Stanley Mcchrystal Quotes

Military guys are rarely as smart as they think they are, and they've never gotten over the fact that civilians run the military.

Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.

The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.

There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.

The crew’s attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.

Efficiency is doing things right; effectiveness is doing the right thing.

Education is resilient, training is robust.

I would tell my staff about the “dinosaur’s tail”: As a leader grows more senior, his bulk and tail become huge, but like the brontosaurus, his brain remains modestly small. When plans are changed and the huge beast turns, its tail often thoughtlessly knocks over people and things. That the destruction was unintentional doesn’t make it any better.

Our actions, particularly interventions, can upset regions, nations, cultures, economies, and peoples, however virtuous our purpose. We must ensure that the cure we offer through intervention is not worse than the disease.

Efficiency remains important, but the ability to adapt to complexity and continual change has become an imperative.

describe resilience as “the capacity of a system to absorb disturbance and still retain its basic function and structure.

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

Success is rarely the work of a single leader; leaders work best in partnership with other leaders.

You can’t roll up your sleeves while you’re wringing your hands,

Organizations must be networked, not siloed, in order to succeed.

fuse generalized awareness with specialized expertise.

the rules and limitations that once prevented accidents now prevented creativity.

We do these things, not because they are easy, but because they are hard.

We must be bold . . . as we set sail we ask God’s blessing on the most hazardous and dangerous and greatest adventure on which man has ever embarked.

The teacher who awakens and encourages in students a sense of possibility and responsibility is, to me, the ultimate leader.

All leaders are human. They get tired, angry, and jealous and carry the same range of emotions and frailties common to mankind.

sharing information would help build relationships and the two together would kindle a new, coherent, adaptive entity that could win the fight.

Setting oneself on a predetermined course in unknown waters is the perfect way to sail straight into an iceberg.

If I told you that you weren’t going home until we win—what would you do differently?

It Takes a Network to Defeat a Network.” With that, we took the first step toward an entirely new conversation.

Eventually a rule of thumb emerged: “If something supports our effort, as long as it is not immoral or illegal,” you could do it. Soon, I found that the question I most often asked my force was “What do you need?” We decentralized until it made us uncomfortable, and it was right there—on the brink of instability—that we found our sweet spot.

McChrystal never should have been hired for this job given the outrageous cover-up he participated in after the friendly fire death of Pat Tillman. He was lucky to keep the job after his 'Seven Days in May' stunt in London last year when he openly lobbied and undercut the president on the surge. But with the latest sassing, and the continued Sisyphean nature of the surge he urged, McChrystal should offer his resignation. He should try subordination for a change.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

As the demands of the positions differed, and as I grew in age and experience, I found that I had changed as a leader. I learned to ask myself two questions: First, what must the organization I command do and be? And second, how can I best command to achieve that?

In this book, you’ll naturally look for common habits and recommendations, and you should. Here are a few patterns, some odder than others: More than 80% of the interviewees have some form of daily mindfulness or meditation practice A surprising number of males (not females) over 45 never eat breakfast, or eat only the scantiest of fare (e.g., Laird Hamilton, page 92; Malcolm Gladwell, page 572; General Stanley McChrystal, page 435) Many use the ChiliPad device for cooling at bedtime Rave reviews of the books Sapiens, Poor

In popular culture, the term “butterfly effect” is almost always misused. It has become synonymous with “leverage”—the idea of a small thing that has a big impact, with the implication that, like a lever, it can be manipulated to a desired end. This misses the point of Lorenz’s insight. The reality is that small things in a complex system may have no effect or a massive one, and it is virtually impossible to know which will turn out to be the case.

McChrystal's defenders at the Pentagon were making the case Tuesday that the president and his men—(the McChrystal snipers spared Hillary)—must put aside their hurt feelings about being painted as weak sisters. Obama should not fire the serially insubordinate general, they reasoned, because that would undermine the mission in Afghanistan, and if that happens, then Obama would be further weakened. So the commander in chief can be bad-mouthed as weak by the military but then he can't punish the military because that would make him weak? It's the same sort of pass-the-Advil vicious circle reasoning the military always uses.

Effective leaders stir an intangible but very real desire inside people. That drive can be reflected in extraordinary courage, selfless sacrifice, and commitment.

In the military, where we love abbreviations, we have a term for the one element in a situation that holds you back—a limfac (limiting factor).

we now live in a world where risk exists everywhere, but we have never been safer.

unpredictability is the hallmark of complexity

All the efficiency in the world has no value if it remains static in a volatile world

Leaders are empathetic. The best leaders I’ve seen have an uncanny ability to understand, empathize, and communicate with those they lead.

People are born; leaders are made.

we needed to promote at the organizational level the kind of knowledge pool that arises within small teams.

Today, a staggering 93 percent of those who work in cubicles say that they would prefer a different workspace.

Peter Drucker had a catchy statement: “Efficiency is doing things right; effectiveness is doing the right thing.

Henry Mintzberg, author of The Rise and Fall of Strategic Planning: “Setting oneself on a predetermined course in unknown waters is the perfect way to sail straight into an iceberg.

There’s a temptation for all of us to blame failures on factors outside our control: “the enemy was ten feet tall,” “we weren’t treated fairly,” or “it was an impossible task to begin with.” There is also comfort in “doubling down” on proven processes, regardless of their efficacy. Few of us are criticized if we faithfully do what has worked many times before. But feeling comfortable or dodging criticism should not be our measure of success. There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.

In a leader I see it as doing those things that should be done, even when they are unpleasant, inconvenient, or dangerous; and refraining from those that shouldn’t, even when they are pleasant, easy, or safe.

So this general with the background in intelligence who is supposed to conquer Afghanistan can't even figure out what Rolling Stone is? We're not talking Guns & Ammo here; we're talking the antiwar hippie magazine.

Building holistic awareness and forcing interaction will align purpose and create a more cohesive force, but will not unleash the full potential of the organization. Maintain this system for too long without decentralizing authority, and whatever morale gains were made will be reversed as people become frustrated with their inability to act on their new insights. Just as empowerment without sharing fails, so does sharing without empowerment.

As the world grows faster and more interdependent, we need to figure out ways to scale the fluidity of teams across entire organizations: groups with thousands of members that span continents, like our Task Force. But this is easier said than done.

Although we intuitively know the world has changed, most leaders reflect a model and leader development process that are sorely out of date. We often demand unrealistic levels of knowledge in leaders and force them into ineffective attempts to micromanage.

It had been in 1985, through the headsets of a helicopter being flown by a veteran Night Stalker named Steel. Being called a customer put me off. It felt too much like business, too transactional—not how warriors should think of their comrades. I soon came to see that the Night Stalkers’ constant use of the term was a skillful way of reminding themselves that they existed to support and enable the forces—the customers—whom they flew. The culture that formed around this word was one of the Night Stalkers’ great strengths.

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

These and similar moments from our military’s past were on my mind as the enemy in Iraq appeared ever more sinister. I sought to emphasize in my force, and in myself, the necessary discipline to fight enemies whose very tactic was to instill terror and incite indignation. Maintaining our force’s moral compass was not a difficult concept to understand. Armies without discipline are mobs; killing

In no class of warfare,” C. E. Callwell had written a hundred years earlier, about the “small wars” of the nineteenth century, “is a well organized and well served intelligence department more essential than in that against guerrillas.” The same qualities that made intelligence so important when countering guerrillas then—the difficulty of finding the enemy, of striking him, and of predicting his next move and defending against it—were increased a hundredfold when trying to counter terrorists in the age of electronic communication and car bombs.

From the first, I realized that being organized was the key to real compassion. There was a natural tendency for Annie, me, and other key leaders to flock to the bedsides of injured paratroopers or spend time with grieving, frightened family members. But organizing and focusing the paratroopers and spouses of the battalion allowed us to have a greater impact.

opening speaker began his remarks by saying, “Ladies and gentlemen, the plane is no longer the problem.”*

Given these failures, in 1962 NASA leadership had doubts about the feasibility of Kennedy’s goal. “Most of us in the Space Task Group thought [Kennedy] was daft,” recalled a NASA executive. “I mean, we didn’t think we could do it. We didn’t refuse to accept the challenge, but God, we didn’t know how to do [Earth] orbit determination, much less project orbits to the Moon.

Humans are great optimizers. We look at everything around us, whether a cow, a house, or a share portfolio, and ask ourselves how we can manage it to get the best return. Our modus operandi is to break the things we’re managing down into its component parts and understand how each part functions and what inputs will yield the greatest outputs . . . [but] the more you optimize elements of a complex system of humans and nature for some specific goal, the more you diminish that system’s resilience. A drive for efficient optimal state outcome has the effect of making the total system more vulnerable to shocks and disturbances.

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school. How could such a no-account person challenge this intensely social-science-oriented administration?

because of the density of linkages, complex systems fluctuate extremely and exhibit unpredictability

A robust protection against a known threat isn’t always sufficient

not to dissuade, but to inspire

Experience had taught me that nothing was heard until it had been said several times.

There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission. PART

Within our Task Force, as in a garden, the outcome was less dependent on the initial planting than on consistent maintenance. Watering, weeding, and protecting plants from rabbits and disease are essential for success. The gardener cannot actually “grow” tomatoes, squash, or beans—she can only foster an environment in which the plants do so.

some things cannot be fitted into a reductionist straitjacket. Attempts to control complex systems by using the kind of mechanical, reductionist thinking championed by thinkers from Newton to Taylor—breaking everything down into component parts, or optimizing individual elements—tend to be pointless at best or destructive at worst.

It was tradition, albeit a bad one, in mechanized units, to steal and hoard spare parts. It was certainly tempting. Possessing extra parts gave a driver or unit the ability to repair a vehicle rapidly, without going through the Army Repair Parts system with its paperwork and time lag for delivery. For a commander, fixing a vehicle rapidly meant better vehicle readiness reporting - a positive metric of performance. For a solider, fixing a vehicle rapidly meant finishing work earlier and having more time off. In countless movies over the years, Hollywood glamorized the "scrounger" who could come up with scarce parts quickly. But Graney knew it killed the system we ultimately depended on, and he taught us why. Besides the obvious theft involved, stealing or hoarding parts meant vehicles were fixed without forcing the repair system to work. The more we went around it, the less responsible it was. It was basic, but getting the basics right was Graney's brilliance.

Minister Atmar drove the point home with quiet, haunting power. “If the elections fail,” he said in his characteristically soft voice, “I would recommend that the international community not waste any more blood or treasure here.

By nature, police are far harder to build than armies. Their decentralized employment disperses them in small elements that are vulnerable to improper pressure and corruption.

Still, against the cacophony of withering criticism they regularly received, I’d point out that the Afghan National Police were dying in far greater numbers fighting the insurgency than any other force.

It also revealed the systematic indoctrination of countless Iraqis who’d arrived into the system with little ideological fervor,

After Iraq, “nation building” was an unpopular term.

it appeared insurgents had turned toward targeting civilians in order to defeat our attempt to protect them.

Taliban rule, financed largely with drug cultivation, was not popular.

the Taliban had arrested him for carrying cassette tapes.

We do not like the Taliban, but Adbul Rahman Jan and his police gangs are intolerable. They steal from us and rape our children.

How do you train a leviathan to improvise?

Laszlo Bock, Work Rules (New York: Grand Central Publishing, 2015) David Brooks, The Social Animal (New York: Random House, 2011) Arie de Geus, The Living Company (Boston, MA: Harvard Business Review Press, 2002) Angela Duckworth, Grit: The Power of Perseverance and Passion (New York: Scribner, 2016) Charles Duhigg, The Power of Habit: Why We Do What We Do in Life and Business (New York: Random House, 2012) Amy Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (San Francisco: Jossey-Bass Pfeiffer, 2012) Adam Grant, Give and Take (New York: Viking, 2013) Richard Hackman, Leading Teams (Boston, MA: Harvard Business Review Press, 2002) Chip and Dan Heath, Switch: How to Change Things When Change is Hard (New York: Broadway Books, 2010) Sebastian Junger, Tribe: On Homecoming and Belonging (New York: HarperCollins, 2016) James Kerr, Legacy (London: Constable & Robinson, 2013) Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable (San Francisco: Jossey-Bass, 2002) Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World (New York: Portfolio, 2015). Mark Pagel, Wired for Culture (New York: W. W. Norton & Company, 2012) Daniel Pink, Drive: The Surprising Truth About What Motivates Us (New York: Riverhead Books, 2009) Amanda Ripley, The Smartest Kids in the World: And How They Got That Way (New York: Simon & Schuster, 2013) Edgar H. Schein, Helping (Oakland, CA: Berrett-Koehler Publishers, 2009) Edgar H. Schein, Humble Inquiry (Oakland, CA: Berrett-Koehler Publishers, 2013) Peter M. Senge, The Fifth Discipline (New York: Doubleday Business, 1990) Michael Tomasello, Why We Cooperate (Cambridge, MA: MIT Press, 2009)

Though teams have proliferated across organizations from hospitals to airline crews, almost without exception this has happened within the confines of broader reductionist structures, and this has limited their adaptive potential.

Systems thinking has been used to understand everything from the functioning of a city to the internal dynamics of a skin cell, and plays a key role in deciphering interdependence.

Everyone knew the boat kept flipping, but without a clear view of what everyone else was doing, nobody could see why or how to change it.

We wanted to fuse generalized awareness with specialized expertise.

physical space has for a century been used to facilitate and enforce efficiency and specialization. Along with factory assembly lines, the architectural frames of white-collar work have evolved to maximize efficiency.

emphasis on group success spurs cooperation, and fosters trust and purpose. But people cooperate only if they can see the interdependent reality of their environment.

It is now a building in which individuals toil independently in accordance with top-down, need-to-know reductionist planning. They might as well be spread around the globe.

We knew that forging the neural network that would facilitate our emergent analysis of complex problems was vital for our long-term success, so we designed prepackaged communication bundles that our teams could take into the field, wherever they were in the world.

multiorganization fusion cells.

being effective in today’s world is less a question of optimizing for a known (and relatively stable) set of variables than responsiveness to a constantly shifting environment. Adaptability,

the recently minted military acronym VUCA (volatility, uncertainty, complexity, and ambiguity). They

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school.14 How could such a no-account person challenge this intensely social-science-oriented administration? But it was public school teachers who made the most obvious target for professional reprimand by the administration. They are, after all, pointedly different from other highly educated professions: Teachers are represented by trade unions, not proper professional associations, and their values of seniority and solidarity conflict with the cult of merit embraced by other professions. For years, the school reform movement has worked to replace or weaken teachers’ unions with remedies like standardized testing, charter schools, and tactical deployment of the cadres of Teach for America, a corps of enthusiastic graduates from highly ranked colleges who take on teaching duties in classrooms across the country after only minimal training.

later used a specific question when talking to junior officers and sergeants in small bases in Afghanistan: “If I told you that you weren’t going home until we win—what would you do differently?” At first they would chuckle, assuming I was joking, but soon realized I wasn’t. At that point most became very thoughtful

Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

The lesson boils down to this: hanging a Risk sign on offices is irrelevant if they lack the influence to shift organizational decision-making. Our structures are not effective in name alone—accountability and authority have to be operationalized to best posture ourselves against risk.

The insights of resilience thinking are applicable to many domains in which people are searching for a way forward in the face of uncertainty. The key lies in shifting our focus from predicting to reconfiguring. By embracing humility—recognizing the inevitability of surprises and unknowns—and concentrating on systems that can survive and indeed benefit from such surprises, we can triumph over volatility. As Zolli puts it, “if we cannot control the volatile tides of change, we can learn to build better boats.

THE “NEED TO KNOW” FALLACY

The habit of constraining information derives in part from modern security concerns, but also from the inured preference for clearly defined, mechanistic processes—whether factory floors or corporate org charts—in which people need to know only their own piece of the puzzle to do their job.

Everyone has to see the system in its entirety for the plan to work.

we were failing to create useful bonds between one team and the next.

In today’s world, creativity is a collaborative endeavor. Innovation is a team effort.

how organizations need to reinvent themselves. This involves breaking down silos, working across divisions, and mastering the flexible response that comes from true teamwork and collaboration.

After identifying the adaptable and networked nature of Al Qaeda, the general and his team explored why traditional organizations aren’t adaptable. One conclusion they reached was that agility and adaptability are normally limited to small teams. They explored the traits that make small teams adaptable, such as trust, common purpose, shared awareness, and the empowerment of individual members to act.