Jocko Willink begins by reflecting on his initial experience at SEAL Team One after completing Basic Underwater Demolition/SEAL Training (BUD/S). He highlights the absence of a formal leadership course in the SEALs, emphasizing that leadership skills were expected to be acquired through on-the-job training (OJT). Willink acknowledges both the advantages and limitations of this approach. He notes that the quality of learned leadership skills heavily depends on the quality of leaders and their willingness to mentor their subordinates.

Willink joined the SEAL Teams in the early 1990s. The military had been in a peacetime mode since the end of the Vietnam War. This environment presented a challenge in that it didn’t provide the same level of leadership testing as combat situations. Willink points out that both good and bad leaders often received similar assignments and advancements, making it difficult to discern effective leadership models.

Willink shares his personal journey. He says that he was not naturally talented or exceptional in academics or sports, but had a strong desire to excel and leave an impact. He developed leadership skills by mobilizing others toward common goals, even as a child. His rebellious nature and observations of people from a detached viewpoint contributed to his understanding of leadership.