An entirely new way to understand risk and master uncertainty in business, from the bestselling author of Team of Teams
Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat; he has seen how individuals and organizations, too often and to great cost, 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 Risk, McChrystal offers a new system of responding to risk, through ten dimensions of control we can adjust at any given time including: diversity, adaptability, communication, technology, and leadership. By monitoring these controls, we can anticipate, identify, analyze, and act when things do not go as planned. Drawing on compelling examples ranging from military history to the business world, and offering practical exercises, McChrystal illustrates how these ten factors are almost always in effect, and how by considering them, individuals and organizations can exert mastery over risk.
Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat; he has seen how individuals and organizations, too often and to great cost, 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 Risk, McChrystal offers a new system of responding to risk, through ten dimensions of control we can adjust at any given time including: diversity, adaptability, communication, technology, and leadership. By monitoring these controls, we can anticipate, identify, analyze, and act when things do not go as planned. Drawing on compelling examples ranging from military history to the business world, and offering practical exercises, McChrystal illustrates how these ten factors are almost always in effect, and how by considering them, individuals and organizations can exert mastery over risk.
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.
The bestselling author of Team of Teams dismantles the Great Man theory of leadership, by profiling leaders whose real stories defy their legends.
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 Task and Team 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.
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