General McChrystal is a legendary warrior with a fine eye for enduring lessons about leadership, courage, and consequence." —Tom Brokaw General Stanley McChrystal is widely admired for his hunger to know the truth, his courage to find it, and his humility to listen to those around him. Even as the commanding officer of all U.S. and coalition forces in Afghanistan, he stationed himself forward and frequently went on patrols with his troops to experience their challenges firsthand. In this illuminating New York Times bestseller, McChrystal frankly explores the major episodes and controversies of his career. He describes the many outstanding leaders he served with and the handful of bad leaders he learned not to emulate. And he paints a vivid portrait of how the military establishment turned itself, in one generation, into the adaptive, resilient force that would soon be tested in Iraq, Afghanistan, and the wider War on Terror. "A compelling account of his impressive career." -The Wall Street Journal ' "This is a brilliant book about leadership wrapped inside a fascinating personal narrative." -Walter Isaacson, author of Steve Jobs Stanley McChrystal retired in July 2010 as a four-star general in the U.S. Army. His last assignment was as the commander of the International Security Assistance Force and as the commander of U.S. forces in Afghanistan. He is currently a senior fellow at Yale University's Jackson Institute for Global Affairs and cofounder of the McChrystal Group, a leadership consulting firm. He and his wife, Annie, live in Virginia.
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. In this new book, General McChrystal offers a battle-tested system for detecting and responding 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 McChrystal’s hard-won guidance, we can improve our resistance and build a strong defense against what we know—and what we don't.
An instant national bestseller! Stanley McChrystal, the retired US Army general and bestselling author of Team of Teams, profiles thirteen of history’s great leaders, including Walt Disney, Coco Chanel, and Robert E. Lee, to show that leadership is not what you think it is—and 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 and pondered an ancient question: “What makes a leader great?” He came to realize that there is no simple answer. 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.
From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and organizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organization, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.
General McChrystal is a legendary warrior with a fine eye for enduring lessons about leadership, courage, and consequence." —Tom Brokaw General Stanley McChrystal is widely admired for his hunger to know the truth, his courage to find it, and his humility to listen to those around him. Even as the commanding officer of all U.S. and coalition forces in Afghanistan, he stationed himself forward and frequently went on patrols with his troops to experience their challenges firsthand. In this illuminating New York Times bestseller, McChrystal frankly explores the major episodes and controversies of his career. He describes the many outstanding leaders he served with and the handful of bad leaders he learned not to emulate. And he paints a vivid portrait of how the military establishment turned itself, in one generation, into the adaptive, resilient force that would soon be tested in Iraq, Afghanistan, and the wider War on Terror. "A compelling account of his impressive career." -The Wall Street Journal ' "This is a brilliant book about leadership wrapped inside a fascinating personal narrative." -Walter Isaacson, author of Steve Jobs Stanley McChrystal retired in July 2010 as a four-star general in the U.S. Army. His last assignment was as the commander of the International Security Assistance Force and as the commander of U.S. forces in Afghanistan. He is currently a senior fellow at Yale University's Jackson Institute for Global Affairs and cofounder of the McChrystal Group, a leadership consulting firm. He and his wife, Annie, live in Virginia.
From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and organizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organization, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.
Stanley Sloan has for many years been one of the most influential and authoritative analysts of the NATO Alliance. In his new book Permanent Alliance? he demonstrates once again his in-depth knowledge of NATO issues and his sound, balanced judgements of both the strengths and weaknesses of the Alliance as it strives to adapt to the 21st-century security challenges. This book should be at the top of the list for anyone who wants to understand today's NATO." Jamie Shea, Director, Policy Planning, Private Office of the Secretary General, NATO "Stanley Sloan, a distinguished NATO analyst, has been thinking, lecturing, and writing about the transatlantic bargain for over a generation. In this, his third book on the subject, he has produced a masterly re-examination of the sixty-year relationship between America and Europe. Cautiously optimistic about NATO's future, this authoritative study should be welcomed by scholars and policymakers alike. It will be a valuable text for my NATO history classes." Lawrence S. Kaplan, Emeritus Director, Lyman L. Lemnitzer Center for NATO and European Union Studies, Kent State University "Sloan's book is an outstanding study on the subject matter of transatlantic relations. He is an original thinker, an experienced researcher and---clearly visible---loves the subject matter. This study is a must both for teachers and students of political science and contemporary history." Bram Boxhoorn, Director, Netherlands Atlantic Association "I read Stan Sloan as I began teaching NATO affairs decades ago. I continue to read him today to learn. You will as well---read him." Lawrence Chalmer, National Defense University Permanent Alliance? NATO and the Transatlantic Bargain from Truman to Obama examines how US-European relations are evolving in response to the many global trends that are changing the strategic environment for that relationship. The Obama Administration has taken responsibility for US participation in the transatlantic alliance as the allies prepare to implement a new strategic concept and try to shape NATO's future in view of these trends and the alliance's experience in Afghanistan. In this light, Sloan assesses whether NATO is becoming the permanent alliance President George Washington warned us against, or if it is nearing the end of its utility.
This book examines the key political and military events in Afghanistan from 1978 to August 2021. It covers the Afghan-Soviet war and how that war was followed by an Afghan Civil War that made the country receptive to the rise of the Afghan Taliban. It explains how the Taliban secured control of Afghanistan's government, and permitted Osama bin Laden to reside in the country while he secretly planned an attack on the American mainland. It also covers why Osama bin Laden's al-Qaeda terrorists on September 11, 2001, flew hijacked airliners into New York City's World Trade Center and the Pentagon. It describes how American and NATO forces responded by invading Afghanistan to destroy al-Qaeda and to overthrow the Taliban government. The 20-year Afghan-NATO war which followed would lead to American troops suffering 2,488 dead and 20,722 wounded. This book is one of the first to cover this long war written after the war ended in August 2021, giving it a new perspective. It offers an even-handed coverage of the war based on Taliban, American, and British sources.
Written in a lively and readable style by the world’s leading authority on the North Atlantic Treaty Organization and US-European relations, Defense of the West is the history of a transatlantic security relationship that has endured for over seventy years. This latest edition of a classic work looks at how developments inside NATO and European Union member states affect their ability to defend against external threats while preserving Western values, in the era of Trump and Brexit. Sloan frankly addresses the failures and shortcomings of Western institutions and member states. But the book emphasizes the continuing importance of value-based transatlantic security cooperation as a vital element of the defense and foreign policies of NATO and EU member states. At a time of heightened tension and political turmoil, at home and abroad, Stan Sloan’s lucid and far-sighted analysis is more necessary than ever.
An instant national bestseller! Stanley McChrystal, the retired US Army general and bestselling author of Team of Teams, profiles thirteen of history’s great leaders, including Walt Disney, Coco Chanel, and Robert E. Lee, to show that leadership is not what you think it is—and 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 and pondered an ancient question: “What makes a leader great?” He came to realize that there is no simple answer. 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.
A roadmap to improve corporate social responsibility The 2016 U.S. Presidential Campaign focused a good deal of attention on the role of corporations in society, from both sides of the aisle. In the lead up to the election, big companies were accused of profiteering, plundering the environment, and ignoring (even exacerbating) societal ills ranging from illiteracy and discrimination to obesity and opioid addiction. Income inequality was laid squarely at the feet of us companies. The Trump administration then moved swiftly to scrap fiscal, social, and environmental rules that purportedly hobble business, to redirect or shut down cabinet offices historically protecting the public good, and to roll back clean power, consumer protection, living wage, healthy eating initiatives and even basic public funding for public schools. To many eyes, and the lens of history, this may usher in a new era of cowboy capitalism with big companies, unfettered by regulation and encouraged by the presidential bully pulpit, free to go about the business of making money—no matter the consequences to consumers and the commonwealth. While this may please some companies in the short term, the long term consequences might result in just the opposite. And while the new administration promises to reduce "foreign aid" and the social safety net, Stanley S. Litow believes big companies will be motivated to step up their efforts to create jobs, reduce poverty, improve education and health, and address climate change issues — both domestically and around the world. For some leaders in the private sector this is not a matter of public relations or charity. It is integral to their corporate strategy—resulting in creating new markets, reducing risks, attracting and retaining top talent, and generating growth and realizing opportunities. Through case studies (many of which the author spearheaded at IBM), The Challenge for Business and Society provides clear guidance for companies to build their own corporate sustainability and social responsibility plans positively effecting their bottom lines producing real return on their investments. This book will help: • Create an effective corporate social responsibility and sustainability plan • Provide long-term bottom line benefit • Protect and enrich brand value • Recruit and retain top talent Perfect for CEOs, CFOs, Human Resource/Corporate Affairs executives, but also for government and not-for-profit leaders, this book helps you come up with a solid plan for giving back to society, producing real sustainable value.
Every new president raises many questions in the public mind. Because Barack Obama was a relative newcomer to the national political scene, he raised more questions than most. Would he prove to be a pragmatic centrist or would his politics of hope ultimately flounder on the rocky shoals of America’s deep political divisions? What of his leadership style? How would the uncommonly calm character he demonstrated on the campaign trail shape Obama’s political style as commander-in-chief? Based on extensive biographical, psychological, and political research and analysis, noted political psychologist Stanley Renshon follows Obama’s presidency through the first two years. He digs into the question of who is the real Obama and assesses the advantages and limitations that he brings to the presidency. These questions cannot be answered without recourse to psychological analysis. And they cannot be answered without psychological knowledge of presidential leadership and the presidency itself. Renshon explains that Obama’s ambition has been fueled by a desire for redemption—his own, that of his parents, and ultimately for the country he now leads, which has enormous consequences for his choices as president of a politically divided America.
The Bush Doctrine is dead! At least that’s what critics hope. But while new U.S. national security challenges emerge, many post-9/11 threats still persist and the policies of George W. Bush offer one set of strategic answers for how President Obama can confront those dangers. Neither a polemic nor a whitewash, this book provides a careful analysis of the Bush Doctrine—its development, application, and rationale—and assesses its legacy: How will Obama respond to the many foreign policy challenges that await him? Through an examination of psychology as much as policy, Renshon gives us the first comparative analysis of the Bush Doctrine and the developing Obama Doctrine. The book analyzes the range of national security issues Obama will face and the political divisions that permeate U.S. national security debates. It is essential reading for anyone looking to understand how presidents assess security risks generally and how Obama specifically is likely to adapt the Bush Doctrine to his own worldview.
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