Her leadership was a direct reflection on the division's successful DITS inspection, 1 NAM, and 1 LOC awarded, 2 SSES OP quals, 2 early SSES SUP quals, 100% advancement to E5(3/3), 3 ESWS quals, and mentored 3 JOs through 18 SWO PQSs.

As SSES LCPO, led 7 Sailors through a challenging 19-1 Patrol, successfully over-coming 3 manning short falls, 289 hours of trouble shooting, and 6 CASREPs. ***DRIVEN AND DIRECT, ONBOARD SIX MONTHS AND HAS HAD AN IMMEDIATE COMMAND IMPACT!!!*** This resulted in a significant improvement in security posture by watchstanders at the Commander Naval Station Pacific (CNSP) Administration Support Quarter Deck, reducing security violation by 80%. Contributed to one hour formal training to 38 Sailors and 4 hours informal training to six Sailors on Sensitive Compartment security policies. Provided consultation and training over two weeks to tree CTRs, one IS, one IT, and one CTM directly resulted in their successful completion with an 88%. Requested by name by USS ANCHORAGE for assistance with ATG CRY 2.1 inspections. As SSES lead CSST conducted six tactical scenarios which resulted in sustained superior performance of combat readiness, successful completion of Group Sail certifications, and the successful completion of one SSES Watch Officer and Watch Supervisor PQS to maintain a fully manned SSES watch bill. His superior leadership as SSES LPO and acting LCPO in absence of the incumbent resulted in advancement to one CTR2 and one CTR3. So before anyone is let go, bosses need to correct their own behavior.- EXCEPTIONAL LEADER. And while there are certainly underperforming employees who may need to be fired, it would be silly to think that an entire team should be fired due to their own incompetence, Babin explained. He said that managers will often ask them to come in and fix their underperforming teams. Meanwhile, the excellent leader had taken his new team from last to first by getting them to believe that they were just as capable as his former team, and that bickering with each other during the exercise would not be tolerated.ĭuring the Facebook Live interview, Babin explained that he and Willink see the same behaviors in the companies they work with through their leadership-consulting firm, Echelon Front. The once great team had practiced enough with each other to accomplish something even under bad management, but the bad leader was unable to command respect or maintain synchronicity. Seaman Kyle Gahlau/Navy Visual News Service via Flickr Students assigned to Basic Underwater Demolition/SEAL class 282 participate in Rock Portage at Coronado Island in 2010. Under new leadership, the formerly great team did relatively well but was a shadow of its past self, and the formerly terrible team placed first in nearly every race. The instructors decided to switch the leaders of the best and worst teams, and the results were remarkable.

They were to go through a grueling string of races that involved running with the boat and then paddling it in the ocean.Īfter several rounds, one particular team came in first and another in last nearly every time.

The most senior-ranking sailor became the boat-crew leader responsible for receiving, transmitting, and overseeing the execution of the lead instructor's orders. In one exercise, Babin explained, SEAL candidates were grouped by height into boat crews of seven men and assigned to a WWII-relic inflatable boat that weighed more than 200 pounds. Babin told a story about learning this lesson through BUD/S, which he also shares in his and Willink's best-seller, ' Extreme Ownership.' Still, he learned a profound lesson about leadership: ' There are no bad teams, only bad leaders.'īabin and his former task-unit commander and current business partner, Jocko Willink, recently visited Business Insider's New York office for a Facebook Live Q&A. Account icon An icon in the shape of a person's head and shoulders.

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