Stanley McChrystal

The retired four-star general and and bestselling author of My Share of the Task shares a powerful new leadership model As commander of Joint Special Operations Command (JSOC), General Stanley McChrystal played a crucial role in the War on Terror. But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.

From the bestselling author of Team of Teams and My Share of the Task , an entirely new way to understand risk and master the unknown. Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat. From his first day at West Point, to his years in Afghanistan, to his efforts helping business leaders navigate a global pandemic, McChrystal has seen how individuals and organizations fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface by which it can be managed.Control offers a new system by which we can detect and respond to risk. Instead of defining risk as a force to predict, McChrystal and coauthor Anna Butrico show that there are in fact ten dimensions of control we can adjust at any given time. By closely monitoring these controls, we can maintain a healthy Risk Immune System that allows us to effectively anticipate, identify, analyze, and act upon the ever-present possibility that things will not go as planned.Drawing on examples ranging from military history to the business world, and offering practical exercises to improve preparedness, McChrystal illustrates how these ten factors are always in effect, and how by considering them, individuals and organizations can exert mastery over every conceivable sort of risk that they might face.We may not be able to see the future, but with Control, we can improve our resistance and build a strong defense against what we know--and what we don't.

Leadership is not what you think it is--and it never was.Stan McChrystal served for thirty-four years in the US Army, rising from a second lieutenant in the 82nd Airborne Division to a four-star general, in command of all American and coalition forces in Afghanistan. During those years he worked with countless leaders, at every level of effectiveness, and pondered an ancient question: "What makes a leader great?" He came to realize that there is no simple answer.In this follow-up to his bestsellers My Share of the Task and Team of Teams, McChrystal profiles thirteen famous leaders from a wide range of eras and fields--from corporate CEOs to politicians and revolutionaries. He uses their stories to explore how leadership works in practice and to challenge the myths that complicate our thinking about this critical topic.With Plutarch's Lives as his model, McChrystal looks at paired sets of leaders who followed unconventional paths to success. For instance. . .- Walt Disney and Coco Chanel built empires in very different ways. Both had public personas that sharply contrasted with how they lived in private.- Maximilien Robespierre helped shape the French Revolution in the eighteenth century; Abu Musab al-Zarqawi led the jihadist insurgency in Iraq in the twenty-first. We can draw surprising lessons from them about motivation and persuasion.- Both Boss Tweed in nineteenth-century New York and Margaret Thatcher in twentieth-century Britain followed unlikely roads to the top of powerful institutions.- Martin Luther and his future namesake Martin Luther King Jr., both local clergymen, emerged from modest backgrounds to lead world-changing movements. Finally, McChrystal explores how his former hero, General Robert E. Lee, could seemingly do everything right in his military career and yet lead the Confederate Army to a devastating defeat in the service of an immoral cause.Leaders will help you take stock of your own leadership, whether you're part of a small team or responsible for an entire nation.

In early March 2010, General Stanley McChrystal, the commanding officer of all U.S. and coalition forces in Afghanistan, walked with President Hamid Karzai through a small rural bazaar. As Afghan townspeo­ple crowded around them, a Taliban rocket loudly thudded into the ground some distance away. Karzai looked to McChrystal, who shrugged. The two leaders continued greeting the townspeople and listening to their views. That trip was typical of McChrystal’s entire career, from his first day as a West Point plebe to his last day as a four-star general. The values he has come to be widely admired for were evident: a hunger to know the truth on the ground, the courage to find it, and the humility to listen to those around him. Even as a senior commander, McChrystal stationed him­self forward, and frequently went on patrols with his troops to experience their challenges firsthand. In this illuminating memoir, McChrystal frankly explores the major episodes and controversies of his eventful career. He delves candidly into the intersection of history, leadership, and his own experience to produce a book of enduring value. Joining the troubled post-Vietnam army as a young officer, McChrystal witnessed and participated in some of our military’s most difficult struggles. He describes the many outstanding leaders he served with and the handful of bad leaders he learned not to emulate. He paints a vivid portrait of the traditional military establishment that turned itself, in one gen­eration, into the adaptive, resilient force that would soon be tested in Iraq, Afghanistan, and the wider War on Terror. McChrystal spent much of his early career in the world of special operations, at a time when these elite forces became increasingly effective—and necessary. He writes of a fight waged in the shadows by the Joint Special Operations Command (JSOC), which he led from 2003 to 2008. JSOC became one of our most effective counterterrorism weapons, facing off against Al Qaeda in Iraq. Over time, JSOC gathered staggering amounts of intelligence in order to find and remove the most influential and dangerous terrorists, including the leader of Al Qaeda in Iraq, Abu Musab al-Zarqawi. The hunt for Zarqawi drives some of the most grip­ping scenes in this book, as McChrystal’s team grappled with tricky interrogations, advanced but scarce technology, weeks of unbroken surveillance, and agonizing decisions. McChrystal brought the same energy to the war in Afghanistan, where the challenges loomed even larger. His revealing account draws on his close relationships with Afghan leaders, giving readers a unique window into the war and the country. Ultimately, My Share of the Task is about much more than war and peace, terrorism and counterin­surgency. As McChrystal writes, “More by luck than design, I’d been a part of some events, organizations, and efforts that will loom large in history, and more that will not. I saw selfless commitment, petty politics, unspeakable cruelty, and quiet courage in places and quantities that I’d never have imagined. But what I will remember most are the leaders.”

AN INSTANT NEW YORK TIMES BESTSELLERFrom the bestselling author of Team of Teams and My Share of the Task, reflections on character, and who we choose to be. “Reputation is what men and women think of us; character is what God and angels know of us.” —Thomas PaineHow to measure a life? After a career of service, retired four-star general Stanley McChrystal had much to contemplate. He pondered his successes and failures, his beliefs and aspirations, and asked himself, Who am I, really? And more importantly, who have I become? When I die, how will I be measured?In the end, McChrystal came to a conclusion as simple as it was the reality of who we are cannot be recorded in dates or accomplishments. It is found in our character—the most accurate, and last full measure, of who we choose to be.On Character offers McChrystal’s blueprint for living with purpose and integrity, challenging us to examine not just our deeds but who we become through them. Drawing from a lifetime of experience, he distills profound insights on setting and meeting standards, aligning actions with beliefs, and offers practical advice on overcoming obstacles and pursuing self-improvement.According to McChrystal, character is not a trait inherited at birth, nor does it automatically come from education, position, or experience. Character, instead, comes down to a succession of choices, most mundane, several momentous, that reveal the deep truth of our capacity for virtue.In an era where understanding and upholding our ideals is more crucial than ever, On Character offers an inspiring roadmap for personal growth and integrity—a call to become our best selves, both as individuals and as Americans.

On 26 June, 2009, the United States Secretary of Defense directed Commander, United States Central Command (CDRUSCENTCOM), to provide a multidisciplinary assessment of the situation in Afghanistan. On 02 July, 2009, Commander, NATO International Security Assistance Force (COMISAF) / U.S. Forces-Afghanistan (USFOR-A), received direction from CDRUSCENTCOM to complete the overall review.On 01 July, 2009 the Supreme Allied Commander Europe and NATO Secretary General also issued a similar directive.COMISAF subsequently issued an order to the ISAF staff and component commands to conduct a comprehensive review to assess the overall situation, review plans and ongoing efforts, and identify revisions to operational, tactical and strategic guidance.The following assessment is a report of COMISAF's findings and conclusions. In summary, this assessment sought to answer the following questions:Can ISAF achieve the mission? If so, how should ISAF go about achieving the mission? What is required to achieve the mission?The assessment draws on both internal ISAF components, to include Regional Commands, and external agencies such as GIRoA ministries, International Governmental Organizations and Nongovernmental Organizations. It also draws on existing ISAF and USFOR-A plans and policy guidance, relevant reports and studies, and the consultation of external experts and advisors."The stakes in Afghanistan are high. NATO's Comprehensive Strategic Political Military Plan and President Obama's strategy to disrupt, dismantle, and eventually defeat al Qaeda and prevent their return to Afghanistan have laid out a clear path of what we must do. Stability in Afghanistan is an imperative; if the Afghan government falls to the Taliban -or has insufficient capability to counter transnational terrorists -Afghanistan could again become a base for terrorism, with obvious implications for regional stability."With that premise, newly appointed GEN Stanley McChrystal set out to develop a strategy for the way forward to achieve peace and stability in Afghanistan. This newly released document is a must read for anyone interested in national security policy making -- especially as it applies to the war against the Taliban in Afghanistan and central Asia.

Joint shipboard helicopter operations (JSHO) rank among the most challenging types of joint operations. JSHO require US Army, US Air Force, and special operations personnel operate alongside US Navy (USN), US Marine Corps (USMC), and US Coast Guard (USCG) personnel in unfamiliar work and living spaces, with equipment not specifically designed for shipboard capability, and in an operating environment which is characterized by tightly constrained space and an unforgiving nature. It is incumbent every soldier or airman embarked understand their responsibilities during the many evolutions that transpire during each ship's daily routine and the challenges those evolutions present to their unit's daily operations. Unlike some joint operations where the Services are assigned operational areas and interact with each other on the margins (via communications channels, across boundary lines, etc.), JSHO require continuous interaction, coordination, and teamwork to accomplish the simplest of tasks. When planning JSHO, joint force commanders (JFCs) must consider a number of factors, the foremost of which are the impact such operations may have on the overall joint operation. Among these considerations are the mission tradeoffs associated with the displacement of naval aircraft; the removal of the ship from its place in the expeditionary ship and/or embarked unit mission capabilities resulting from emission control or hazards of electromagnetic radiation to ordnance requirements, wind limitations, and/or location requirements. While the mission tradeoff impact of embarking other Service helicopters on small air-capable ships is rather straightforward, JSHO aboard an aircraft carrier or amphibious aviation assault ship is more difficult to assess because these ships are complex, multi-mission platforms. Further, the choreography required for high deck density operations necessitates meticulous planning. This publication provides doctrine for planning, coordinating, and conducting joint shipboard helicopter operations from US ships with flight decks.

Joint meteorological and oceanographic (METOC) operations are critical to a commander's awareness of the operational environment and his ability to exploit that awareness to gain an advantage across the range of military operations. METOC forces must work cooperatively within the Department of Defense (DOD) community and across interagency and multinational lines and boundaries to share and obtain information to provide timely, accurate, relevant, and consistent METOC support to the joint force commander (JFC). METOC is a term used to convey all meteorological, oceanographic, and space environmental factors as provided by the Services, support agencies, and other sources. The principles of accuracy, consistency, relevancy, and timeliness are the cornerstone of joint METOC operations. Joint METOC operations focus on two primary functions: characterization of the environment and exploitation of environmental information to gain an operational advantage by integrating this information into the commander's decision-making cycle and command and control systems. By applying the principles of accuracy, consistency, relevancy, and timeliness, METOC forces are better prepared to support planning and decision making. When characterizing the environment, the principles of accuracy and consistency are paramount to collection, analysis, and prediction processes. The guiding principles of relevancy and timeliness are critical in tailoring and integrating METOC products for the commander. METOC operations depend on continuous characterization of the environment. METOC data are collected and then analyzed to develop a coherent depiction of the natural environment, which is used to provide operational battlespace awareness and to predict the future state of the natural environment. The combatant commander (CCDR) is ultimately responsible for the direction of METOC assets within their area of responsibility. The JFC should direct and coordinate the activities of the METOC assets under the JFC's operational control to ensure unity of effort. Each CCDR should designate a senior METOC officer (SMO) to coordinate all METOC operations within the area of responsibility or functional responsibility. During joint operation planning, METOC support includes integrating global, regional, and locally produced METOC products as well as data and products received from supporting agencies and reliable indigenous sources. The SMO incorporates this assessment into a comprehensive METOC support normally begins well prior to force deployment and often ends after redeployment of the joint force is complete. METOC forces, databases, products, and equipment must be responsive to the requirements of the JFC and should be maintained to a degree of readiness that ensures immediate employment capability. The JMCC is the cornerstone of METOC operations support. Under the JMO's guidance, the JMCC combines multiple source METOC information with operational information to generate the joint operations area forecast (JOAF). The JOAF is the official baseline forecast for operational planning and mission execution within the joint operations area. This publication sets forth the joint doctrine for the planning and execution of meteorological and oceanographic operations in support of joint operations throughout the range of military operations.

Siêu Đội NgũLãnh đạo tổ chức cũng giống như lãnh đạo một Lực lượng đặc nhiệm - cần có những chiến thuật mới trong truyền thông và hợp tác lẫn nhau giữa các đội nhóm khi đứng trước những thách thức mới.Những thành công vĩ đại nhưng ít ỏi trong lịch sử không thuộc về một nhà sáng chế đơn lẻ mà thuộc về các “nhóm của nhóm”, các nhóm nhỏ đồng lòng, đồng sáng tạo vì một mục đích chung. Cùng với đó, người lãnh đạo không còn là người quản lý vi mô theo chuỗi mệnh lệnh và kiểm soát, mà là người tạo ra môi trường hỗ trợ rộng lớn cho đội ngũ của mình.Và còn nhiều đúc kết khác trong cuốn sách về Kinh doanh này sẽ giúp bạn thành công trong việc tái cấu trúc nội tại tổ chức của mình.

Légende de l'armée américaine, le général McChrystal a repensé la stratégie militaire des Etats-Unis contre Al-Qaïda. Sa réputation de "grande gueule" a fait oublier la qualité de sa réflexion. La voici, portée par un plaidoyer percutant pour une nouvelle organisation des équipes et de l'action. Bien au-delà de l'armée. " Il est important de préciser dès le départ ce que ce livre est, et ce qu'il n'est pas. Ce n'est pas un récit de guerre, bien que l'expérience de notre combat contre Al-Qaïda en soit la trame de fond. Au-delà des soldats, c'est aussi l'histoire d'hommes célèbres et d'autres moins, de papillons, de jardiniers et de champions d'échecs. Le lecteur croisera des crapauds gluants, des bêtes mythiques, des machines infernales et des écosystèmes particulièrement fragiles. Nous espérons aider le lecteur, à saisir les particularités de notre monde actuel et la manière de les appréhender au mieux. Nous défendons l'idée suivante : il faut reconsidérer la recherche de l'efficacité qui est actuellement la norme. L'efficacité reste importante, mais la capacité d'adaptation aux changements permanents et complexes est devenue un impératif. En nous appuyant sur notre expérience opérationnelle, associée à un tout un éventail d'exemples tirés du monde des affaires, des hôpitaux, des organisations non gouvernementales, mais aussi de sources plus improbables, nous présentons les symptômes du problème, ses causes profondes, et les méthodes que qui se sont avérées efficaces pour nous et pour d'autres personnes. Les lecteurs saisiront et mesureront le défi auquel ils font face et seront capables de cerner ce qui est pertinent pour eux. " Stanley McChrystal Fondé sur de nombreux exemples vivants, tirés de l'histoire, de l'économie mais aussi de sa propre expérience sur le terrain, Stanley McChrystal expose sa progressive mise au point d'une stratégie de commandement et d'organisation. L'action militaire - mais aussi celle de la politique, des affaires, des administrations, des hôpitaux... - doit se concevoir comme celle d'une "équipe d'équipes" ("team of teams") et non pas comme une hiérarchie verticale, bridant l'initiative individuelle. Cet esprit d'équipe implique aussi une nouvelle façon de commander et de gouverner. Le chef doit cesser de s'imaginer en joueur d'échecs. Son modèle serait plutôt le jardinier.

Please Note That The Following Individual Books As Per Original ISBN and Cover Image In this Listing shall be Dispatched Team of Teams, Radical Candor, Drive Daniel H. Pink, The One Thing 4 Books Collection Team of When General Stanley McChrystal took command of the Joint Special Operations Task Force in Iraq in 2003, he quickly realized that conventional military tactics were failing. The allied forces had a huge advantage in numbers, equipment and training - but none of the enemy's speed and flexibility.McChrystal and his colleagues discarded a century of conventional wisdom to create a 'team of teams'. Radical Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism – delivered to produce better results and help your employees develop their skills and increase success. Drive Daniel H. Forget everything you thought you knew about how to motivate people - at work, at school, at home. It is wrong. As Daniel H. Pink explains in his paradigm-shattering book Drive, the secret to high performance and satisfaction in today's world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and the world. The One YOU WANT LESS.You want fewer distractions and less on your plate. The daily barrage of e-mails, texts, tweets, messages, and meetings distract you and stress you out. The simultaneous demands of work and family are taking a toll.

Nach einer langen Karriere hatte der pensionierte Vier-Sterne-General Stanley McChrystal viel zu überdenken und fragte Wer bin ich wirklich? Und noch Wer bin ich geworden? Am Ende kam McChrystal zu einer ebenso einfachen wie tiefgründigen Die Realität dessen, wer wir sind, lässt sich nicht in Daten oder Errungenschaften festhalten. Sie findet sich in unserem Charakter – dem präzisesten und letztgültigen Maßstab dafür, wer wir sein wollen.„Charakter ist, was wir sind, wenn niemand zusieht“ ist Admiral Stanley McChrystals Blaupause für ein Leben mit wahrem Sinn und tiefer Integrität und fordert uns auf, nicht nur unsere Taten zu hinterfragen, sondern auch, wer wir durch sie geworden sind. Aus seiner Erfahrung destilliert er tiefgreifende Erkenntnisse darüber, wie man Maßstäbe setzt und erfüllt sowie Handlungen mit Überzeugungen in Einklang bringt. Er gibt praktische Ratschläge, wie man Hindernisse überwindet und sich selbst verbessert. Ein inspirierender Fahrplan für Ihr persönliches Wachstum und Ihre Integrität und ein Aufruf, Ihr bestes Selbst zu werden – jeden Tag.