Six leadership principles from “Extreme Ownership” by Jocko Willink and Leif Babin stand out as some of the most pragmatic, hard-hitting lessons from modern leadership literature. Yet, beyond the obvious takeaways, each one cracks open subtle, often-overlooked nuances about how we guide, support, and ultimately answer for those around us. As I walk through these principles, I want you to consider not just how they fit commanding officers in combat, but also how they work for anyone trying to influence change—at work, at home, or even within themselves.

“Leadership is not about being in charge. Leadership is about taking care of those in your charge.” — Simon Sinek

What does it really mean to take full responsibility? Most leaders know to “own” results, but true ownership means absorbing blame before it lands elsewhere. Can I honestly say I’ve never looked for a scapegoat when things soured? The book’s central lesson—take full responsibility—means cultivating a near-reflexive instinct to scrutinize our own actions first. This isn’t comfortable. It means ending the blame game in its tracks. It means asking: What could I have done differently? Am I willing to admit fault when no one is looking? The paradox is, by stepping up in tough moments, I gain credibility and authority. People begin to trust that I won’t throw them under the bus. That’s the backbone of real influence.

There’s a less-discussed side here—taking responsibility is not about shielding others from consequences, but modeling how to confront mistakes and improve. When I say, “This is on me,” I invite others to be honest about their own errors without fear. That’s what actually transforms performance over time.

“He who has never learned to obey cannot be a good commander.” — Aristotle

Next up: “There are no bad teams, only bad leaders.” It feels harsh, doesn’t it? Yet, I’ve seen struggling teams turn around with only a change in leadership. Team morale, discipline, inventiveness—they’re almost always echoes of the leader’s approach. Have you ever noticed how the same group can perform at polar opposites under different managers? It’s no accident. Leaders set the tone for what’s acceptable and what isn’t. But here’s the twist: Good leadership isn’t about charisma or iron-fisted control—it’s about the relentless, steady drive to raise standards and foster unity.

A famous but rarely quoted military maxim says, “The leader is the last to eat.” Why? It’s a subtle reminder that the true measure of leadership is putting the team first, even at a cost. I’ve found that by investing in each member, you cultivate hidden reserves of talent and loyalty. Mediocre teams aren’t fixed by firing people—they’re fixed by challenging the leader to change perspective and tactics.

“It’s amazing what you can accomplish if you do not care who gets the credit.” — Harry S. Truman

Believing in the mission is at the core of resilience. Have you ever noticed how people rally around causes when they buy into the “why”? When things get tough, only authentic belief keeps momentum alive. Yet, it’s easy to pay lip service to a goal while privately harboring doubts. As a leader, my skepticism leaks out—sometimes in words, gestures, or simply indecisiveness. I’ve learned that I can’t sell a vision I don’t believe in myself. This principle is a gut-check: Do I actually understand and embrace the reason behind our work? Am I translating this purpose into simple messages for others?

There’s a trick to this: ask “why” until you hit bedrock. If my team doesn’t understand why a policy, a change, or a sacrifice is required, that’s my failing—not theirs. The unseen struggle for many leaders is to sit with their own queries long enough to find clarity before asking others to follow. I see this with parents, teachers, executives alike—purpose is infectious, but so is uncertainty. The more I root my actions in clear, real conviction, the more I can expect others to do the same.

“To command is to serve, nothing more and nothing less.” — André Malraux

Talk of decentralized command usually conjures images of hands-off management, but it’s more nuanced. It’s about creating clear boundaries and trusting people to own their patch. I’ve been tempted to micromanage, especially when the pressure mounts or outcomes matter. But autonomy energizes teams. What surprises most leaders is that people crave responsibility—if they know where the boundaries are.

When I define roles, expectations, and left-and-right limits, I make room for others to act boldly. The real challenge is in letting go of control without losing sight of the bigger picture. “If your team isn’t making decisions without you,” Willink and Babin argue, “that’s a problem with your leadership.” Sometimes, my real work is building a system where I’m not the bottleneck. In practice, this means coaching my team to make choices and then backing them, even if the result’s not perfect. That trust is the seedbed for initiative, innovation, and agility, qualities every team needs in today’s unpredictable world.

“Do not wait for leaders; do it alone, person to person.” — Mother Teresa

Prioritize and execute—sounds straightforward, yet how many times have we tried to tackle everything at once, only to end up overwhelmed? Modern work culture glorifies multitasking, but the world’s best leaders focus on the highest-impact move first, then move on. Sometimes, it can feel like a dozen fires are raging at once. I’ve learned to pause, assess, and triage ruthlessly. What really matters? What can wait? What has the highest consequence if ignored?

Here’s an unconventional perspective: prioritizing isn’t just about triaging crises, it’s about staying calm under pressure. Teams look to leaders for steadiness in chaotic moments. When I choose one task, execute fully, and then move to the next, my actions signal confidence and control, even when the storm rages. Ask yourself: do you model poise when all eyes turn to you, or do you scramble, worsening the confusion?

“Simplicity is the ultimate sophistication.” — Leonardo da Vinci

Finally: Keep plans simple. It might seem counterintuitive, especially in a world that celebrates complexity as a sign of intelligence. But, when pressure mounts, complex strategies collapse. I’ve made this mistake—over-architecting plans that look great on paper but break down in real life. The lesson from Willink and Babin is that simplicity is not dumbing down; it’s clarity. Can the newest, most junior team member explain the plan? If not, it’s too complicated. This is not just a military lesson—it rings true in business, family, and personal life.

There’s genius in boiling instructions down to their essentials. Simplicity speeds decision-making, eases stress, and reduces room for error. I recall a CEO who explained her entire annual strategy to her staff in three sentences. That clarity became an anchor point for the whole team. If you’re tempted to show off with intricate plans, ask: can your message survive a crisis, a bad connection, or a language barrier? If not, it’s time to trim.

“Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.” — General Colin Powell

If you put these six principles to work, you’re not just likely to improve your own leadership—you’ll see ripples throughout your organization and personal circles. When you take ownership, you set a precedent that invites honesty and self-improvement. When you focus on your own role in team outcomes, you step out of the blame loop and into a process of real change. When you invest in explaining purpose, you build a culture that thrives even when the going gets tough. Trusting people with responsibility gives them a stake in success, while prioritizing and simplifying keeps everyone moving in the same direction, even during chaos.

So, what’s stopping you from taking that first step? Is it fear of being blamed, the lure of complexity, or the temptation to control every detail? Maybe it’s time to ask yourself—and your team—some hard questions. What are you really responsible for? Where can you strip away layers to see the essentials? Who needs more room to take action? And, above all, how can you create a culture where everyone feels safe to step up, own their piece, and drive together toward a clear, compelling goal?

“Success is not final, failure is not fatal: it is the courage to continue that counts.” — Winston S. Churchill

Leadership, at its heart, isn’t about wielding authority or chasing results—it’s about fostering resilience, trust, and accountability. The real legacy of “Extreme Ownership” is giving us a toolkit to do just that. Every decision, every mistake, every success is a chance to set the standard. What standard will you set today?