Leadership Strategy and Tactics

Leadership Strategy and Tactics is the essential and practical guide to leadership and how to excel at it from Jocko Willink, the co-author of the number one New York Times bestseller Extreme Ownership.

Leadership is the most challenging of human endeavours. It is often misunderstood. It can bewilder, mystify and frustrate even the most dedicated practitioners. Leaders at all levels are often forced to use theoretical guesswork to make decisions and lead their troops. It doesn't have to be that way.

There are principles that can be applied and tenets that can be followed. There are skills that can be learned and manoeuvres that can be practised and executed. There are leadership strategies and tactics that have been tested and proven on the battlefield, in business and in life. Retired Navy SEAL Officer Jocko Willink delivers his powerful and pragmatic leadership methodology that teaches how to lead any team in any situation to victory.

Here, you will learn how to:

• deal with egos and the problems they cause;
• earn and build trust with both your subordinates and superiors;
• instil pride in your team, without creating arrogance;
• overcome challenges presented by a micromanaging, indecisive or weak boss;
• create a disciplined team that regulates itself;
• use leadership as a tool to teach, mentor, train and correct behaviour of team members;
• operate at a maximum level of efficiency - and reap the rewards.

... and more. This book is step one towards becoming the commander of your own life. The rest is up to you.

You can also find the edition in Bulgarian - Лидерство: Стратегия и тактики.

Pan Macmillan
София, 1528
ул. Христофор Колумб 64
distribution@orange-bg.com

Introduction: The Roots of Learning Leadership
Leadership Strategies

• Foundations
• First Platoon: Detach
• Second Platoon: Arrogance and Humility
• Third Platoon: Overstepping My Bounds
• Laws of Combat and Principles of Leadership
• The Power of Relationships
• Play the Game
• When Is Mutiny in Order?
• Born or Made?
• Leadership and Manipulation
• Subordinate Your Ego
• Leaders Tell the Truth
• Study
• Core Tenets
• Be Capable and Ask for Help
• Building Trust and Relationships
• Down the Chain
• Up the Chain
• Trust and Decentralized Command
• Earning Influence and Respect
• Extreme Ownership of Everything
• Preemptive Ownership
• Taking Ownership When Being Blamed
• Picking Up Brass
• Leading from the Rear
• Don't Overreact
• Don't Care
• Everyone Is the Same, Everyone Is Different
• Let Nature Work
• Isolation as a Leader
• Know What Is Important and What Isn't
• Principles
• The Most Important Member of the Team
• Span of Control
• Taking Care of Your People with Discipline
• Imposed Discipline
• Pride
• Giving Orders
• Yes-Men
• The Exception to No Bad Teams, Only Bad Leaders

Leadership Tactics

• Becoming a Leader
• How to Succeed as a New Leader
• How to Be Chosen to Lead
• When You Are Not Chosen
• Imposter Syndrome
• Insecurity as a Leader
• Transitioning from Follower or Peer to Leader
• Overcoming a Grudge
• New Sheriff in Town
• Don't Go Overboard, Rambo
• Leadership Skills
• When to Step Up and Lead
• Don't Take Things Personally
• Don't Dig In
• Iterative Decision-Making
• Decentralized Command or Lazy Designation?
• The Easy Button
• Judging Reputations
• Conform to Influence
• Everything Is Good (But Not That Good)
• Maneuvers
• Using Leadership to Teach and Build
• Fixing a Negative Attitude
• Teaching Humility
• Building or Rebuilding Confidence
• Building High-Level Team Players
• Leading Peers
• Micromanaging, Indecisive, or Weak Bosses
• When to Micromanage
• The Boss Wants All the Credit
• The Nearly Indefensible Leader
• Stress Relief
• Punishment
• When to Quit
• Communication
• Keep the Troops Informed
• Rumor Control
• Clear Guidance
• Because I Said So
• The Thread of Why
• Tactfully Delivering the Truth
• Balancing Praise
• Hope
• Ultimatums
• Making an Ultimatum as the Boss
• Making an Ultimatum as a Subordinate
• Dealing with an Ultimatum Placed on You
• Reflect and Diminish
• When to Yell at Subordinates
• Getting People to Listen
• Apologizing
• Be Approachable but Careful with Words
• Set the Example

Conclusion: It Is All On You, But Not About You
Index