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Let’s take a minute with that result alone: how strong your employees feel their managers’ word is—their assessment of their managers’ behavioral integrity—is more important to your company’s financial performance than employee trust, sense of fairness, commitment, or satisfaction. These other attitudes also matter, to be sure, but behavioral integrity came out as the single most powerful driver of profit. It might be more important that the workers know you mean what you say than whether they like you or the company or their work. First comes the word. Everything else follows.
The Integrity Dividend
Tony Simons
On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win. The best leaders don’t just take responsibility for their job. They take Extreme Ownership of everything that impacts their mission. This fundamental core concept enables SEAL leaders to lead high-performing teams in extraordinary circumstances and win. But Extreme Ownership isn’t a principle whose application is limited to the battlefield. This concept is the number-one characteristic of any high-performance winning team, in any military unit, organization, sports team or business team in any industry.
Extreme Ownership
Jocko Willink , Leif Babin
The best leaders have a solid, effective dashboard, one place where they can see what they need to see for their department or business.
The 7 Perspectives of Effective Leaders
Daniel Harkavy
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