Extreme Ownership Book Summary | How Navy Seals Lead and Win

In Extreme Ownership: How U.S. Navy SEALs Lead and Win (New Edition), Jocko Willink and Leif Babin take you from the battlefield to the boardroom with a clear, no-excuses message: leaders own everything in their world. Period. Based on their time leading SEAL teams in high-stakes combat zones, they translate life-or-death decision-making into leadership principles that apply whether you're running a startup, a sales team, or a classroom. The book is part war story, part leadership manual—and it drives home a truth most people avoid: when something goes wrong, it’s on you. And when you embrace that, you unlock the kind of clarity and trust that teams are built on.

If your team doesn’t get it, you have not kept things simple enough.

IS EXTREME OWNERSHIP A BOOK FOR ME?

Extreme Ownership isn’t just a leadership book—it’s a blueprint for performance. If you manage people, lead a team, or just want to stop outsourcing blame, this belongs on your desk. Jocko Willink and Leif Babin, both former Navy SEALs, deliver a message that’s as uncomfortable as it is empowering: everything is your responsibility. Everything.

The power of this book lies in its transferability. Whether you're leading a platoon, launching a product, or managing a classroom, the principles hold. Own the mission. Simplify communication. Prioritize and execute. These aren’t theoretical—they’re battle-tested in life-and-death situations and retooled for boardrooms, startups, and service industries.

Leadership here isn’t reserved for CEOs. This book is equally relevant for new managers, seasoned executives, and anyone who works in a team. It’s about accountability, alignment, and eliminating the noise that comes with finger-pointing and excuse-making.

The kicker? These principles don’t stop at work. They apply to relationships, habits, and personal growth. Ownership is leverage. The more of it you take, the more control you gain.

Bottom line: Extreme Ownership is a field manual for anyone serious about leveling up—at work, in life, and everywhere in between.

EXTREME OWNERSHIP PRINCIPLES

No time to read the full chapter by chapter article summary?

This 2-minute summary gives you the key learnings from the Extreme Ownership Book Summary.

Think of these not as tips—but as non-negotiables for anyone serious about leading and performing at a high level.

1. Own Everything. No Excuses.Success starts when you stop blaming and start owning. If it’s in your world, it’s your responsibility.

2. Lead—and Let Yourself Be Led.Leadership is a two-way street. Great leaders know when to step up, and when to step back and listen.

3. Believe in the Mission—Or No One Else Will.Your conviction sets the tone. If you’re not sold on the why, your team won’t deliver on the how.

4. Check Your Ego at the Door.Ego kills collaboration. Lead with humility, not pride. The mission matters more than being right.

5. Cover and Move.This is code for teamwork. Support others, expect support in return, and execute like one unit—not a collection of individuals.

6. Keep It Simple.Complexity creates friction. Strip it down. Clarity is your competitive advantage.

7. Prioritize, Then Execute.When everything feels urgent, nothing gets done. Rank what matters most. Then move—decisively.

8. Push Authority Down.Decentralized command wins. Empower your people with context and trust, and they’ll move faster than you can manage them.

9. Plan Like a Pro.Hope is not a strategy. Build a clear, adaptable plan—and make sure everyone understands it.

10. Lead Up, Lead Down. You don’t just lead teams—you manage relationships in every direction. Influence isn’t hierarchical, it’s 360.

EXTREME OWNERSHIP BOOK CHAPTER SUMMARY

Chapter 1: Extreme Ownership

Willink and Babin kick off with a leadership principle that’s deceptively simple and brutally effective: own everything. Not just the good news or the stuff within your job description. Everything. When you're in charge, there’s no one else to blame. That idea doesn’t just shift responsibility—it rewires the operating system of leadership.

The anchor story here is a mission in Ramadi. It went sideways—bad comms, bad calls, and a fog of war that led to a blue-on-blue (friendly fire) incident. Lives were almost lost. But instead of scrambling for a scapegoat, Willink stepped up and took full ownership. The message to the team? The failure was his. Not the radio guy’s. Not the intel team’s. His. That act of taking the hit defused the situation, earned trust, and opened the door to real improvement. Communication protocols were revamped. The team got sharper. The mission—long term—was a success.

In another operation, a SEAL team hits unexpected resistance while clearing a building. Tension escalates, plans fall apart. Again, leadership becomes the hinge moment. Instead of blaming poor intel or shifting conditions, they adjusted. Quickly. They reoriented the team, changed tactics on the fly, and got it done. The through line? In high-stakes situations, waiting for perfect conditions is a luxury you don’t have. Leadership is owning reality, adapting fast, and delivering results under pressure.

Key Learning Outcome

Extreme ownership isn't about martyrdom—it's about establishing control. When leaders consistently take full responsibility, it creates a culture of trust, speed, and execution. Teams stop wasting cycles on blame and start moving with aligned accountability. You control what you own. If you don’t own it, you can’t fix it.

“There are no bad teams, only bad leaders.”

Exercise

Take a project or situation in your life or business that isn’t going well. Write down every external factor you’ve been blaming—market conditions, underperforming colleagues, bad timing. Now, strip that away. Identify the decisions you made, the calls you didn’t make, the communication gaps you could’ve closed. What would full ownership of that situation look like? Write a one-page "Extreme Ownership Report" outlining how you’d handle it differently—and implement one change today.

Chapter 2: No Bad Teams, Only Bad Leaders

Willink and Babin double down on a tough-love truth most organizations resist: if your team’s underperforming, look in the mirror. Culture, execution, morale—it all ladders up to leadership. The core idea here is that there’s no such thing as an inherently bad team, only leaders who haven’t figured out how to unlock performance.

The defining story comes from SEAL training: two boat crews racing through punishing physical drills. One crew consistently lags, grumbling, frustrated. The other dominates. So the instructors run a simple experiment: they swap the leaders. That’s it. Nothing else changes. Suddenly, the “bad” team starts winning. Why? Because the new leader sets expectations, creates clarity, and instills belief. It’s not about charisma or brute force—it’s about setting the tone and taking ownership of outcomes.

Later, in a live op securing a hostile city block, another team hits resistance. Everything gets harder: intel’s wrong, visibility drops, opposition is heavier than expected. This is where average leadership collapses into excuses. But again, the leaders own the chaos, recalibrate the plan, reallocate roles, and execute. The block is secured. Not cleanly, not easily—but decisively.

The message is clear: great leaders don't inherit great teams; they build them. They create trust by shouldering accountability, and they create momentum by converting setbacks into process improvements. Leadership is leverage—and the stronger it is, the more your team can punch above its weight.

Key Learning Outcome

Leaders set the ceiling. When leadership is clear, decisive, and accountable, even struggling teams can outperform. But when leadership is reactive, indecisive, or passive, talent gets squandered. Leadership is a force multiplier—and your team’s performance is a reflection of how you lead under pressure.

“It’s not what you preach, it’s what you tolerate.”

Exercise

Think of a team, department, or group you lead (or have led). List three challenges they’re facing right now. For each, ask: “What am I tolerating that’s creating or enabling this problem?” Then write down one specific behavior or standard you will reinforce—starting today—that would help turn that team’s trajectory around. Leadership isn’t just direction—it’s daily discipline.

Chapter 3: Believe

This chapter pivots to the foundational ingredient of effective leadership: belief. Not blind optimism. Not performative buy-in. Deep, internal conviction in the mission, the strategy, and the team’s ability to execute. If you don’t believe in what you’re doing, your team won’t either. And when pressure hits—as it always does—doubt spreads like wildfire.

Willink and Babin recount a mission where the orders from higher up seemed flawed. Confusion crept in. Morale dipped. But rather than blindly pass down instructions or stir internal dissent, the leader pushed for clarity. He sought understanding—not just compliance—until he could fully internalize the why behind the plan. Only then did he communicate it with conviction. The result? A focused team that executed with precision because they didn’t just follow orders—they understood the logic behind them.

Another example involves a skeptical team resisting a new protocol. Rather than steamroll them or dismiss concerns, the leader leaned in. He asked questions, addressed doubts, and reconnected the team to the mission. Belief wasn't imposed—it was built. And once belief took root, resistance disappeared and performance followed.

This chapter isn’t about charisma or fake confidence. It’s about doing the work to align your thinking with the mission. If the strategy is flawed, challenge it. If it’s right, own it. Because people don’t follow plans—they follow belief. And belief is contagious.

Key Learning Outcome

Belief drives execution. Leaders must do the internal work to fully understand and believe in the mission before they can expect others to buy in. When belief is authentic and informed, it aligns teams, strengthens resilience, and accelerates action. Without belief, even the best plan falls flat.

“In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.”

Exercise

Choose a project or initiative you're leading. Ask yourself honestly: do you fully believe in the mission? If not, identify the gaps. What don’t you understand? Where do you disagree? Schedule a conversation with a stakeholder, mentor, or team member to deepen your understanding. Then, craft a clear, one-paragraph explanation of why this mission matters—and share it with your team this week. Your belief should be visible, vocal, and verifiable.

Chapter 4: Check the Ego

Ego—the silent saboteur of leadership. In this chapter, Willink and Babin take aim at the internal force that derails decisions, erodes trust, and undermines execution: the leader’s ego. It’s not ambition or confidence that’s the problem—it’s the unwillingness to admit fault, accept feedback, or put the mission ahead of your pride.

They begin with a mission where ego got in the way. A leader, overconfident in his plan and dismissive of input, ignored concerns from his team. The result? A poorly executed operation that nearly cost lives. When debriefed, the issue wasn’t tactical—it was personal. The leader’s refusal to adapt or ask for help created blind spots that could’ve been avoided. Once ego was checked and humility brought back into the equation, the team stabilized and performance rebounded.

In another instance, a more self-aware leader is confronted with changes to a plan he originally authored. Instead of defending it out of pride, he adapts. He listens. He prioritizes the outcome over personal credit. That shift leads to better alignment and ultimately, a successful outcome. The contrast between these leaders highlights a truth we often forget: ego doesn’t scale. It fragments.

This chapter is a study in restraint. Great leadership isn’t about being the smartest person in the room—it’s about creating space for the best idea to win, regardless of where it comes from. And to do that, you need to be able to set your ego aside. Repeatedly.

Key Learning Outcome

Unchecked ego is a liability. It narrows perspective, stifles input, and clouds decision-making. High-performing teams are built on trust, adaptability, and open communication—none of which can exist when a leader’s ego takes center stage. Humility isn’t weakness—it’s operational strength.

“Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism.”

Exercise

Think about a recent decision you made as a leader—especially one that didn’t go well. Ask yourself: how did ego influence your behavior? Did you avoid feedback? Dismiss input? Take too much credit or deflect blame? Write a private post-mortem identifying one moment where humility could have improved the outcome. Then, identify one team member you can actively invite into your next decision-making process—someone who challenges your thinking. Build the habit of seeking perspective before asserting authority.

Chapter 4: Check the Ego

Ego—the silent saboteur of leadership. In this chapter, Willink and Babin take aim at the internal force that derails decisions, erodes trust, and undermines execution: the leader’s ego. It’s not ambition or confidence that’s the problem—it’s the unwillingness to admit fault, accept feedback, or put the mission ahead of your pride.

They begin with a mission where ego got in the way. A leader, overconfident in his plan and dismissive of input, ignored concerns from his team. The result? A poorly executed operation that nearly cost lives. When debriefed, the issue wasn’t tactical—it was personal. The leader’s refusal to adapt or ask for help created blind spots that could’ve been avoided. Once ego was checked and humility brought back into the equation, the team stabilized and performance rebounded.

In another instance, a more self-aware leader is confronted with changes to a plan he originally authored. Instead of defending it out of pride, he adapts. He listens. He prioritizes the outcome over personal credit. That shift leads to better alignment and ultimately, a successful outcome. The contrast between these leaders highlights a truth we often forget: ego doesn’t scale. It fragments.

This chapter is a study in restraint. Great leadership isn’t about being the smartest person in the room—it’s about creating space for the best idea to win, regardless of where it comes from. And to do that, you need to be able to set your ego aside. Repeatedly.

Key Learning Outcome

Unchecked ego is a liability. It narrows perspective, stifles input, and clouds decision-making. High-performing teams are built on trust, adaptability, and open communication—none of which can exist when a leader’s ego takes center stage. Humility isn’t weakness—it’s operational strength.

“Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism.”

Exercise

Think about a recent decision you made as a leader—especially one that didn’t go well. Ask yourself: how did ego influence your behavior? Did you avoid feedback? Dismiss input? Take too much credit or deflect blame? Write a private post-mortem identifying one moment where humility could have improved the outcome. Then, identify one team member you can actively invite into your next decision-making process—someone who challenges your thinking. Build the habit of seeking perspective before asserting authority.

Chapter 6: Simple

In high-stakes environments, complexity kills. That’s the core message of this chapter. Willink and Babin argue that plans must be simple, clear, and easily understood by everyone involved—because under pressure, people don’t rise to the occasion; they fall to the level of their training. And if that training was built on complexity, confusion follows.

They recall a mission where multiple teams were coordinating a night raid. The plan was sound—but too intricate. Layers of detail, ambiguous instructions, and unclear contingencies created friction. As soon as things got chaotic, communications broke down. Execution faltered. The fix wasn’t more detail—it was clarity. They stripped the plan down to its essentials, made the chain of command unambiguous, and ensured every team member understood not just what to do, but why they were doing it. The second run? Precise. Clean. Effective.

Another story involves a junior officer struggling with a team that constantly missed objectives. His briefings were packed with jargon and over-explained strategies. The team tuned out. Willink coached him to reduce the message: focus on one goal, speak in plain language, and reinforce the mission. The results improved overnight. Not because the plan changed—but because people finally understood it.

This chapter is a direct challenge to over-planners, micromanagers, and complexity addicts. Simplicity isn’t dumbing down—it’s refining the signal so clearly that execution becomes second nature. In business terms, think of it as reducing cognitive load. The simpler the path, the faster your team moves.

Key Learning Outcome

Simplicity scales. Whether in combat or corporate life, simple plans allow for clarity, speed, and adaptability. Complexity creates failure points. Leaders must do the hard work of simplifying up front so their teams can execute under pressure without second-guessing or hesitation.

“If your team doesn’t get it, you have not kept things simple enough.”

Exercise

Take a current initiative you’re leading—an internal rollout, a campaign, a client project. Now explain it in three sentences or less, using no jargon. Ask a colleague (ideally someone not directly involved) to repeat it back. If they can’t? It’s not simple enough. Revise the message until it lands. Then bring that same discipline to every team communication: brief simply, check for understanding, and reinforce often.

Chapter 7: Prioritize and Execute

When chaos hits, the instinct is to react—to do everything at once, to solve every problem immediately. But in this chapter, Willink and Babin lay down a critical discipline for high-performance leadership: when everything feels urgent, nothing gets done. Great leaders step back, assess, and execute one priority at a time.

The authors walk through a mission in a hostile urban environment. Suddenly, everything goes sideways: enemy contact, a wounded soldier, equipment failure, and shifting terrain—all at once. The temptation is to fix it all. But that’s the trap. Instead, the leader takes a breath and calls out a single priority: secure the position. Once that’s stabilized, the next problem is tackled. Then the next. Step by step, the team regains control.

They also share a business scenario: a company struggling with missed deadlines, poor communication, and operational sprawl. Leadership is scattered—everyone chasing ten things at once. The solution isn’t more hustle; it’s triage. Define the top priority, assign clear ownership, execute. Then move to the next. As momentum builds, stress drops and performance rises.

Prioritize and execute is the blueprint for navigating pressure. Whether in battle or in business, the leader’s job is not to do everything—it’s to decide what matters most, now. That discipline becomes the difference between spinning in crisis and operating with precision.

Key Learning Outcome

Under stress, decision-making narrows and execution deteriorates. Leaders who prioritize and execute create clarity, conserve energy, and move their teams forward with purpose. It’s not about doing more—it’s about doing what matters first, then building momentum from there.

“Relax, look around, make a call.”

Exercise

Think of a situation right now that feels overwhelming—too many fires, not enough time. Write down everything that feels urgent. Then choose just one priority to address today—something that, if solved, would ease pressure elsewhere. Delegate or defer the rest. Repeat this process daily for a week. At the end, reflect: did momentum increase? Did stress decrease? Did clarity improve? Use that feedback to design your own personal "prioritize and execute" playbook.

hapter 8: Decentralized Command

Command and control doesn’t scale. That’s the premise behind this chapter, where Willink and Babin argue that leaders must push authority down the chain—because the closer people are to the action, the faster and more effectively they can respond. In fast-moving, high-risk environments, waiting for orders isn't just inefficient—it’s dangerous.

They illustrate this with a mission involving multiple SEAL elements spread across a volatile urban battlefield. The complexity of the operation meant the senior leader couldn't possibly oversee every movement. So the solution? Decentralized command. Junior leaders were empowered to make real-time decisions, knowing the mission, the intent, and their responsibilities. The outcome? Swift coordination, adaptability on the ground, and successful execution—all without needing micromanagement.

In a corporate example, they describe a company where the CEO made every call—big and small. As the business grew, decision bottlenecks multiplied, and execution lagged. The fix wasn’t more meetings or tighter control—it was empowerment. The leadership team aligned on strategic intent, trained their people, and gave frontline managers the authority to act. Productivity surged, and accountability improved. Why? Because people closest to the problem were finally trusted to solve it.

Decentralized command isn’t about chaos—it’s structured autonomy. Everyone must understand not just their task, but the commander’s intent. When that happens, teams move faster, own outcomes, and adapt in real time without waiting for permission.

Key Learning Outcome

Empowered teams outperform controlled ones. Decentralized command creates resilience, speed, and ownership. But it only works when leaders clearly communicate intent and train their teams to think, decide, and act with alignment. It’s not “do whatever you want”—it’s “know the mission, own your space.”

“Everyone leads. If subordinates aren’t doing what they need to do, then the leader is at fault.”

Exercise:

Take one key responsibility you currently hold too tightly—something your team regularly waits on you to approve or decide. Identify a capable team member who could own that function. Clearly articulate the mission, boundaries, and what success looks like. Then delegate full decision-making authority, with the expectation they’ll check in only if conditions change. Debrief weekly. Measure how empowerment shifts execution speed and team confidence.

Chapter 9: Plan

No plan survives contact with reality—but the absence of a plan guarantees failure. In this chapter, Willink and Babin dive into what separates successful missions from chaotic ones: deliberate, disciplined planning that’s built to flex, not fracture. The goal isn’t perfection—it’s preparation.

They open with a SEAL operation involving multiple teams, overlapping objectives, and hostile terrain. The difference-maker wasn’t superior firepower or flawless intel—it was the planning process. Leaders built a detailed plan, but more importantly, they ensured every operator understood it. Roles were defined. Contingencies were built in. Everyone knew what success looked like and how to pivot when conditions changed. As a result, when the unexpected hit—as it always does—the team didn’t freeze. They adapted.

They contrast this with another mission that was under-planned. Key details were glossed over. Assumptions were left unchallenged. Communication was vague. The result? Confusion, delays, and risk to life. The team recovered, but only after realigning on the fly—a costlier, riskier route that could have been avoided with better planning up front.

In the business world, the same rule applies. High-performing teams don’t just plan—they prepare. That means stress-testing assumptions, building in redundancy, and making sure every team member can explain the strategy in plain language. Because execution lives or dies not in the plan itself—but in how well the team understands it.

Key Learning Outcome

Good plans drive clarity, accountability, and adaptability. Planning forces teams to confront reality before reality confronts them. Great leaders don’t just build the plan—they build alignment around the plan, ensuring everyone knows the mission, the intent, and the pivot points.

“If your people don’t know the plan, they can’t execute it.”

Exercise

Choose a project you're leading. Instead of building the plan alone, involve your team early. Ask each member to define their role, anticipate challenges, and suggest contingencies. Then, summarize the mission and strategy in a one-page brief. Share it with the team and run a “red team” session—where another group challenges your plan to expose blind spots. Adjust accordingly. Planning isn’t just about control—it’s about collective clarity.

Chapter 10: Leading Up and Down the Chain of Command

Leadership isn’t a one-directional act. In this chapter, Willink and Babin introduce a more nuanced—and often overlooked—dimension of leadership: managing both up and down the chain of command. Translation: your ability to lead doesn’t stop at your direct reports. You must also influence those above you, keeping them informed, aligned, and bought in.

They recount a situation where a junior leader was frustrated by senior commanders who seemed out of touch with on-the-ground realities. Instead of pushing back emotionally or waiting for top-down clarity, he took ownership of the relationship. He increased his communication cadence, translated tactical updates into strategic language, and made it easier for leadership to make good decisions. The result? Trust went up, friction went down, and the team gained more autonomy.

The flip side: leading down means giving your people the context and clarity they need to own their responsibilities. In another story, a leader failed to explain the broader mission to his team. The team executed mechanically but without urgency or ownership—until the leader realized he hadn’t connected the dots. Once the “why” was clearly communicated, motivation and initiative skyrocketed. The team stopped waiting for orders and started anticipating needs.

This dual-directional leadership isn’t optional—it’s foundational. Whether you’re in a boardroom or a battlefield, your job is to ensure that information flows, context is shared, and everyone—from the top floor to the front line—knows how their decisions support the mission.

Key Learning Outcome

Leadership is about alignment. Leading down creates clarity. Leading up builds trust. When you manage both directions effectively, you reduce friction, increase autonomy, and accelerate execution. It’s not about authority—it’s about influence.

“If your boss isn’t making a decision in a timely manner or providing necessary support, don’t blame him or her. Instead, ask yourself what you can do to better communicate the critical information for decisions to be made and support allocated.”

Exercise

Map out your current chain of command—up and down. Now identify one communication gap in each direction. For your superior, draft a short, high-leverage update: What do they need to know, and how does it support their goals? Send it. For your team, hold a 15-minute session explaining not just what needs to be done, but why it matters. Then ask: “What’s unclear or getting in your way?” Make this bidirectional communication a regular rhythm—not a last resort.

Chapter 11: Decisiveness Amid Uncertainty

In combat—and business—perfect information rarely shows up. Decisions have to be made fast, often with incomplete data. In this final chapter, Willink and Babin drive home one of the most counterintuitive lessons of leadership: hesitation is risk. Leaders must cultivate the ability to make timely decisions, even when certainty is off the table.

They open with a mission where hesitation nearly cost lives. The team encountered unexpected resistance and the situation changed minute by minute. A junior leader froze, waiting for clearer intel. But in doing so, he created a leadership vacuum. Chaos crept in. Willink had to step in, make a call with limited info, and redirect the team into a better position. The lesson: delay in decision-making is still a decision—usually the wrong one.

In contrast, another leader facing similar uncertainty made a call—quickly, clearly, and confidently. It wasn’t the perfect choice, but it gave the team direction and momentum. As more information came in, the plan was adjusted on the fly. That bias toward action allowed the team to regain initiative and execute under pressure. It wasn’t about knowing everything—it was about knowing enough to move.

The takeaway: leaders don’t get to sit back and wait. You act, then adapt. You decide, then course-correct. Because while uncertainty is inevitable, inaction is a liability.

Key Learning Outcome

Great leaders aren’t paralyzed by uncertainty—they operate through it. Decisiveness builds trust, creates momentum, and allows teams to respond with agility. Waiting for perfect information is often just disguised fear. Real leadership means making the best call you can, with what you’ve got, and owning the outcome.

“In the SEAL Teams, we taught our leaders to be ‘default aggressive’—proactive rather than reactive.”

Exercise

Identify a decision you’ve been putting off—something where uncertainty has led to delay. Ask: What do I know right now that would support action? What are the risks of waiting vs. the risks of moving forward? Make the best call with available intel, set a review point to reassess, and communicate that decision clearly to your team. Build the muscle of momentum under pressure.

Overall Summary: Extreme Ownership

Extreme Ownership isn’t just a leadership book—it’s a call to grow up. Willink and Babin lay out a framework where success starts with one uncomfortable truth: everything is your responsibility. Not just your actions, but your team’s performance, your company’s execution, and the culture around you. It’s not about blame—it’s about control. When you own the outcome, you can change the outcome.

The book connects battlefield discipline with boardroom decisions. It shows how elite teams operate: by trusting each other, simplifying complexity, communicating clearly, and moving decisively through uncertainty. The throughline is clear—leadership isn’t a title. It’s a behavior. And the moment you stop outsourcing problems and start owning them, you build trust, create leverage, and drive results.

This isn’t motivational fluff. It’s a toolkit. Each chapter delivers sharp, field-tested principles backed by real-world examples, making it applicable whether you’re running a platoon, a product team, or a family business. The value here is clarity: no jargon, no excuses, just operational truths delivered by people who’ve led in life-or-death scenarios.

Bottom line: If you're serious about leveling up as a leader, this book gives you the playbook. But it only works if you're ready to look in the mirror, take ownership, and execute.