leadership before at previous jobs. I just took a new position and I see the opposition. Especially since some of the ones I beat going for the same job have big mouths. How do I deal with the louder ones and how do I respond without the populous losing respect for me as a leader?

Leave a Reply

Your email address will not be published. Required fields are marked *