Preface to the Revised Edition: Twelve Navy SEAL Principles That Changed the Lives of One Million Readers Worldwide
Preface to the First Edition: Are You Ready to Win?
Prologue: What We Learned While Risking Our Lives on the Battlefield

PART 1: Self-Revolution: A Strong Mind is Your Best Weapon
CHAPTER 1: Arm yourself with extreme ownership.
CHAPTER 2 There are no bad teams, only bad leaders.
CHAPTER 3: The Art of Self-Persuasion: A Must-Have for Persuading Others
CHAPTER 4 To win a war, kill your pride before your enemy does.

PART 2 The Art of War: Four Detailed Strategies for Overwhelming Victory
CHAPTER 5 Cover Movement: The answer lies in letting go of the idea that only our team can do well.
CHAPTER 6 The Power of Simplicity: It Must Be Understandable to Work in Practice
CHAPTER 7 PRIORITIES: What to Do First in a Crisis
CHAPTER 8: Decentralization of Command: Why Navy SEALs Team Up to Six People

PART 3 CONTINUOUS Winning: What You Need to Keep in Mind to Continue Winning
CHAPTER 9: You must think about the worst-case scenario and act accordingly to avoid failure.
CHAPTER 10 Leading Above and Below
CHAPTER 11 How to Make the Best Decisions in Uncertainty
CHAPTER 12 Strict Discipline Is Freedom

Epilogue: Answering the Oldest Questions About Leadership
Appendix: Joko Podcast Highlights
Joko Podcast 1: What It Takes to Be a Good Leader
Joko Podcast 19: What Confident Leaders Need to Know
Joko Podcast 34: How to Communicate with Difficult People in Difficult Situations
Joko Podcast 47: How to Deal with Dumb and Incompetent Leaders
Joko Podcast 32: How to Deal with a Boss Who Meddles in Everything
Joko Podcast 12 How to Deal with Mistakes
Joko Podcast 11 Dos and Don'ts for Leaders

★ Sales in the US exceed 1 million copies
★ Officially certified by the U.S. Department of Defense
★ #1 in the New York Times and Wall Street Journal
★ Bloomberg's 'Book of the Year'
★ Amazon's Top 20 Most Read Books for 60 Weeks
★ Amazon rating 4.8, 2,867 reviews
★ #1 in podcast listening time in the economics and management category

A fierce battlefield where it is difficult to advance even 10 meters due to the hail of bullets and rockets flying from all directions.
A place where colleagues who were just laughing and chatting together suddenly return as cold corpses.
What must it be like for those who must fight on the battlefield, risking their lives at every moment? And what lessons did those who achieved impossible victories and returned alive learn from such battles? Is there anything we can learn from each of us, who are fighting our own battles on this earth?
Jocko Willink and Leif Babin, authors of "The Art of Navy SEAL Victory," argue that civilian life and the battlefield are not fundamentally different.
Because you have to carry out complex operations with various people to achieve your goals and win.
This book summarizes the authors' victorious skills, acquired through risking their lives, into twelve principles, and clearly explains how to apply those principles to a variety of situations, including the workplace, work, and interpersonal relationships.
Readers responded enthusiastically to their new endeavor.
This book has been used as a textbook by people in various fields, including businesspeople, doctors, firefighters, and athletes, and countless people have testified that it has changed their lives.
As a result, it ranked first on major bestseller lists such as [The New York Times] and [The Wall Street Journal], was on Amazon's 'Most Read Books' list for 60 weeks, and sold over 1 million copies.


Why the US Entrusts its Most Difficult Missions to Navy SEALs

Instagram and Facebook are overflowing with photos of people who have read this book over and over again, often with their hands clenched.
Where does this book's power come from? What makes it so special?
First of all, the backgrounds of the authors who wrote this book stand out.
Jocko Willink and Leif Babin were Navy SEALs.
Navy SEALs are a special warfare unit operated by the United States Navy.
The United States boasts such a powerful military force and high mission accomplishment rate that it is said that the most difficult missions are entrusted to the Navy SEALs.
Since its establishment in 1962, it has carried out missions such as assassination of key figures, destruction of key facilities, and hostage rescue in almost every war in which the US military has been involved, including the Vietnam War, the Somali Civil War, the Gulf War, and the Afghanistan War.
The unit that killed Osama bin Laden was also comprised of Navy SEALs.

To become a Navy SEAL, one must undergo 24 months of training. The 24-week basic special warfare training is particularly harsh, with more than two-thirds of those who participate dropping out midway through, even though only the most capable individuals in the Navy participate.
Author Jocko Willink says the reason Navy SEALs are strong is not because they are strong people, but because they are raised strong.
In fact, there are many cases where even professional athletes and international medalists are unable to endure this training.
The point is that motor skills and physical ability aren't everything.


First released to the world after approval from the U.S. Department of Defense
The practical know-how of the world's strongest special forces, the Navy SEALs

Jocko Willink is considered one of America's most famous military figures.
He is famous for waking up at 4:30 AM every day without fail, 365 days a year, and uploading a verification photo.
Tim Ferriss, who interviewed hundreds of successful people from all walks of life and wrote Tools of Titans, once called Jocko Willink "the toughest person I've ever met."
Jocko Willink's podcast has been the most-viewed podcast in the business and economics category for three consecutive years and was even named "Best Podcast of the Year" by Apple.
Jocko Willink and Leif Babin took on a seemingly impossible mission and flew to Iraq in the midst of war.
The mission was to recapture Ramadi, which had been taken over by enemy forces (many later evaluated the Battle of Ramadi as the most dangerous battle in American history).

Jocko Willink was the commander of Navy SEAL Team 3 Task Force Bruiser, and Leif Babin was the platoon leader of Charlie Platoon, one of two platoons within Task Force Bruiser.
The Bruiser Task Force they led became the most decorated unit in the Iraq War.
Members of Task Force Bruiser included Mike Monsoor, recipient of the Medal of Honor, the highest military decoration awarded to only 21 people since the Vietnam War, and Chris Kyle, famous for his role in Clint Eastwood's film "American Sniper."
Jocko Willink and Leif Babin also received the Silver Star.
The Silver Star Medal is the highest level of decoration that can be awarded to a soldier who returns from war without serious injury.
These two returned home after completing the seemingly impossible mission of recapturing Ramadi.
In the process, I experienced countless failures and had to say goodbye to many colleagues who had been with me through thick and thin.
This book contains the lessons learned from their countless successes, failures, and ultimate victories.
This is the real-world know-how of the Navy SEALs, the most powerful special forces unit, revealed to the world for the first time after approval from the U.S. Department of Defense.


We all fight our own wars

Even if we are not on a dangerous battlefield where our lives are at stake every day, we each live in our own war, repeating small victories and defeats.
Sometimes you have to fight a big battle that will determine your life.
You must gather strength and wisdom from those you work with and compete with your opponents, but you must win. If you lose the fight against the enemy, you will lose a lot.
The reason why more than a million readers could relate to this book is because what happens on the battlefield is very similar to what happens in real life, and many people sympathize with the authors' clear-cut solutions.

The book details how the principles of victory work, crossing battlefields and the real world.
It features a commander struggling to decide whether to pull the trigger on someone he cannot identify as friend or foe, and a team leader facing the decision of whether to send out one of two excellent employees.
You can see at a glance that the winning skills gained by risking your life fighting on the battlefield can be applied in real life as well.


There are difficult things, but nothing is impossible.

One of the concepts they most emphasize as the secret to their success is 'extreme ownership.'
A common element found in soldiers, teams, and businesspeople who have achieved outstanding results is 'extreme ownership.'
Whether it's fighting an enemy or competing with a rival company, ultimately, everything is done by people.
If your mindset is broken, nothing will be resolved.
Extreme ownership is taking responsibility for everything that concerns you.
In short, don't make excuses, don't blame others, and take responsibility for everything, whether it's success or failure.
The book contains a variety of examples that demonstrate the power of "extreme ownership." One such example is as follows:

After returning to the United States from Iraq, the author took on the task of teaching trainees at a training center.
While there are teams that stand out throughout the training process, there are also teams that can't escape last place every time.
What was the crucial difference between them? It was during their training, when they had to carry a rubber boat weighing nearly 200 kilograms and run around the sandy beach and the sea.
The members of Group 6, who had been consistently in last place, were completely psychologically broken, lost their motivation, and were quick to blame each other.
As the training continued, I fell behind and showed no signs of improvement.
The training was not progressing properly.
Then the experienced instructor took special measures.

“Let’s swap the leaders of Group 2, which is the best, and Group 6, which is the worst.”
The idea was to change just one variable while leaving all other variables the same.
Naturally, the leader of Group 2 showed signs of disapproval.
Who would be happy to leave a team that was on a winning streak and showing the best teamwork and take charge of a ragtag group that was in last place?
However, it is not possible for a trainee to disobey the instructor's instructions and orders.
The leader of Group 2 moved to Group 6, the perennial last place team, with a stern expression.
What was the result? Group 6 transformed into a group that was locked in a battle for the lead with Group 2.
Just by changing one coach, the last place team turned into a winning team.

In introducing this anecdote, the author says that the biggest difference between the two leaders was their mindset.
The captain of the last-place group took their defeat for granted and believed that he was unlucky to be in charge of such a group.
On the other hand, the new captain of the last-place team believed that things could get better and focused on solving the problem.
This mindset had a positive influence on the other team members, and they quickly emerged as a powerful group competing for the lead.

We often see cases where one person's positive attitude can have a positive impact on those around them, changing the atmosphere of the entire team and helping them achieve their goals.
Nothing will change if you just complain about your surroundings and blame others.
The only thing I can change is myself.
The authors say to stop pointing out problems and focus on solving them.
And I emphasize this again.

“Don’t make excuses.
Don't blame others.
Don't give up.
That's exactly what your enemies want.”


“Are you ready to win now?”
-How to overcome your weaknesses
How to make decisions without regrets and outperform your competitors

How do you effectively deal with someone who is smart and good at their job, but always causes trouble?
Why do Navy SEAL teams consist of no more than six people?
How do you respond wisely when you keep getting ridiculous instructions from above?
What is the first thing to do to turn a company struggling with losses into a profit?

This book features a company CEO struggling with accumulating deficits and a team leader suffering because his successful subordinates ignore him.
There are also CEOs who are stressed out by employees who are frustrated by the company's unreasonable demands and employees who do not understand company policies.
These are all real cases that the authors have personally trained and consulted on.
They vividly demonstrate the process of applying the principles of victory proven on the battlefield to the real world.

So, from how to prioritize and develop a strong plan to how to decentralize authority, how to handle the worst crises, and how to achieve overwhelming victory, powerful solutions that you've never seen before shine like jewels throughout the book.
As expected from soldiers who have been through a lot in real combat, there is no need to repeat things.
Just pick out the key points and speak in simple, concise language.

The podcast highlights included in the appendix are also noteworthy.
This book contains a selection of the most notable questions and answers from readers on the broadcast, and you will discover practical advice that reflects the authors' depth of knowledge.


“If you ask me if a book can really change your life, I say read this book.
“No one has raised an objection yet.”
- Roger Ailes (Chairman of Fox Television)


Introduction to Navy SEALs

Navy SEAL
A U.S. Navy special warfare unit established on January 1, 1962. SEAL stands for Sea, Air, Land, and refers to a unit capable of conducting operations in any environment, including land, sea, and air.
It was created to effectively respond to the increasing number of situations in which the Navy must respond outside the sea due to the nature of modern warfare.
It is the world's strongest special forces unit, active in all areas of special warfare, including guerrilla warfare, counter-terrorism, protection of key personnel, destruction of key facilities, and special reconnaissance.

To become a Navy SEAL, one must successfully complete an 18-24 month training course.
Although the US Navy's most talented personnel participate, the training is so rigorous that 70 to 80 percent of trainees drop out midway.
In particular, the 24-week Naval Special Warfare Basic Training (BUD/S, Underwater Demolition Training) is renowned for its high-intensity training program, including running on a sandy beach for more than 6 kilometers every day, swimming 3 kilometers in the ocean, surviving in the ocean with hands and feet tied, and training on a 200-kilogram rubber boat.
After completing training, you become a Navy SEAL. The Navy SEALs are comprised of eight teams and two maritime transport units, with a total of about 2,500 personnel.
Typically, there are about eight platoons in a team, and unlike regular units, platoons can conduct independent operations.

Navy SEALs have been active in almost every war fought by the U.S. military, including the Vietnam War, the invasion of Grenada, the invasion of Panama, and the Gulf War. They were deployed to Afghanistan in 2001 and Iraq in 2003, where they performed major missions, and were also involved in the killing of Osama bin Laden in 2011.

The author of this book, Jocko Willink, says that what makes Navy SEALs strong is not their outstanding physical abilities, but their mental fortitude to endure extreme situations.
The Navy SEAL motto, "Yesterday was the easiest day of my life," emphasizes the steel mentality that willingly takes on new challenges every day.