After a final review and some nods, the men pulled themselves off the couches and moved to the kitchen to grab equipment. The spot where the Volkswagen, their lead vehicle, was supposed to wait had been taken by a dump truck. The young faces betrayed the tangle of confusion and excitement that the older men knew would soon give way to fear. By December, there had been more major terrorist attacks in Iraq alone than there had been in the entire world in 2003. He was undeniably bright and able. Organizational Context He pulled the front door open. The first Hyundai driver took a breath, and ground the accelerator into the floor. Information flowed nonstop through a “farm” of antennae and satellite dishes into an operations center the size of a basketball court. Really enjoyed the book and the recaps, one of the best books I’ve read, it helps you contemplate where you need to go next!!! Find all the books, read about the author, and more. The example teams are: a Development Team, a Customer Support Team and a Steering Team. Laptop computers and plasma displays connected by an arterial network of wires and cables covered the plywood walls and tables we had hastily built the previous spring. Veterans of our war watched from afar in sullen frustration as ground we’d taken foot by foot, and yard by bloody yard, fell to yet another extremist movement that advanced with seeming ease despite being outmanned and outgunned by government forces. The building appeared unremarkable—another ripple in the pixelated waves of tan cinder block that extended to the horizon. A must-read book for anyone serious about taking their leadership further, faster.”—John Venhuizen, president & CEO, Ace Hardware Corporation “General Stan McChrystal’s Team of Teams is an instant classic. The role of the leader becomes creating the broader environment instead of command-and-control micromanaging. The war against a succession of terrorist groups that had simmered, with periodic outbursts since the 1970s, had gone white hot in the aftermath of 9/11 and the Task Force found itself first in Afghanistan, then, as the fight expanded, in the wider Middle East. Hostile fire was almost inevitable and, as always, precise intelligence on the enemy was lacking. This book won’t diminish the challenges or simplify the complexity of succeeding in this new age, but it will serve as a lens through which to understand it, in addition to outlining an approach that can allow an organization to adapt to the new requirements. He traveled to Afghanistan and Pakistan in search of jihadist glory, hoping to play a glamorous role in fighting the infidel invaders (at the time, Soviets), but he was too late: the Soviets were already withdrawing from the decade-long conflict. NY: Penguin Publishing Group, 2015, 304 pages . In the years that followed we (I had rejoined the Task Force in October of 2003) found ourselves in a bitter fight that, in the beginning, was as confounding as it was bloody. Our fighters had persevered through the most demanding training in the history of special operations; theirs had attended a smattering of madrassas scattered across the Arabian Peninsula and North Africa. They decried the shameless tactics employed by their enemy. But we knew it hadn’t been. To a great degree, they are. Efficiency, once the sole icon on the hill, must make room for adaptability in structures, processes, and mind-sets that is often uncomfortable. The United States and coalition forces had entered Iraq to depose Saddam Hussein, which they did in short order. It uses three different teams to illustrate how these principles can be adapted to suit their differing needs. Almost everything we did ran against the grain of military tradition and of general organizational practice. A sheer eye opener. The soldier held tightly to the twisting figure. Before we begin, a thought. Thirty-five children now lay dead; 10 Americans and 140 Iraqis wounded. I round out the quartet, with a bit more mileage on me than my colleagues, but still more student than teacher in our examination of this critical idea. In today’s world, creativity is a collaborative endeavor. So it was incredibly frustrating to see the ministry continue to recruit new police candidates and deploy them to operational areas before they were trained. If you’re worried that a book with this title by a prominent retired General is just another version of “Super leadership secrets of the Navy SEALs” don’t worry. This book is the work of four very different individuals, three of whom shared wartime experiences, and a fourth who shares our fascination and passion for the subject. The door of a small house on the corner swung open and the men shuffled inside. Each sweep of his hand represented the culmination of weeks of work: the decryption and reconciliation of intelligence, the gathering and assembly of special hardware. We are in uncharted territory in many areas, and if we don’t adapt, technology, networks and the hackers of the systems will steamroll you. The Afghan minister of the interior was a slightly built, soft-spoken man with a demeanor of unfailing courtesy, so his statement had the tone of patient explanation rather than indignation or defensiveness. Part V: Looking Ahead opens with a detailed look at how trust, common purpose, shared consciousness, and empowered execution drove the successful hunt for Abu Musab al-Zarqawi, travels with Alexis de Tocqueville as he holds a mirror up to America’s face, and argues that to succeed, maybe even to survive, in the new environment, organizations and leaders must fundamentally change. The cars drove slowly through crowded streets, through the clamor of vendors seeking customers, parents reprimanding children, and teenage boys harassing hijab-clad girls; through the scents of fresh food, rotting food, and stray dogs. Mothers searched frantically for their sons and daughters. Organizations must be networked, not siloed, in order to succeed. Through on-site, practical work with client partners, we’ve seen firsthand the tornado of changing factors—once-comforting constants transformed into variables that defy predictability and challenge traditional models of leadership and management. This acclaimed book by Tantum Collins is available at eBookMall.com in several formats for your eReader. In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. If that requires you to change, that’s your mission. It is important to state up front what this book is, and what it is not. Twelve minutes later than scheduled, all four cars were in position. Their experience together had built a near-telepathic connection. Something went wrong. Today, the challenges faced by our Task Force are shared by contemporary organizations, which, like us, developed tremendous competencies for dealing with a world that no longer exists. The drivers adapted wordlessly: the Hyundais circled the block while the Volkswagen found a new spot nearby at 7 Nissan Street. This book is extremely useful as a leadership concept or philosophy primer for current and future military and business leaders that want to become better leaders. His mother eventually shipped him off to a mosque renowned for its Salafist bent (a deeply conservative strain of Sunni Islam). What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization?When General Stanley McChrystal took command of the Joint Special Operations Task Force in Iraq in 2003, he quickly realized that conventional military tactics were failing. But in place of the straight lines and right angles of a military command, we found ourselves drawing tangled networks that did not resemble any organizational structure we had ever seen. Speeding into the pack of soldiers and children who had emerged, stupefied, to collect debris and identify bodies, it detonated its payload. Water treatment and sewage processing plants sat idle, and human waste backed up into the streets, producing an omnipresent, nauseating stench. On the day of the sewage plant bombing, I sat in a Saddam-era double-thick concrete aircraft shelter at Balad Airbase, some sixty miles north of El Amel. The creations he was most proud of, he said, were the teams he had produced, starting with the original Macintosh team working under a pirate flag in the early 1980s and the remarkable team he had assembled by the time he stepped down from Apple in 2011. Instead, we evolved in rapid iterations, changing—assessing—changing again. Although lavishly resourced and exquisitely trained, we found ourselves losing to an enemy that, by traditional calculus, we should have dominated. This involves creating a team of teams to foster cross-silo collaboration. We draw on the best insights from science plus the experience of virtual team members to offer practical wisdom and tangible tips for leading high-performing, high-engagement virtual teams. Over time we came to realize that more than our foe, we were actually struggling to cope with an environment that was fundamentally different from anything we’d planned or trained for. The genesis of this story lies in the transformation of an elite military organization, the Joint Special Operations Task Force (described in this volume simply as “the Task Force,” or TF) in the midst of a war. promote a leadership method that improves speed and flex-ibility, and will reduce leader anxiety, increase efficiencies, and save jobs or lives. We’ll then look at the leaders we’ve traditionally sought, and why they are perhaps an endangered species in the new environment. Stop pushing and it doesn’t continue, or even rest in place; it rolls backward. The pursuit of “efficiency”—getting the most with the least investment of energy, time, or money—was once a laudable goal, but 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. Five muscled silhouettes, midnight blue against the sand-colored sunrise, moved down an otherwise empty street on the outskirts of the El Amel neighborhood in Baghdad. Through a fifteen-inch plastic model we’ll pursue the model of “Eyes On—Hands Off” leadership. They began setting up a perimeter and triaging the wounded. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. Your recently viewed items and featured recommendations, Select the department you want to search in. When the thirty-three-year-old walked out of prison, he was poised to assume what would become a central role in the post-9/11 wars. This involves breaking down silos, working across divisions, and mastering the flexible response that comes from true teamwork and collaboration. Reviewing published studies and interviewing experts in a wide variety of fields who generously shared their time, we have put our personal experience under the microscope to validate our findings against their wisdom. By adapting, the Greeks found their way home. An unexpected and surprising wealth of information and wonder, it provides a blueprint for how to cope with increasing complexity in the world. Zarqawi’s goal was a sectarian civil war between Iraq’s Sunni and Shia populations. In the course of this fight, we had to unlearn a great deal of what we thought we knew about how war—and the world—worked. Strategic thinking for leaders in the 21st century - real learning! We could, at will, tap into an unmatched well of firepower, armored vehicles, and cutting-edge surveillance; their technology consisted of IEDs assembled in safe-house basements from propane tanks and expired Soviet mortars. After years of fighting an unpopular war, he would do whatever it took to get home. But to have that all validated by a book about military strategy made this such an interesting read. Team of Rivals is a biographical portrait of President Abraham Lincoln and the men who served with him in his cabinet from 1861 to 1865. Perhaps, for a heartbeat, his rage gave way to a pang of regret before the exploding propane tanks and BB pellets in the trunk ripped through the vehicle’s steel exoskeleton and tore him apart. Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal. If youâre using a PC or Mac you can read this ebook online in a web browser, without downloading anything or installing software. There are stories of Pentagon office renovations removing a wall only to find behind it another wall covered in maps dating from a previous conflict. Decisions are pushed downward, allowing the members to act quickly. They were tough, flexible, and resilient, but more often than not they were poorly trained and underresourced. 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