The term extreme ownership comes from this book by ex-Navy Seals
Imagine that you’re the PM of a product that did not meet expectations. In a retro with your team and your manager, you kick off the meeting with:
Well our goals were too aggressive and we should wait to see what happens with adoption. We didn’t ship on time because people left the team due to the re-org. And we certainly didn’t get any support from recruiting to fill our open headcount.
With this response, you’re denying the problem (give the product some more time), making excuses (people left because of a re-org), and blaming others (recruiting didn’t help). Your manager will leave the meeting disappointed that you didn’t discuss your mistakes. Worse, your teammates will be thinking: “If our PM isn’t taking responsibility, why should we?”
Now imagine that you start the meeting with:
This product didn’t meet our expectations because I made several mistakes. First, the goals I set were too aggressive because I didn’t consider seasonal drops in usage. Second, some people left the team because I didn’t spend enough time understanding their career goals and explaining to them why this product matters to our customers. Finally, I didn’t help recruiting fill our open headcount.
With this response, you are taking ownership of the problem. You are laying out your mistakes, which makes your manager and your team more confident that you won’t repeat them again. You are placing the blame on yourself, which encourages your team to also list their mistakes. You are setting the stage for an open discussion about how everyone can help fix the problem.
Extreme ownership means checking your ego, admitting your mistakes, and developing a plan to make sure you don’t repeat them again.
Remember: If your team is noticing that you’re doing whatever it takes to solve a problem, they will want to take ownership too.
So the next time you find yourself denying a problem, making excuses or blaming others – check your ego and take ownership instead.