{"id":2942,"date":"2022-03-16T20:25:00","date_gmt":"2022-03-16T20:25:00","guid":{"rendered":"https:\/\/www.realtrends.com\/blog\/2022\/03\/16\/real-estate-leadership-lessons-learned-from-a-navy-seal\/"},"modified":"2025-03-13T02:40:59","modified_gmt":"2025-03-13T02:40:59","slug":"real-estate-leadership-lessons-learned-from-a-navy-seal","status":"publish","type":"post","link":"https:\/\/www.realtrends.com\/blog\/2022\/03\/16\/real-estate-leadership-lessons-learned-from-a-navy-seal\/","title":{"rendered":"Leadership lessons from a retired Navy Seal"},"content":{"rendered":"\n

The American public has been conditioned to conceptualize military leadership as the forceful drill sergeant screaming in the faces of new recruits. While that behavior may have a time and a place in military training, retired U.S. Navy SEAL Jocko Willink’s lessons during an event we held challenged that type of leadership, both in message and in style. And, they were extremely relevant to real estate.<\/p>\n\n\n\n

Jocko recently headlined our event, Lucido Global’s Momentum<\/strong>, with proceeds donated to Building Homes for Heroes<\/a><\/strong>. <\/p>\n\n\n\n

Here are some key takeaways for real estate professionals.<\/p>\n\n\n\n

The count is zero<\/h4>\n\n\n\n

Jocko shared a story about an instructor during a SEAL training evolution. Invariably, when the team made a mistake \u2014 regardless of how many previous successful runs \u2014 the instructor cued up the microphone: \u201cThe count is zero,\u201d signaling the team to start over from the beginning.<\/p>\n\n\n\n

If you want to truly lead, reset your count to zero every day. Regardless of your title, fame, or even accolades, you must earn your status as a leader every day. As Babe Ruth famously said, \u201cYesterday\u2019s home runs don\u2019t win today\u2019s games.\u201d<\/p>\n\n\n\n

Be a humble leader<\/h4>\n\n\n\n

Doing so will require humility. In fact, Jocko said that humility grounded in confidence is the most important trait of an effective leader. Insecure leaders fear being outshined by others. They issue commands by brandishing their title and exerting their organizational authority. They will put themselves ahead of the mission in order to retain their standing. <\/p>\n\n\n\n

They crave credit and, therefore, foster a culture that stifles initiative. (Often, to further elevate themselves, they ironically complain about how they \u201chave to do everything.\u201d) These individuals may make people do things, but they are certainly not leading<\/em> them.\u00a0<\/p>\n\n\n\n

Conversely, a confident, humble leader<\/a> will not accept a situation in which leadership is restricted to one individual. They encourage and expects their subordinates to lead, up and down the chain of command. <\/p>\n\n\n\n

They stand prepared to accept the blame for the team\u2019s shortcomings and ready to give the team the laurels when successful. \u201cCompetent leaders require no title to gain the respect of their followers. Leaders who make too much of their title generally have little else to emphasize.\u201d Those words were written in Napoleon Hill\u2019s Think and Grow Rich<\/em><\/a> <\/em>in 1937 and remain relevant to this day.<\/p>\n\n\n\n

Check your ego<\/h4>\n\n\n\n

Ego is a powerful motivator. Indeed, it’s the fuel that drives many of the world\u2019s highest achievers. It strengthens the drive to be outstanding, compete and win. However, while unbridled ego may make you an achiever, it will also leave you with no one willing to be led.\u00a0<\/p>\n\n\n\n

If you stand ready to work eight hours every day, you will invest 2,920 hours per year towards the pursuit of your mission. Instead, if you and a partner work merely a standard work week, taking your holidays and vacations, together you will have invested 4,000 hours towards your objective. This simple arithmetic does not account for the improved productivity of those 4,000 hours that arises from collaboration and the ability to specialize. <\/p>\n\n\n\n

Bottom line: you alone will neither accomplish as much nor do so as quickly as you could with a team prepared to lead together.<\/p>\n\n\n\n

It\u2019s not about you; it\u2019s about the mission. And the mission must be pursued with confident humility every day. Your count is zero.<\/em><\/p>\n\n\n\n

If not you, then who?<\/strong><\/h4>\n\n\n\n

Jocko shared a story of the final days of Task Unit Bruiser\u2019s deployment to Ramadi. After six long months of heavy fighting, they were finally headed home. Their gear was loaded onto the C-130 and, with fewer than 24 hours to go before reuniting with their families, they received intel on the location of a longstanding target who had killed countless Iraqi civilians and American forces. <\/p>\n\n\n\n

Another respected SEAL approached Jocko and expressed that some of the platoon didn\u2019t feel they should attempt the mission. Their concerns were valid: they had taken 12 casualties, recently lost another brother, were ready to see their families and this mission would be dangerous.\u00a0<\/p>\n\n\n\n

Jocko contemplated the concerns with his team and ultimately asked them: \u201cIf we don\u2019t do it, who will?\u201d<\/p>\n\n\n\n

What would our world look like if everyone took the perspective of \u201cIf I don\u2019t do it, who will?\u201d What would your team look like if, instead, you answered that question with \u201cWe will.\u201d<\/p>\n\n\n\n

This is the core of extreme leadership <\/em>and what it means to own everything in your world. <\/em>It does not mean that you, personally, must do everything (that is actually the antithesis of optimal leadership), but it does mean that you and your team figure out a way to delegate personnel and resources to accomplish the mission. <\/p>\n\n\n\n

What task have you been putting off? <\/p>\n\n\n\n

What skill have you refused to learn or delegate appropriately? <\/p>\n\n\n\n

What habit do you continue to perpetuate even though you know you shouldn\u2019t?<\/p>\n\n\n\n

Do not run from challenges, as the human brain perceives what we run away from as dangerous, whether it\u2019s a dog or a dragon. <\/p>\n\n\n\n

Instead, start by burning off the deadwood. Start by stopping the actions you know you should stop, such as skipping your prospecting or rationalizing not doing your weekly client calls. Or, maybe, it\u2019s your desire to not only control, but to personally do everything in your business, which slows the rate of advancement of the entire team. Prioritize, execute, then raise your sights.<\/p>\n\n\n\n

Jocko asked of his team, \u201cIf we don\u2019t do this mission, who will?\u201d That question was met with no verbal response;. the platoon geared up, went out, and successfully captured the target.<\/p>\n\n\n\n

If you want to be in charge of everything, strive to be in charge of nothing.<\/strong><\/p>\n\n\n\n

Natural leaders are naturally compelled to take ownership. Their type-A personalities prevent them from relaxing aboard a rudderless ship. Invariably, these individuals have found themselves in situations in which others have dropped the ball, seeming to validate the old adage, \u201cIf you want something done right, you have to do it yourself.\u201d<\/p>\n\n\n\n

Yet, how effective would Task Unit Bruiser have been in Ramadi if Jocko had done everything himself, from reconnaissance and mission planning, to gear prep, IED clearing, communications, overwatch, and clear and control? <\/p>\n\n\n\n

Leadership does not mean doing everything yourself. It means doing the tasks in your defined purview and taking on additional responsibilities as long as it does not impair your critical responsibilities to the team. This invariably requires delegating responsibilities to the appropriate team members and empowering those members with the authority and accountability <\/em>to lead. <\/p>\n\n\n\n

As a leader, you are responsible for the team and every aspect of the mission. You cannot perform that duty if all of your focus is consumed by one aspect of the mission. So if you are a \u201ccontrol freak,\u201d you need to recognize that your desire to control everything is precisely the source of your anxiety and underperformance.\u00a0<\/p>\n\n\n\n

Leadership can\u2019t be boiled down to one litmus test. It requires real-time, critical thinking and a keen sense of judgment to maneuver the infinite dichotomies that will seek to pull you in opposing directions. Learn to lead so that your team can do what you could not alone. If you want to be in charge of everything, be in charge of nothing.<\/p>\n\n\n\n

Robert Lucido Jr. is chief strategy officer of Lucido Global and with the Bob Lucido Team of Keller Williams Lucido Agency.<\/em><\/p>\n\n\n\n

This column does not necessarily reflect the opinion of RealTrends\u2019 editorial department and its owners.<\/em><\/p>\n\n\n\n

To contact the author of this story:
Robert Lucido at robertlucido@lucidoglobal.com<\/a><\/p>\n\n\n\n

To contact the editor responsible for this story:
Tracey Velt at tvelt@realtrends.com<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Being an effective leaders means being humble and willing to step up and inspire. Here are some lessons learned from a Navy SEAL that apply to real estate.<\/p>\n","protected":false},"author":15802,"featured_media":4822,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[3255],"tags":[],"coauthors":[1616],"class_list":["post-2942","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-archive"],"acf":[],"yoast_head":"\nLeadership lessons from a retired Navy Seal - RealTrends - Blog<\/title>\n<meta name=\"description\" content=\"Being an effective leaders means being willing to step up. 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