Extreme Ownership Module

Purpose
At Tellex Group we constantly push our employees to develop themselves within our Training &
Development Activities. Thereby, trainees who want to join our company must comply with the book
and activities that have fostered our company culture to this day.

Objectives
1. Facilitate trainees with training material and study guides to participate and succeed in the
EOM.

2. Assess the following Soft Skills: Critical thinking, Effective Communication, Leadership,
Willingness to learn.

3. Promote a space of discussion that allows participants to think outside the box while gaining
new perspectives that help them to thrive in fast-paced work environments.

Training Material
● PDF
● Audible

Before Workshops Preparation

● Read/Listen to the chapters that are going to be discussed in the next pre-scheduled session.
We highly encourage you to do the following approaches to get the most out of it:

a) First approach: Read the material and look up any unknown words.
b) Second approach: Listen to the audible version for better understanding and proper
analysis.

● Underline and write your favorites quotes from each chapter, then share them with the
panel by explaining the meaning or story behind the quote.

● Summarize the key insights that you have learned from the chapters to be discussed.

● Bring to the discussion situational personal or work-related experiences that are similar to
the stories & concepts explained by the authors.

Note: The following structure was built with the purpose of providing participants an agenda for
giving their viewpoints within the same Chapter > Topic > Action.
Training Structure:
Week 1 - Activities

Meeting Title: Extreme Ownership Workshop #1

Facilitator: Maria Daniela Conde Attendees: Trainees

Date: Trello Time: Trello

CHAPTER TOPIC ACTION TIME

-What are some approaches we can use in 3min

order to learn from our failures and mistakes?

-In your personal situation what obstacles

Acknowledge mistakes have prevented you from taking ownership of
1. Extreme mistakes?
and admit failures. Take
Ownership ownership of them.
-Why does the average person blame other
people instead of taking ownership of the
situation?

-Give an example of a possible blue-on-blue

situation in a work environment.

If leaders tolerate -What do you think is behind the following 3min

substandard quote: ‘’It’s not what you preach, but what
performance and don’t you tolerate?
2 . No bad teams,
only bad leaders hold team members
accountable, poor -Are you agree or disagree with the title of the
performance becomes chapter? Explain.
the new standard

3. Believe The importance of -Share with the panel your takeaways on 3min
answering questions to promoting the WHY for every task and how it
junior leaders so they can be applied to business
can also understand and
believe… You must -Did you ever face a task that you didn’t have
explain not just what to any clue of the purpose of it. Does this
do.., but WHY? situation affect the outcome of your work?
Explain.

4.Check the ego Having a big ego can also -What role does the trait humility play while
blind you to good ideas applying the principle of this chapter? Explain
from your team
members, and it -What are some signals that an uncontrolled
prevents you from taking EGO becomes a problem in your experience?
ownership of your
mistakes and changing
direction when needed.
 Week 2 - Activities
Meeting Title: Extreme Ownership Workshop #2
Facilitator: Training Manager
Date: Trello
CHAPTER TOPIC
5. Cover and The entire team must work
Move together, supporting each
other, for everyone’s safety and
success.
6. Simple When plans or orders are
overly complicated, this opens
up the opportunity for errors.
7. Prioritize and Leaders must assess which
Execute problem poses the highest risk
to everything else, and attack
it.
8. Decentralized Junior leaders must also be
Command empowered to take action and
make decisions that get the
overall team closer to
accomplishing the goal.
Attendees: Trainees
Time: Trello
ACTION DURATIO
N
How would you explain the battlefield 3 min per
concept of Cover and Move in a person
business environment?
-Think of a time when you gave or 3 min per
received instructions and things didn’t person
go well. Do you think you could have
been explained or in a simpler way?
How? Example?
-How can keeping things simple
allows us to more effectively deal with
complexity?
-Which steps would you take in order to 3 min per
effectively Prioritize and Execute in any person
situation? Explain.
-What are some ways we can push 3 min per
decision-making down to frontline person
leaders?
-Why are trust, confidence, and balance
crucial in decentralized command?
Meeting Title: Extreme Ownership Workshop #3
Facilitator: Human Resources
Date: Trello
CHAPTER TOPIC
9. Plan -A leader must identify clear
directives for their team.
-The mission needs to also
explain the overall purpose
and desired results of the
operation.
10. Leading Up Leading up
and Down the A leader must push situational
awareness UP the chain of
Chain of
command.
Command
Leading down
A leader must routinely
communicate with their team
members to help them
understand their role in the
overall mission.
11. Decisiveness
amid Uncertainty Leaders cannot be paralyzed
by fear. Fear results in inaction.
It is critical for leaders to act
decisively amid uncertainty.
12. a)Discipline a) Take action to do what's
Equals Freedom good for yourself and for other
people. The discipline calls for
Strength, fortitude & will.
b) The Dichotomy
of Leadership
b)When a leader struggles...
Attendees: Trainees
Time: Trello
ACTION DURATIO
N
-When leaders present the plan to the 3 min per
entire team, how must it be presented, person
and what should be encouraged?
-How does a good plan account for risk?
-Why a company must standardize its
planning process?
-How would you identify a bad plan?
-What are the importance of Brief &
Debrief in the planning process?
-How can you make sure you are 3 min per
communicating the bigger picture to person
your folks in a clear, concise, and simple
way?
-Why is leading up the chain just as
important as leading down the chain?
-What do you think about the three
major factors to be aware of when
leading up and down the chain?
-How do you make decisions in 3 min per
uncertain, dynamic situations? person
-What are some traps of being
indecisive?
-Can you train to be better at rapid
decision-making?
a)What is the relationship between 3 min per
discipline and freedom in both personal person
and professional life? Do you agree with
this paradox?
b)Regarding the dichotomy of
 The root cause behind the leadership, which of these principles do
problem is that the leader has you need to regulate in order to
leaned too far in one direction. become a more balanced junior leader?

Additional Information:

Attendance

-It’s mandatory the presence and punctuality of each trainee to the pre-scheduled
meetings of this module. If for any unexpected reason you couldn’t attend, you must
reschedule with the Training Manager.

Participation

-Participants’ opinions, takeaways, and explanations will not exceed [3] min of
duration.

Meeting

-Take precautions and join the meeting [5] minutes before the starting time in order
to solve any type of issue that may occur.

-Mute your mic when you’re not speaking.

Connection

-If possible connect your Laptop/PC directly to the router with a LAN cable to
improve your connection.

Tools

-WebCam, Headphones, Notebook (Quotation)