Tag: Leadership

Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group or organization to “lead”, influence or guide other individuals, teams, or entire organizations.

Zuckerberg’s Ugly Truth Isn’t So Ugly

A review of the 2021 book “Inside Facebook’s Battle for Domination” by Sheera Frenkel and Cecilia Kang. The truth is far more complex.

Writing this review didn’t come easy. I spent five years helping to mitigate and solve Facebook’s most thorny problems. When the book was published, I perceived it to be an attack on Facebook orchestrated by the New York Times, a stock-listed company and direct competitor in the attention and advertising market. Today, I know that my perception then was compromised by Meta’s relentless, internal corporate propaganda.

Similar to Chaos Monkeys, An Ugly Truth tells a story that is limited to available information at the time. The book claims to have had unprecedented access to internal, executive leadership directly reporting to Mark Zuckerberg and Sheryl Sandberg. It is focused on the time period roughly between 2015 and 2020; arguably it was Facebook’s most challenging time. Despite a constant flow of news reporting about Facebook’s shortcomings, the book, for the most part of it, remains focused on the executive leadership decisions that got the company into hot waters in the first place. Across 14 chapters, well-structured and perfectly written, the authors build a case of desperation: in an increasingly competitive market environment, Facebook needs to innovate and increase its user statistics to beat earnings to satisfy shareholders. Yet, the pursuit of significance infiltrated the better judgment of Facebook’s executive leadership team and eventually led to drowning out the rational voices, the protective and concerned opinions of genuine leadership staff over the self-serving voices of staff only interested to progress at any cost.

To illustrate this point, the authors tell the story of former Chief Security Officer Alex Stamos, who persistently called out data privacy and security shortcomings:

Worst of all, Stamos told them (Zuckerberg and Sandberg), was that despite firing dozens of employees over the last eighteen months for abusing their access, Facebook was doing nothing to solve or prevent what was clearly a systemic problem. In a chart, Stamos highlighted how nearly every month, engineers had exploited the tools designed to give them easy access to data for building new products to violate the privacy of Facebook users and infiltrate their lives. If the public knew about these transgressions, they would be outraged […]

His calls, however, often went unanswered, or, worse invited other executive leadership threatened by Stamos’ findings to take hostile measures.      

By December, Stamos, losing patience, drafted a memo suggesting that Facebook reorganize its security team so that instead of sitting on their own, members were embedded across the various parts of the company. […] Facebook had decided to take his advice, but rather than organizing the new security team under Stamos, Facebook’s longtime vice president of engineering, Pedro Canahuati, was assuming control of all security functions. […] The decision felt spiteful to Stamos: he advised Zuckerberg to cut engineers off from access to user data. No team had been more affected by the decision than Canahuati’s, and as a result, the vice president of engineering told colleagues that he harbored a grudge against Stamos. Now he would be taking control of an expanded department at Stamos’s expense.

Many more of those stories would never be told. Engineers and other employees, much smaller fish than Stamos, who raised ethical concerns of security and integrity were routinely silenced, ignored, and “managed out” – Facebook’s preferred method of dealing with staff refusing to drink the kool-aid and toe the line. Throughout the book, the authors maintain a neutral voice yet it becomes very clear how difficult the decisions were for executive leadership. It seemed as though leading Facebook is the real-world equivalent of Kobayashi Maru – an everyday, no-win scenario. Certainly, I can sympathize with the pressure Mark, Sheryl, and others must have felt during those times.

Take the case of Donald John Trump, the 45th President of the United States. His Facebook Page has a reach of 34 million followers (at the time of this writing). On January 6, 2021, his account actively instigated his millions of followers to view Vice President Mike Pence as the reason for his lost bid for reelection. History went on to witness the attack on the United States Capitol. Democracy and our liberties were under attack on that day. And how did Mark Zuckerberg and Sheryl Sandberg respond on behalf of Facebook? First, silence. Second, indecision. Shall Trump remain on the platform? Are we going to suspend his account temporarily? Indefinitely? Eventually, Facebook’s leadership punted the decision to the puppet regime of the Oversight Board, who returned the decision power due to a lack of existing policies that would govern such a situation. When everybody was avoiding the headlights, Facebook’s executive leadership acted like a deer. Yes, Zuckerberg’s philosophy on speech has evolved over time. Trump challenged this evolution.

Throughout Facebook’s seventeen-year history, the social network’s massive gains have repeatedly come at the expense of consumer privacy and safety and the integrity of democratic systems. […] And the platform is built upon a fundamental, possibly irreconcilable dichotomy: its purported mission is to advance society by connecting people while also profiting off them. It is Facebook’s dilemma and its ugly truth.

The book contains many more interesting stories. There were a wealth of internal leaks to desperately influence and return Facebook’s leadership back to its original course. There were the infamous Brett Kavanaugh hearings, which highlighted the political affiliations and ideologies of Facebook’s executive leader Joel Kaplan, who weathered the sexual harassment allegations against Brett Kavanaugh by Christine Blasey-Ford despite an outrage of Facebook’s female employees. Myanmar saw horrific human rights abuses enabled by and perpetrated through the platform. The speaker of the U.S. House of Representatives and Bay Area representative since 1987, Nancy Pelosi was humiliated when Facebook fumbled to remove a deepfake video about a speech of hers that was manipulated to make it sound slurred. And the list goes on and on and on and on.

The book is worth reading. The detail and minutiae afforded to report accurately and convincingly are rich and slow-burning. That being said, Facebook has been dying since 2015. Users leave the platform and delete Facebook. While Instagram and WhatsApp pull the company’s advertising revenue for the time being with stronger performances abroad, it is clear that the five years of the executive leadership of Facebook covered in this book point towards an undefiable conclusion: it failed. 

NPR’s Terry Gross interviewed the authors Sheera Frenkel and Cecilia Kang on Fresh Air. It further demonstrates the dichotomy of writing about the leadership at one of the most influential and controversial corporations in the world. You can listen to the full episode here. 

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Ballistic Books: Sales Books You Need To Read

Everything in life is a negotiation. Everyone alive is a salesperson.

Sales are the backbone of any enterprise. Sales establish trust and rapport between the company and its customers. Sales directly influence crucial financial metrics. Therefore, a company’s ability to compete against stiff competition. Yet, sales isn’t really a subject in our basic education. Mastering the art of sales, however, can make the difference between a good life and a great life. In an effort to learn more about the art of salesmanship, I bought three more or less fundamental books about the process of selling. 

How To Master The Art Of Selling By Tom Hopkins

Tom Hopkins learned early on that sales is “the highest-paid hard work — and the lowest-paid easy work.” It can be an easy endeavor without much effort to make ends meet or it can be the greatest adventure and highest reward ever experienced. It is entirely up to the salesman. But, it requires craft, skill, and expertise to be honed frequently and stress-tested often. Buy Hopkins at ThriftBooks.

Sell It Like Serhant By Ryan Serhant

Ryan Serhant made a splash on Million Dollar Listing New York. In his book, he argues that anybody can become a salesman. Furthermore, anyone can get lucky and accomplish one huge sale. But can you repeat the sale? Can you consistently sell at a high profit margin? Sales is not about one sale; it’s about every sale you make. Buy Serhant at Barnes & Noble.

Zig Ziglar’s Secrets Of Closing The Sale

Hillar Hinton “Zig” Ziglar was a college dropout turned salesman who would redfine the art of selling. He described himself as a pack rat taken copious notes from many great salesman over a lifetime of sales. In “Closing The Sale” Ziglar outlines fundamental strategies to take the sales pitch from zero to one. From psychological sales aspects that differ when it comes to closing the sale to the necessity of objections and resistance when you’re in the eye of the hurricane; the toughest part of any sales negotiation, Ziglar structured his book as a manifesto, ready to read rather than a cover-to-cover liaison. Buy Ziglar at (the) Book Depository.

Ballistic books is a series to present literature of interest. Each edition is dedicated to a specific topic. I found it challenging to discover and distinguish good from great literature. With this series, I aim to mitigate that challenge.

Memento Mori

Meditations is an afternoon conversation with a ruler of the Roman Empire: intimate, ethical, and full of wisdom. 

Timeless is another adjective to describe this translated compendium of the thoughts of Marcus Aurelius. Gregory Hays, associate professor of classics at the University of Virginia, translated the delivered writings of Aurelius in the most concise, clear manner available without diluting its original tone. Hays recommends that the reader familiarizes themself not only with Stoicism but also with the underlying role of philosophy in ancient life. While Meditations isn’t really a meditation per se, I found myself in agreement with Hays. Aurelius created his works throughout the course of his life. It’s nearly perfectly detached from historical events. And it overwhelmingly omits names and locations of Aurelius’ present time. Grasping the full context almost mandates an ancient philosophy deep dive as a prerequisite to reading Meditations. 

From the beginning, it becomes clear that Aurelius’ main theme revolves around: (1) the present moment and (2) death. These two main themes reoccur more often than others which gives Meditations a melancholy with urgency. It is almost as if Aurelius saw human suffering, experienced pain for himself, and took to the paper to find the means to cope with it. Hays writes in his introduction on the book of Marcus:  

“If you desire to master pain
Unroll this book and read with care,
And in it find abundantly
A knowledge of the things that are,
Those that have been, and those to come.
And know as well that joy and grief
Are nothing more than empty smoke.”

Philosophy is art. Perhaps you can classify it as an art of life. This makes it futile to investigate patterns or factual statements. For it is up to the reader to interpret and extrapolate meaning. Meditations does that like no other book I’ve read recently. Its concise, to-the-point paragraphs offer a situation, an interpretation, and a solution. For example

“You could leave life right now. Let that determine what you do and say and think.”

—Book 2.11

These two sentences convey a powerful urgency hard to emulate with inspirational, motivational, or modern hustle-porn content. Yet it was written 200 decades ago. It makes me want to drop writing this post and return to the important things in my life. But Aurelius doesn’t stop at mere urgency. He connects it with the interpretation of time and that we, as humans, are often overly obsessed with what was or what will be despite having zero power over either. In his words: 

“Each of us lives only now, this brief instant. The rest has been lived already, or is impossible to see. The span we live is small–small as the corner of the earth in which we live it. Small as even the greatest renown, passed from mouth to mouth by short-lived stick figures, ignorant alike of themselves and those long dead.” 

—Book 3.10

As we live our lives in our corners, I often observe the indescribable urge to compare with others of similar lifestyles, circumstances, and heritage. It’s a natural urge and nothing worthy to suppress, but the act of comparing is the thief of joy. Aurelius learned this throughout his life and condensed it into:

“The things you think about determine the quality of your mind. Your soul takes on the color of your thoughts.”

—Book 5.16

It’s a call to set your mind free from comparison or worry about what others may think. It directly ties back into his two main themes: the present moment and death. Lastly, I found this short list of remembrance to be powerful and worthy to mention here, so I can come back and reread it when I need to have clarity in life: 

“Remember:
Matter. How tiny your share of it.
Time. How brief and fleeting your allotment of it.
Fate. How small a role you play in it.”

—Book 5.24

Meaning Is The New Money

This provocative new book on religion and work in the technology sector will make you see life in a different light.

According to 4 U.S.C. §4 the United States is one Nation under God. H.R. 619 (84th) passed and approved by President Dwight D. Eisenhower mandates the official motto of the United States “In God We Trust” to appear on all currency issued by the Federal Government of these United States. Without a doubt, religion and spirituality are deeply rooted in this country. Hence it comes as no surprise when Associate Professor of Ethnic Studies at the University of California, Berkeley Carolyn Chen posits “Work Becomes Religion in Silicon Valley” in her new book Work Pray Code. 

“Today, companies are not just economic institutions. They’ve become meaning-making institutions that offer a gospel of fulfillment and divine purpose in a capitalist cosmos.”

The colorful, borderline-sacred language of this statement illustrates Chen’s ambitions to base the premise of this book on the workplace is replacing religious needs. At her core argument, Chen reasons companies create a meaningful work experience by emulating religious themes, omitting the spiritual or discriminating aspects of faith, which is becoming a substitute for exercising religion outside of work and with the community.

“Religions and companies are collective enterprises. They are ‘faith communities’, communities that support the act of faith. On one level, faith communities do this by articulating the articles of faith– the doctrines, creeds, and sacred texts and teachings. For most companies, and many other organizations, these articles of faith are their mission statement and statement of core values.”

Taken at face value, Chen makes it appear that companies’ mission statements emulate or are synonymous with religious beliefs. However, a closer look reveals that the mission statements of neither Google, Meta (née Facebook) nor Microsoft purport articles of faith. Taking it a step further, if Chen defines religions as collective enterprises, I’d argue companies may as well be independent organizations each governed by unique financial and economic goals, limited by available budget and human resources. A number of technology companies operating out of Silicon Valley engage in eco-friendly sustainability to power data centers and other parts of the organization, but is the water supply division of Meta truly vested in the intricacies of reviewing python code to reign in inauthentic behavior and other automated malicious behavior on Instagram? Could each division link the other’s efforts back to the mission statement? Whose division will shut down first to protect the integrity of the mission statement? I have doubts. 

“In the Silicon Valley workplace, work and life are no longer separate and opposing spheres because life happens at work. In fighting the notion that work and life occupy distinct spaces and times, tech companies are reviving a much older way of organizing society. In agrarian societies, work and life were integrated for both women and men. The farm was both home– where people ate, slept, and played– and workplace– where people labored and participated in the economic system. Industrialization began to impose stark boundaries between work and life, particularly for men. Work became confined to a particular space, time, and logic– the factory, with its rhythm governed by the values of efficiency and productivity. Life– defined as activities that don’t contribute to production– happened outside of the factory in the home, church, neighborhood, bowling alley, baseball diamond, saloon, hair salon, and so on. […] Today’s tech company is returning to the undifferentiated spheres of its preindustrial predecessor, however, by making life a part of work.”

This paragraph resonated with me for its accuracy and insight. Coming from a farmer’s family, I experienced some variation of an undifferentiated sphere where work and life all took place at the same time. Somewhere along the road, it all separated into standalone parts of our day. As a technology company, an unrelenting global market of competition for highly-skilled talent as well as pushing products directly to the consumer in real-time is an incentive to maximize productivity and workforce utilization by ensuring a highly-skilled employee is 100% focused on its division’s roadmap and driving execution of it.

I cannot make up my mind about this book. On one hand, Chen makes a valid point by stating technology companies emulate religious characteristics in order to alleviate their employee’s spiritual needs. Moreover, I subscribe to the general argument of mindfulness in conjunction with corporate materialism appears to create an industrial-technology complex that emanates virtues and exercises characteristics of religions. On the other hand, however, I fail to identify a link between a technology company using methods and characteristics developed to further religious beliefs resulting in a replacement theory that Chen appears to offer in her introduction. I view these efforts as motivated by raw capitalism: to benefit its workforce and increase productivity, utilization, and retention as a side effect. Furthermore, her focus is exclusively on technology companies located in Silicon Valley. In reality, however, technology companies are located all over the United States with varying numbers of full-time employees. Limiting her research on the technology sector alone appears to be a flimsy base for a solid argument too. For example, 3M, General Motors, Kraft Heinz, and even Exxon Mobile have a history of wide-ranging benefits similar to Silicon Valley. Setting aside economic motives, Chen missed out on exploring these other sectors including academia, which is known for its fraternal, cult-esque exclusivity, and the almighty military, which is known for strict indoctrination and behavioral codes. 

Altogether I learned a lot about the perception and correlation of both religion and Silicon Valley. Whether it applies to the modern workplaces as Carolyn Chen weaves it together remains to be discovered by the reader. Perhaps concluding with more critique than praise for Work Pray Code is a good thing for it forced me to reflect on some preconceived notions about religion. Chen devoted an entire chapter to the art of reflection and I found Lin Chi’s quote to question more perfect to end: “if you meet the Buddha, kill him.” But before you do, read this book.

Becoming Boss

Do you have what it takes to be a leader? Probably not. But that’s all right. In her mid-twenties, Julie Zhuo answered the call for leadership when she became a manager at Facebook. In her book, she compiled her mistakes, lessons, and strategies to lead people and create better organizations – so you can learn to become a leader.

What do you do when everyone looks to you for guidance and leadership? Some thrive in the spotlight. Others crumble and fail. Julie Zhuo went from being the first intern “at this website called Facebook” to becoming a Vice President of Product Design in her 13.5 years at the social network. Her career is not a career of an outlier but a results-driven, hard-working individual. Managing people is no different. Managers are made, not born. 

The Making of a Manager is a field guide for growth. First, I read it cover-to-cover. Then I realized how powerful each chapter is by itself and started keeping it near my desk to calibrate my thinking against experiences at work. Zhuo describes her growth through a forward-leaning approach to people management. Most notably, her approach seeks to stress test her own leadership protocol to fail – only to allow her a chance to improve it. It’s hard work. Dedication. And (my personal favorite) thoughtful questions directed at peers, partners, reports, but perhaps most importantly herself. After all, leadership starts with managing yourself.   

Any entrepreneur will benefit from her early experience at a company that would grow to redefine how people connect with one another. Any employee in a large organization will relate to her tactful yet challenging questions during individual and group meetings. Zhuo’s relatable and empathetic writing style reels in any reader contemplating a career in people management. That being said, the market for business books is quite saturated with leadership or self-improvement books and to some, her experience might be too far from reality given her unique circumstances coming up at Facebook. To this day, I truly enjoy reading her posts or notes and the general public can do so too on her blog The Looking Glass, or on her website at https://www.juliezhuo.com/

How To Bring People Together And Create Meaningful Memories

Everything you ever wanted to know about gathering strangers, colleagues, friends, or family under a variety of circumstances so they will connect and cherish the event.

Priya Parker is an expert in conflict resolution. Throughout her career, her work often required facilitating high-stakes meetings between different political leaders around the world. This helped her to collect first-hand experience about how we connect with one another and what makes a gathering meaningful. In essence that is what The Art Of Gathering – How We Meet And Why It Matters is all about. It’s a root cause analysis that identifies the levers to make an event become a lasting memory. Her premise is centered around the fallacy of the “chill host”. A chill host is overly concerned about the logistics of an event instead of caring about the people and their experiences. It’s the type of “hands-off” host who sits back on the night of the gathering. Parker argues the event starts at the moment of the first conception and it ends (sometimes) long after people have left the premises. A host needs to identify beforehand the “why” they’re really gathering. What meaning is to be conveyed by bringing a certain group of people together? Who to invite? Who to cut? And where would be the optimal environment to accommodate individuals’ preferences? A host needs to be disciplined, proactive and leveraging pop-up rules. 

An illustration of the former is about her first experience with the female period. When she was eleven years old, she got her first period – at a friend’s house. Insecure about it, she didn’t tell anybody, but went back home and told her mom eventually. Eleven is an age where beliefs and judgments correlate with people’s reactions. Her mom’s reaction to learning about her daughter’s first period was one of celebration. She danced, hooted, and hollered with joy. Inadvertently or intentionally, her mom taught her daughter that being a woman, the unique features that make a woman female, was something to be celebrated, cherished, and embraced. Her mom even threw her a period party. How about that! 

Whereas an example for the latter is what Parker coined “The Château Principle”. Thereunder the host needs to realize that the choice of venue is among the most powerful levers over the guests’ behavior. Her example revolves around the infamous failure of merger negotiations between the French cellphone provider Alcatel and the American telecommunications equipment provider Lucent. (Read this analysis for more details) Initially, both parties prepared the merger diligently in good faith and geared up to create a “marriage of equals”. To finalize the deal, both parties were supposed to meet in a nondescript airport hotel in New Jersey. However, when an Alcatel executive fell ill, they requested the meeting to be held in France in the Château Des Mesnuls, a renaissance style castle. While it’s speculation to find out the real reasons for the failure of the merger, a few Lucent executives recounting the negotiations observed how the château brought out the Frenchness of the French. Alcatel employees became comfortable asserting their dominance on home turf which reflected a certain arrogance and hubris that tipped the negotiations to fall apart. Location, location, location is real-estate wisdom that also applies to gatherings. 

Parker wrote The Art Of Gathering across 281 pages segmented into 8 chapters. It is a quick and easy read yet I found some paragraphs could have been edited more succinctly. Her voice can come across as overbearing or patronizing, but I view this as part of re-learning a part of my life that I neglected for far too long. Notably understanding gatherings as social contracts with certain responsibilities is incredibly helpful. In addition to offering practical tips on how to discover, structure, and select event details I was surprised by how easy it seems to translate her findings to cyberspace, e.g metaverse gatherings in virtual reality or group events and chats on Facebook. Anyone quite interested in the subject of crowd psychology will be able to fill in knowledge gaps and view certain aspects of their social gatherings through a new, fresh lens. 

Book recommendations ebb and flow. Some find me by chance. Others are the product of premeditated research. The Art Of Gathering was recommended to me by my dear friend Nichole. The story of how we met goes beyond the scope of this blog, but I will document this: it was under the most random, endearing, and meaningful circumstances crammed into one weekend somewhere around Seattle. Flying boxed wine bags, neon lights, and deep, mind-absorbing conversations included.   

In case you are not into reading an entire book on the single topic of bringing people together then I would recommend watching this video. Parker says “how we gather is how we live”. How do you live your life? 

A Life In Special Operations

Nobody goes through life and is successful all on their own. In his memoir “Sea Stories: My Life In Special Operations” retired Admiral William H. McRaven chronicles some of his experiences, achievements, and challenges that would not have been possible without the help of others. 

I never know what to expect from memoirs, autobiographies, or personal accounts. “Make Your Bed”, however, made me feel excited to learn more about the life of Admiral William H. McRaven. He first went viral following his commencement speech at the University of Texas at Austin reaching a broad audience at home and abroad. His remarkable career within special operations could be described with an endless list of Hollywood movies that includes the capture of Saddam Hussein, the rescue of Captain Richard Phillips, and the infamous Operation Neptune Spear – the mission to bring to justice the leader of Al-Qaeda – Osama bin Laden. Sea Stories is the rendezvous of his personal account and professional experience. Across eighteen chapters, McRaven tells his story of becoming a special operator. Born into a military family, McRaven gradually evolved his character from a rambunctious average child to a skilled and trusted leader. The early chapters eloquently describe the struggle to follow the footsteps of his family and the generation that ended European tyranny. Finding his profession through an evolution of athletic endeavors combined with the grace and support of good people helping the young McRaven along the way was heart-warming to read but also inspiring when McRaven reflected

“knowing I could set a goal, work hard, suffer through pain and adversity, and achieve something worthwhile made me realize that I could accomplish anything I put my mind to”

McRaven’s writing style is entertaining yet sometimes a little bland. Each chapter has its own charisma and appeal, which make this book a great read for a commute or as an alongside read to another book.

Critics called out that other communities within special operations have taken a different approach to public relations, one defined by discretion and the principle of the quiet professional. McRaven’s memoir continues to amplify the already romanticized image of the Navy SEALs without critically examining the current issues within the Navy SEAL community ranging from alleged war crimes to mental health to discipline problems. When in reality, the Navy SEAL community is drifting away from its core values prompting retired and active duty Navy SEALs to speak up against the exploitation for personal gain by so many former special operators. McRaven failed the reader in that regard, but perhaps more tragically failed his fellow SEALs. Sea Stories is nothing more than repeating special operation missions already known to the public. In some cases these stories were immortalized by heroic portrayals of Hollywood actors. But it’s also nothing less than a personal account of serving 37 years, almost four decades, in one of the toughest professional organizations within any military industrial complex in the world. I found pleasure reading some of the stories while its sometimes repetitive nature often undermined a true takeaway for the reader.  

Learn To Lead With These Simple Strategies And Tactics

Jocko Willink’s field manual translates leadership theory into a practical guide for your everyday leadership. 

Leading people to achieve sometimes abstract business objectives is arguably among the most intricate human endeavors. Leadership Strategy and Tactics: Field Manual by Jocko Willink is a step-by-step guide on leadership strategies and how to become effective in leading other people. 

The book is structured in two parts spanning seven sections. Each section covers a specific area and appears to answer a specific question. For example, in part two section two, subsection e. titled “Decentralized Command or Lazy Designation?” Willink explores different styles of leadership to illustrate that a decentralized command can have the collateral appearance that a leader is constantly avoiding work or taking responsibility. A solution to this problem is a blend between observation and readiness to perform. This means, a leader should be aware of attitudes or misperceptions before they bloom into problems. Any inkling of that should be mitigated by taking over a task or taking charge of the most challenging project. This requires a leader to maintain a certain level of involvement and skill training. At this point, it becomes clear that Willinks advice finds its boundaries in the complex, corporate world where an upper-level manager is unlikely to maintain involvement in the ground operations of his reports. If one or more reports turn out to intentionally undermine the decentralized command to get rid of work, then, according to Willink, a leader should seek means to replace those reports, which is also not feasible and oftentimes can expose the company to legal risk. Nevertheless, the subsection provides important clarity on appearances and perceptions for both leaders and reports. Moreover, the mere awareness of an attitude within the team or certain individuals can help preempt certain leadership decisions in favor of a more collaborative solution. 

Another interesting subsection covers “Everone Is The Same, Everyone Is Different”. Therein Willink explores the concept of scaled leadership in moderation. In most organizations, large or small, there will be a high degree of individuality, but also a clear, common denominator across the employee pool. It is the responsibility of the leader to create basic leadership tools applicable across the entire spectrum of employees whenever a business’ need requires a specific team to perform. At the same time, the leader must retain an observant mindset to effectively modulate these leadership tools depending on the situation and the individual members of the team. In his example, Willink suggests understanding the drivers of the situation first before taking diplomatic steps that might result in increasing or decreasing a reports’ responsibilities. While it may be common sense in theory, these concepts rarely translate well into the real corporate world without a modicum of friction or confusion among reports. Tact, diplomacy, and subtlety, therefore, make or break an effective communication which is the foundation to successfully drive a critical business need to completion. 

In his conclusion titled “It’s All On You But Not About You” Willink reiterates the importance of keeping your ego in check and making it about helping others to succeed. All responsibility stops with the leader of an organization or team. But it’s not about the responsibility or about the leader. Leadership is about making informed, inclusive decisions to effectively drive company objectives together as a team to succeed as a team. It’s about forming effective relationships of trust across all levels of the organization. This requires discipline over ego and emotions. Failing to enable others to perform at the highest level possible will inevitably invite corrosive attitudes into an otherwise well-performing team. Understanding that a leader only succeeds when the team succeeds is true leadership. It really summarizes the theme of this book: be humble and if you take care of the work, the work will take care of you.

Jocko Willink spent his formative years in the military. His leadership as a commanding officer of SEAL Team 3 aka “Task Unit Bruiser” led to the most military decorations of a Special Operations unit during the Iraq War. With all that in mind, his writing style is militaristic, relies on military terminology, and often draws premise from complex, military regulations. Altogether this really undermines creative extrapolation into everyday leadership. If you aren’t familiar with his previous publications this book can appear too detached from everyday business issues for the non-military, mid-level manager of a brick-and-mortar business. Overall Leadership Strategy and Tactics: Field Manual is a good book. While it rides and repeats common sense concepts it creates value as an everyday guide for early and experienced leaders alike. It does compete with other business and management books on leadership in a rather saturated market. This makes me believe the audience for this book would be found in the military, government or other large-scale corporations. I’m having a hard time seeing this book attracting an audience in more progressive sectors.

You can find Jock Willink on
Facebook @jkowillink
Instagram @jockowillink
Twitter @jockowillink
YouTube @jockopodcastofficial