i-was-raised-to-believe-that-soldiers-were-strong-wise-brave-faithful-they-didnt-lie-cheat-steal-abandon-their-comrades-stanley-a-mcchrystal
i-came-to-believe-that-leader-isnt-good-because-theyre-right-theyre-good-because-theyre-willing-to-learn-to-trust-stanley-a-mcchrystal
Leadership contains certain elements of good management, but it requires that you inspire, that you build durable trust. For an organization to be not just good but to win, leadership means evoking participation larger than the job description, commitment deeper than any job contract's wording.
Stanley A. McChrystal
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leaders-must-establish-common-purpose-build-trust-within-organization
There is no avoiding the realities of the information age. Its effects manifest differently in different sectors, but the drivers of speed and interdependence will impact us all. Organizations that continue to use 20th-century tools in today's complex environment do so at their own peril.
Stanley A. McChrystal
there-is-no-avoiding-realities-information-age-its-effects-manifest-differently-in-different-sectors-but-drivers-speed-interdependence-will-impact-us-all-organizations-that-conti
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public-broadcasting-makes-our-nation-smarter-stronger-yes-safer
Mike Hall was my old friend and, more important, the finest soldier I'd ever known. After over 30 years of service and then 18 months at a good civilian job, a phone call had brought the retired command sergeant major back on active duty to become the senior enlisted adviser of all international forces in Afghanistan.
Stanley A. McChrystal
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Americans enjoy the exciting, cinematic vision of a squad of muscle-bound Goliath boasting Olympian speed, strength, and precision - a group whose collective success is the inevitable consequence of the individual strengths of its members and the masterful planning of a visionary commander.
Stanley A. McChrystal
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When I became commander of the Joint Special Operations Task Force, I was leading thousands of individuals, from Special Forces to the broader interagency effort. I quickly realized that while we had the most best and most effective operators and small teams in the world, we were unable to scale.
Stanley A. McChrystal
when-i-became-commander-joint-special-operations-task-force-i-was-leading-thousands-individuals-from-special-forces-to-broader-interagency-effort-i-quickly-realized-that-while-we
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i-think-at-end-day-you-do-better-when-you-tend-toward-being-transparent-even-though-theres-some-risk
change-is-painful-people-are-always-reticent-to-accept-lot-pain
i-think-life-is-hard-at-combat-outposts-anything-that-distracts-us-from-supporting-them-in-my-mind-is-something-that-we-shouldnt-do
anyone-in-position-power-is-either-corrupt-assumed-to-be-corrupt-assumption-corruption-is-as-bad-as-reality-it
in-my-life-as-soldier-citizen-i-have-seen-time-time-again-that-inaction-has-dire-consequences
we-need-strong-civil-society-where-connection-between-different-people-groups-is-firm-vibrant-not-brittle-divided
A fundamental principle that I learned in my career, and a principle that my consulting company McChrystal Group helps American civilian companies to adopt, is that winning units and organizations ensure that the time they actually spend - daily, weekly, and yearly - must hew closely to their priorities.
Stanley A. McChrystal
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we-could-do-good-things-in-afghanistan-for-next-100-years-fail