leif babin jocko willink
Leif
Babin and Jocko Willink when they were deployed in Ramadi in
2006.

Echelon
Front


Nearly all the movies, TV shows, and video games about the US
Navy SEALs portray them as real-life superheroes.

This image may help draw people to Jocko Willink and Leif Babin,
the former SEAL commanders behind the leadership consulting firm
Echelon Front, but
they’re quick to dispel the notion.

“We’re not Terminators,” Willink said at their two-day Muster conference

in New York in May
.

Willink led Task Unit Bruiser, the most highly decorated special
operations unit of the Iraq War, and Babin was his
second-in-command as a senior platoon leader. The Muster
conference was an extensive look at the principles explored in
their New York Times best-seller, “Extreme
Ownership
.”

Willink said most civilians tended to think that SEALs — and
troops in general — take orders and follow them like robots.

The reality is that SEALs may be highly trained, elite warriors,
they’re still human beings with human emotions. They are putting
their lives and the lives of their friends on the line with every
mission they take, and in a situation like that you don’t quietly
follow orders you disagree with.


navy seals muster
Babin speaks at the New
York City Muster conference in May.

Joe Avella/Business Insider

Babin added that, “I’ve never seen a movie or show that’s
accurately captured what it’s like to be in a firefight.” While
the superhero versions of the SEALs always seem to quickly figure
out a way to pinpoint the enemy and take them out, Babin said
reality is that battle is chaotic and it takes intense discipline
to even figure out where the attack is coming from, let alone how
to respond.

To successfully complete missions, Willink and Babin explained,
SEAL commanders must create a culture where each troop takes
ownership of his role in the mission and can make quick decisions
when things get hectic.

Willink shared a hypothetical example of this in action:

He sets a mission for Babin and his men to secure a building and
move to its roof to provide cover for another team. Babin’s team
gets to the roof only to see there are no protective walls,
making them easy targets.

If Willink led his team poorly and Babin was just following
orders, Babin would order his men to get on their bellies and
would then radio Willink to see what they should do next. If
Willink led his team well and Babin fully understood the mission
objectives, Babin would immediately move his team off the roof
and take them instead to the top floor to secure an adequate
position, and then he would notify Willink of the change of plans
and why they were made.

Real leadership — whether on the battlefield or in the office —
is not equal to being a dictator, or assuming your troops can
pull off any mission without proper guidance Willink explained.

In a previous interview with Business Insider
he told us, “We
work with great guys, but they’re humans. They’re human beings.
They have attitudes, they have intelligence, they have free will.
And they will question your planning. They will question your
ideas. And you have to not just tell them what to do. More
importantly, you have to lead them. You have to explain to them
this is why we’re going to do this operation this way.”



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