Chris Fussell

Tantum Collins

David Silverman

Stanley McChrystal

Wie adaptive Strukturen Organisationen dabei helfen, sich den Gegebenheiten ihres Umfelds anzupassen General Stanley Allen McChrystal, langjähriger Kommandeur des Joint Special Operations Command und Kommandeur der ISAF sowie der US Forces in Afghanistan, entwickelt nach seinen Erfahrungen in „Team of Teams“ ein klares Verständnis von erfolgreichen Basiseinheiten in unsicherer Lage. Diese funktionieren dann exzellent, wenn ineinander verschachtelte Teams die Organisationen bilden, Leitprinzipien das Miteinander regeln und nichts auf Dauer gestellt ist – selbst die Leitprinzipien nicht, da auch diese nur eine Antwort auf die momentan gültige Situationsdeutung darstellen. Geleitet wird diese anpassungsfähige Organisationsstruktur von einem „Team der Teams“, welches das Netzwerk in seinen Metastrukturen hält, Kommunikationsforen strikt und zentral vorgibt sowie extreme Transparenz pflegt und verlangt. In diesem Buch werden die Erfahrungen mit hochleistungsfähigen Teams am Beispiel der ISAF-Truppen destilliert und dienen dazu, den Improvisationswillen auch bei „normalen“ Organisationen anzuregen. Die gute Botschaft für Veränderungswillige: Es ist noch kein Meister vom Himmel gefallen. Die schlechte: Es gibt nur eine temporäre Stabilität, man muss in Bewegung bleiben. Die Autoren Vier-Sterne-General Stanley McChrystal war zuletzt Befehlshaber aller US-amerikanischen und internationalen Streitkräfte in Afghanistan. Zuvor war er Direktor des Führungsstabes und Kommandant des Joint Special Operations Command. McChrystal ist derzeit Senior Fellow am Jackson Institute for Global Affairs der Universität Yale und Mitbegründer der McChrystal Group, einem Beratungsunternehmen, in dem Tantum Collins, David Silverman und Chris Fussell seine Kollegen sind.

Wie Organisationen ihre Anpassungsfähigkeit in einer komplexen Welt verbessern können

Team of Teams

Anna Butrico

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.

A User's Guide

Risk

Jeff Eggers

Jay Mangone

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.

Myth and Reality

Leaders

AN INSTANT NEW YORK TIMES BESTSELLER

From 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 Paine

How 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 profound: 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.

Choices that define a life

On Character

Jason Mangone

The bestselling author of Team of Teams dismantles the Great Man theory of leadership, by profiling leaders whose real stories defy their legends. In Leaders, retired four-star general Stan McChrystal explores what leadership really means, debunking the many myths that have surrounded the concept. He focuses on thirteen great leaders, showing that the lessons we commonly draw from their lives are seldom the correct ones. Leaders featured in the book include: Founders: Walt Disney and Coco Chanel Zealots: Maximilien Robespierre and Abu Musab Zarkawi Powerbrokers: Margaret Thatcher and Boss Tweed And other leaders profiled include geniuses Albert Einstein and Leonard Bernstein, reformers Martin Luther and Martin Luther King, Jr., and heroes Harriet Tubman and Zheng He. Ultimately, McChrystal posits that different environments will require different leaders, and that followers will choose the leader they need. Aspiring leaders will be best served not by cultivating a standard set of textbook leadership qualities, but by learning to discern what is required in each situation. 'Leaders rexamines old notions of leadership - especially the outdated view that history is shaped by great men going it alone' - SHERYL SANDBERG, COO of Facebook and founder of LeanIn.Org 'Leaders takes us deeper than most other leadership books into the true and often messy mechanics of leadership. Anyone who considers themselves a student of leadership must read this book' - SIMON SINEK, optimist and author of Start With Why and Leader Eat Last

Stanley McChrystal and Jeff Eggers

Retired four-star general Stan McChrystal has studied leadership his whole adult life, from his first day at West Point to his most recent work with the corporate clients of the McChrystal Group. In this follow-up to his bestsellers My Share of the TaskandTeam of Teams, McChrystal explores what leadership really means, debunking the many myths that have surrounded the concept. He focuses on thirteen great leaders, showing that the lessons we commonly draw from their lives are seldom the correct ones. These include- Founders- Walt Disney built his empire thinking he was a man of the people, but was actually a bit of a tyrant to the working man. Coco Chanel hid her humble background to pretend she was an aristocrat, but was obsessed with making clothes for the common people. Zealots- Maximilien Robespierre whipped his revolutionaries into a frenzy through his writing, while Abu Musab Zarkawi moved on the front lines of the battlefield, winning over his followers through his personal charisma. Powerbrokers- Margaret Thatcher and Boss Tweed, whose respective reigns depended on the networks they cultivated. Other leaders profiled include geniuses Albert Einstein and Leonard Bernstein, reformers Martin Luther and Martin Luther King, Jr., and heroes Harriet Tubman and Zheng He. Ultimately, McChrystal posits that different environments will require different leaders, and that followers will choose the leader they need. Aspiring leaders will be best served not by cultivating a standard set of textbook leadership qualities, but by learning to discern what is required in each situation.

A Leader's Guide to Risk

Control

Als ehemaliger General und Kommandeur der Afghanistantruppen kennt sich Stanley McChrystal bestens mit Führung aus. Er zeigt, dass Führung nicht das ist, was man gemeinhin denkt – das es das auch nie war! Führung ist dann herausragend, wenn sie einen unkonventionellen Weg einschlägt. 13 bekannte Führungspersönlichkeiten aus verschiedenen Bereichen und Epochen belegen dies in seinem Buch: Walt Disney und Coco Chanel erschufen beide auf ihre Weise Unternehmensimperien. Margaret Thatcher gelangte an die Spitze von Großbritannien und die Geistlichen Martin Luther und sein Namensvetter Martin Luther King jr. führten beide zu ihrer Zeit weltverändernde Bewegungen an. Anhand der einzigartigen Erfolgsgeschichten räumt der Autor mit gängigen Mythen auf und zeigt, was gute Führung in der Praxis tatsächlich ausmacht.

Mythos und Realität

Führung

Hogyan egyesítsük a kis csapatokra jellemző rugalmasságot és összetartást a nagy szervezetek lehetőségeivel és erőforrásaival? Stanley McChrystal tábornok óriási, nemzetközi szövetségesekből álló, hierarchikus felépítésű, fegyelmezett hadi gépezetet vezetett, ám az al-Káidával szemben mit sem számított létszámbeli, felszerelésben és kiképzettségben megmutatkozó fölényük. A hadsereg hagyományos működése nem felelt meg napjaink hadviselésének, ezért McChrystal a háború kellős közepén átláthatóan kommunikáló, decentralizált hálózattá alakította csapatait. A háborúban tapasztalt kihívások tanulságai az üzleti vállalkozások, nonprofit és egyéb szervezetek számára is példaértékűek. A könyv által ismertetett stratégia minden területen működőképes, akár egy kórházról, akár a NASA-ról van szó, és a vezetők akkor cselekednek a legbölcsebben, ha kísérletezési szabadsággal és szervezeti szintű rálátással ruházzák fel csapataikat.

Stanley McChrystal

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