In combat, focus comes pretty easily because the battle is right in front of your face. You have no choice but to focus. But sometimes, in day-to-day life, you can lose track of the long-term goal. It fades from your vision. It slips from your mind. Wrong. I want that long-term goal to be so embedded in my mind, that I never lose sight of it. Ever. The little tasks and projects and short-term goals that you tackle need to lead toward strategic victory – winning the long war.

But we want results now. We want the shortcut to the winner’s podium. We need the instant gratification. And when we don’t get the short-term glory, sometimes we lose sight of those long-term goals. They fade. We lose focus. So we stop the daily tasks and disciplines that allow us to achieve those goals. And a day slips by. Then another day. And a day turns into a week and a week into a year. And you look up in six weeks or six months or six years … And you’ve made no progress. Maybe you even went backwards.

You lost sight of the long-term goal. And it faded. It faded from memory and the passion dried up and you began to rationalize: Maybe I can’t. Maybe I don’t really want to. Maybe this goal isn’t for me. And so you give up. You let it go. And you settle for a status quo. For the easy road. No. Don’t do that. Embed that long-term goal in your mind. Burn it into your soul. Think about it, write about it, talk about it. Hang it up on your wall. But most important: Do something about it. Every single day.
So I trained. And I prepared. And I did everything I could to be ready for that day. When I became a leader I took pains to prepare my men in the same way: brutally and without mercy so we could fight brutally and without mercy. And then that day came. We met the enemy on the battlefield. We fought, and we won.

remove individual ego and personal agenda. It’s all about the mission. How can you best get your team to most effectively execute the plan in order to accomplish the mission?

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.