In this third book in the Extreme Ownership trilogy, a retired fighter pilot and TOPGUN instructor, now serving as the Chief Development Officer at Echelon Front, teaches listeners the importance of leadership and how to implement it. The Need to Lead invokes the classic Top Gun movie quote. It is also an undeniable truth that author Dave Berke experienced as a Marine Corps officer, fighter pilot, TOPGUN instructor, ground combat leader, husband, and father. This book, based on his experiences and teachings, helps listeners be better leaders and understand that leadership is a universal requirement for success, no matter the environment. Every person needs to lead in order to succeed.

By adopting the right leadership mindsets and behaviors, we gain the capacity to solve problems, support the people around us, and amend our mistakes. How do we develop these necessary skills? By embracing the principles imparted to Berke from each humbling moment in the 1) EVERYONE IS A From the CEO to the most junior employee, everyone at every level, is a leader. Leadership isn’t about rank, title, position, or function. The more people see themselves as leaders, the more they want to contribute to the team’s success. 2) LEADERSHIP EXISTS IN EVERY Leadership is often viewed as an attribute relevant to our professional lives, but it exists in every capacity, it applies in every situation. The same behaviors should guide us as parents, spouses, family members, and friends of all kinds. 3) EVERY PROBLEM WE FACE IS A LEADERSHIP The problems we confront at work aren’t caused by external factors. They are caused by our failure to lead. Our child’s behavior isn’t just a function of their age and tendencies; it’s about us as parents. If a lack of leadership is the problem, and good leadership is the solution, then how we lead becomes the most critical factor affecting the outcome. 4) LEADERSHIP IS A Good leaders aren’t simply born. Leadership can be learned, which means every single person in the world can get better at it if they choose. This book is their guide. Through compelling stories from TOPGUN training and combat to the boardroom and at home, Berke gives listeners the necessary tools to succeed..

The Need to Lead: A Briefing on Core Leadership Principles

Executive Summary

This document synthesizes the core leadership principles, mindsets, and actions detailed in Dave Berke’s The Need to Lead. The central thesis posits that leadership is not a function of rank or title but a universal and necessary skill for success in any endeavor, from the battlefield to the boardroom to the family home. The framework is built upon four foundational beliefs: 1) everyone is a leader, 2) leadership applies in every capacity of life, 3) every problem is a leadership problem, and 4) leadership is a skill that can be learned and improved.

The analysis is divided into two parts. Part I: The Mindsets of a Good Leader examines the internal frameworks required for effective leadership. Key mindsets include recognizing that all problems stem from a lack of leadership, making humility the most critical attribute to counteract a destructive ego, fighting the constant threat of complacency, developing detachment as a “superpower” for clear decision-making, and understanding that the pursuit of constant improvement is superior to the myth of perfection.

Part II: The Actions of a Good Leader details the external behaviors that manifest from these mindsets. These actions include taking “Extreme Ownership” for all outcomes, especially preemptively; listening more than talking to build trust and gather information; embracing and leading through change to avoid stagnation; consistently putting the team’s success ahead of individual recognition; and preparing the team to thrive in the leader’s absence, which is the ultimate measure of leadership success. Each principle is illustrated through personal anecdotes from a distinguished career as a Marine Corps fighter pilot, TOPGUN instructor, and ground combat leader.

Foundational Philosophy: The Four Core Beliefs

The leadership philosophy presented is built upon four core beliefs codified at the leadership consultancy Echelon Front. These beliefs assert that leadership is a universal requirement and a learnable skill applicable to every facet of life.

1. Everyone Is a Leader: Leadership is not contingent on rank, title, or position. Anyone who interacts with another person or whose actions impact a team or outcome is a leader. Embracing this definition empowers individuals at all levels to contribute to solving challenges and achieving success.
2. Leadership Exists in Every Capacity: The principles of leadership are not confined to professional life. They are equally applicable and essential in personal roles as parents, spouses, and community members. The most challenging leadership test is leading oneself, as the ego can lead to destructive personal choices.
3. Every Problem Is a Leadership Problem: Issues are not caused by external factors, bad processes, or ineffective bosses, but by a failure to lead. This perspective is transformative because it positions leadership as the universal solution, empowering individuals to exert influence over outcomes rather than seeing themselves as victims of circumstance.
4. Leadership Is a Skill: Good leaders are not born; they are made. Like any other skill, leadership can be learned, practiced, and improved. While some may have natural inclinations, everyone can benefit from leadership development through a cycle of trying, failing, assessing, learning, and improving.

Part I: The Mindsets of a Good Leader

Effective leadership begins with cultivating a specific set of internal mindsets that govern perception, attitude, and reaction. These mindsets are often counterintuitive to natural human tendencies.

1. Every Problem Is a Leadership Problem

A core tenet is that leaders must reject passivity and the “it is what it is” mentality. When faced with challenges, a leader’s responsibility is to act, even when circumstances feel beyond control, to exert influence and shape the outcome.

• Inaction as Failure: In a combat story from Ramadi, Berke’s initial inaction during a mortar attack, based on the assumption that it was a routine event, led to his team being pinned down in a well-coordinated ambush. This experience illustrates that doing nothing is a leadership failure that cedes control to external forces and creates a “leadership vacuum” where negative outcomes are likely.
• Proactive Engagement: Leaders must anticipate challenges, assess options, and execute a plan. They do not wait for a situation to deteriorate to a point where no good options remain. The responsibility of leadership is to fill the void and dictate the outcome, rather than letting the situation dictate it.

2. Humility Is the Most Important Attribute in a Leader

Ego, while a source of self-worth, becomes an enemy when unchecked. It prevents leaders from accepting blame, admitting ignorance, and listening to others. Humility is the essential counterbalance that enables learning, growth, and team cohesion.

• The Danger of Ego: During Marine Corps Basic School, Berke’s high performance fueled his ego, causing him to become arrogant and dismissive of struggling peers. A peer review stating he “would be one of the best Marines in the platoon… if he didn’t already think that he was” was a wake-up call.
• Humility in Action: True leadership involves helping teammates who are struggling, recognizing that their failure is the team’s failure. Humility allows for brutally honest self-assessment, which is critical for improvement. A humble leader puts the team’s success first.

3. Complacency Is a Killer

Complacency is a distinct threat that emerges when success seems imminent. It is a contentedness to a fault, causing a leader to drop their guard, overlook risks, and fail to follow through, snatching defeat from the jaws of victory.

• The Trap of Assumed Victory: In a one-on-one dogfight against his TOPGUN commanding officer, Tom “Trim” Downing, Berke gained a clear advantage and grew complacent, assuming the fight was won. This allowed his opponent to execute an unexpected maneuver and “kill” him.
• Constant Vigilance: The lesson is that leaders must be “unrelenting” and “leave nothing to chance.” They must remain attentive to every potential risk and weakness until the mission is complete. Good leaders are discontented to a fault, always pushing for every possible advantage.

4. Detachment Is a Superpower

Effective leaders must be able to detach from their own emotions, ego, and perspective to see situations clearly and make rational decisions. This is not about being aloof, but about gaining control over internal reactions that cloud judgment.

• Controlling Emotional Reactions: During naval water survival training, Berke initially panicked in the “Dilbert Dunker” simulator. To succeed in the more complex “helo dunker,” he had to learn to control his fear, use objective reference points, and empathize with his teammates’ perspectives to navigate the chaotic environment.
• The Power of Perspective: Detaching from one’s own viewpoint is crucial. By putting themselves in others’ shoes, leaders can better assess problems and find solutions. This holistic view allows leaders to anticipate what might happen next and make more effective decisions.

5. Perfection Is a Lie

The demand for perfection is counterproductive. It creates a culture where team members hide small mistakes to avoid criticism. These hidden errors accumulate and eventually lead to catastrophic failure.

• The Goal of Constant Correction: During his first F-18 Carrier Qualifications, Berke became obsessed with flying a “perfect” landing after a poor start. This led him to ignore small, low-on-glideslope deviations rather than making necessary corrections, a far more dangerous habit. The lesson from his Landing Signal Officer (LSO) was that there is no perfect pass; the goal is constant, minute correction of errors.
• A Culture of Improvement: A good leader fosters an environment where mistakes are openly acknowledged and used as opportunities for learning. The best teams, like those in Naval Aviation, understand the best they can achieve is “OK,” and this humility drives a relentless pursuit of improvement.

Part II: The Actions of a Good Leader

The mindsets of a leader are manifested through a set of disciplined, external actions. These behaviors build trust, empower teams, and drive success.

6. Take Ownership

Leaders must accept ultimate responsibility for everything that happens under their purview. Taking “Extreme Ownership” destroys excuses and grants the leader the control needed to solve problems.

• The Burden of Command: Berke recounts the death of Corporal Chris Leon in Ramadi. For years, he viewed it as a tragic but unavoidable consequence of war. Reading Extreme Ownership led him to the realization that, as the commander, Chris’s death was 100% his responsibility. He had failed to proactively address the increasing sniper threat.
• Preemptive Ownership: The most powerful form of ownership is preemptive. This involves actively looking for potential problems on the horizon and addressing them before they occur. This proactive stance is superior to being reactive and gives leaders the maximum possible control over outcomes.

7. Listen

While traditional leadership is associated with talking and giving orders, the most overlooked and effective leadership behavior is listening. Talking less and listening more demonstrates care, builds trust, and allows a leader to gather critical information.

• Communication Imbalance: Upon returning from the hyper-vigilant environment of Ramadi, Berke’s combat-ingrained habit of being the sole communicator (“vehicle commander”) caused him to shut down his wife’s voice, damaging their relationship. He had to learn to be quiet and listen to reconnect.
• Listening as a Tool: By actively listening, leaders can understand their team’s real needs and challenges. When people feel heard, they become more engaged, take more ownership, and are more receptive when the leader does need to speak. Listening to one’s own internal voice is also crucial for self-awareness and emotional control.

8. Change

While it is human nature to resist change because it is uncomfortable and unpredictable, the ability to innovate and adapt is vital for the survival and success of any individual or organization.

• Overcoming Ingrained Habits: When transitioning to the F-22 Raptor, Berke’s vast experience in older jets became a liability. His established habits were incorrect for the new fifth-generation fighter. He had to overcome his initial resistance and ego, humbly learn from less-experienced pilots, and fundamentally change his approach to flying.
• Leading Through Change: Good leaders embrace change, even when the team is successful, to avoid complacency and stay ahead of the competition. They must be humble enough to listen to new ideas from all levels of the organization and guide the team through the friction of implementation.

9. Put the Team First

A leader’s success is a direct result of the team’s work. Therefore, a good leader subordinates their own ego and deflects credit and praise to the team.

• Acknowledging the Collective Effort: After a near-impossible night carrier landing in a snowstorm, Berke received significant praise but felt like a “fraud.” He realized his safe recovery was the result of a massive, coordinated effort by hundreds of sailors—from the LSOs to the catapult and arresting gear crews. This led him to build relationships with and acknowledge the team members doing the thankless, critical work.
• Empowerment Through Recognition: When leaders give credit to the team, it empowers individuals, validates their contributions, and encourages them to take more ownership. This builds a stronger culture where team members are invested in supporting one another, leading to greater mission success.

10. Prepare for Your Departure

The ultimate measure of a leader’s success is how well their team can perform and thrive in their absence. A leader’s duty is to develop other leaders and build a resilient organization that is not dependent on any single individual.

• The Unplanned Test: A family medical emergency with his young daughter, Isabella, forced Berke to abandon his command of the world’s first F-35 squadron without any preparation or transition. He returned a month later to find the squadron operating flawlessly, a testament to the decentralized command culture he had fostered.
• Building a Lasting Legacy: Leaders must constantly work themselves out of a job by training and empowering their subordinates. By pushing decision-making down to the lowest possible level and ensuring everyone understands the mission’s “why,” they create a team that can lead itself through any crisis. The best leadership outlasts the leader.

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