Extreme Ownership Principles in Practice at Pagely

I recently finished reading a book called Extreme Ownership. It’s a business book by two Navy SEALs who led the most highly-decorated combat units in the Iraq War in which they share key battlefield lessons, distill them into core principles and map them to specific business scenarios to show how they apply in the boardroom. I had a handful of interesting takeaways from reading this book and noticed a fair amount of idea overlap with another military business book that’s a bit of a North Star at Pagely, Turn the Ship Around. I’ll distill the key Extreme Ownership principles of the book below and share how we’ve implemented some of this thinking at Pagely with the hope that it gives you some ideas on how to apply these concepts in your venture. The Concept of Extreme Ownership
The book is divided into three parts. The first section lays the groundwork of the philosophy of Extreme Ownership and presents a compelling argument that quality of leadership is the primary determinant for team effectiveness (trumping even team composition). Put simply, Extreme Ownership is the opposite of “it’s not my job,” it’s taking ownership of all aspects
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