During his long life, Basil H. Liddell Hart was considered one of the world's foremost military thinkers--a man generally regarded as the "Clausewitz of the 20th century." Strategy is a seminal work of military history and theory, a perfect companion to Sun-tzu’s The Art of War and Carl von Clauswitz’s On War. Liddell Hart stressed movement, flexibility, and surprise. He saw that in most military campaigns dislocation of the enemy's psychological and physical balance is prelude to victory. This dislocation results from a strategic indirect approach. Reflect for a moment on the results of direct confrontation (trench war in WW I) versus indirect dislocation (Blitzkreig in WW II). Liddell Hart is also tonic for business and political planning: just change the vocabulary and his concepts fit.

    And he's learned and experienced more about the real world and how things really work than most people could imagine.

    Herrington was an American intelligence advisor assigned to root out the enemy in the Hau Nghia province. His two-year mission to capture or kill Communist agents operating there was made all the more difficult by local officials who were reluctant to cooperate, villagers who were too scared to talk, and VC who would not go down without a fight. Herrington developed an unexpected but intense identification with the villagers in his jurisdiction–and learned the hard way that experiencing war was profoundly different from philosophizing about it in a seminar room.

    you teach guys and gals about leadership and you've helped not only military guys but families." - Megyn Kelly"You show in the book how to motivate... thanks for writing the book Extreme Ownership." Bill O'Reilly"[Jocko] is the co-author of an incredible new book - which I've been loving. Trust me. Buy it." - Tim Ferriss"This is a life-learning lesson for everyone... the book is awesome." - Sean HannitySent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails.Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields.Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment.A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.

    The British response was swift, some said foolhardy. The mission of the Battle Group under the command of Rear Admiral Sandy Woodward presented a challenge that seemed all but insurmountable, and it was to require men of the highest calibre, professionalism and fortitude to carry it off. It also required exceptional leadership. On that day Admiral Woodward was on Fleet exercises in the Mediterranean; a tentative desire for action expressed in his diary was ironically fulfilled as he was thrown into an experience he could never have wished for, would never repeat, and certainly will not forget. From leaving Gibraltar to his return to Brize Norton, one hundred days elapsed--and, on the way, it had been a very close call. At times reflective and personal, at other times revealing the steely logic of a supreme military tactician, these engrossing memoirs take us south through the vast, lonely waters of the Atlantic as hopes for peace faded and strategies of war evolved, then became reality, victory and aftermath. They tell of the repulse of the Argentinian navy and the defeat of their air forces; of the sinking of the Belgrano; and of the daring amphibious landing at Carlos Water, eight thousand miles from home. One Hundred Days is unique as a dramatic portrayal of the world of modern naval warfare, where equipment is of astonishing sophistication but the margins for human courage and error are as wide as in the days of Nelson; and it is unique, too, in its revelations of the mind of the commander involved in planning one of this century's most audacious ripostes to an unwelcome invader.

    

    A brief, but insightful look at history shows the evolution of combat, the development of the physical and psychological leverage that enables humans to kill other humans, followed by an objective examination of domestic violence in America. The authors reveal the nature of the warrior, brave men and women who train their minds and bodies to go to that place from which others flee. After examining the incredible impact of a few true warriors in battle, On Combat presents new and exciting research as to how to train the mind to become inoculated to stress, fear and even pain.

    Its purpose is to provide the reader--whether infantryman or not--with hitherto unavailable insights on the role that infantry plays in the larger battle and how that has helped shape the world that we live in today. Unique aspects of the book include the treatment of technical issues in non-technical language, the extensive use of German and French sources generally unavailable to the English-speaking reader, and the shattering of some long-cherished myths. Combat motivation and combat refusal, the role played by small units (such as the squad and fire team), the role of infantry in the Blitzkrieg, and many other issues often papered over in the literature of infantry are discussed and analyzed in detail in this revised edition.

    Journalist-historian S. L. A. Marshall wrote the first at the behest of Gen. George C. Marshall, who formed the great citizen army of World War II. The general believed officers of all services needed to base their professional commitment on a common moral-ethical grounding, which S. L. A. Marshall set out to explain. Ever since, these books have provided a foundation of thought, conduct, standards, and duty for American commissioned officers.Available now to the general public, this new edition takes the series’ inspirational premise into the new century. It educates officers of all services, as well as civilians, about the fundamental moral-ethical requirements of being a commissioned officer in the armed forces of the United States. Understanding the common foundation of commissioned leadership and command of U.S. military forces is essential for achieving excellence in the joint operations of today’s combat environment. This philosophy unites the officers of the uniformed services in the common calling of supporting, defending, and upholding the Constitution in service to their country.

    Army Chief of Staff's Professional Reading List, for "The Army Profession," March 2012. Selected by General James F. Amos, Commandant of the U.S. Marine Corps, as required reading for all senior enlisted men and all Majors and Lieutenant-Colonels, January 2013.Selected by Major General H.R. McMaster at the Maneuver Center of Excellence, Fort Benning, for the Leader Development Study Program, December 2013.  Winner of the Army Historical Foundation Distinguished Writing Award, 2012. In Command Culture, Jörg Muth examines the different paths the United States Army and the German Armed Forces traveled to select, educate, and promote their officers in the crucial time before World War II. Muth demonstrates that the military education system in Germany represented an organized effort where each school and examination provided the stepping stone for the next. But in the United States, there existed no communication about teaching contents or didactical matters among the various schools and academies, and they existed in a self chosen insular environment. American officers who finally made their way through an erratic selection process and past West Point to the important Command and General Staff School at Fort Leavenworth, Kansas, found themselves usually deeply disappointed, because they were faced again with a rather below average faculty who forced them after every exercise to accept the approved “school solution.”Command Culture explores the paradox that in Germany officers came from a closed authoritarian society but received an extremely open minded military education, whereas their counterparts in the United States came from one of the most democratic societies but received an outdated military education that harnessed their minds and limited their initiative. On the other hand, German officer candidates learned that in war everything is possible and a war of extermination acceptable. For American officers, raised in a democracy, certain boundaries could never be crossed. This work for the first time clearly explains the lack of audacity of many high ranking American officers during World War II, as well as the reason why so many German officers became perpetrators or accomplices of war crimes and atrocities or remained bystanders without speaking up. Those American officers who became outstanding leaders in World War II did so not so much because of their military education, but despite it.

    Nagl was an early convert to the view that America’s greatest future threats would come from asymmetric warfare—guerrillas, terrorists, and insurgents. But that made him an outsider within the army; and as if to double down on his dissidence, he scorned the conventional path to a general’s stars and got the military to send him back to Oxford to study the history of counterinsurgency in earnest, searching for guideposts for America. The result would become the bible of the counterinsurgency movement, a book called Learning to Eat Soup with a Knife.But it would take the events of 9/11 and the botched aftermath of the Iraq invasion to give counterinsurgency urgent contemporary relevance. John Nagl’s ideas finally met their war. But even as his book began ricocheting around the Pentagon, Nagl, now operations officer of a tank battalion of the 1st Infantry Division, deployed to a particularly unsettled quadrant of Iraq. Here theory met practice, violently. No one knew how messy even the most successful counterinsurgency campaign is better than Nagl, and his experience in Anbar Province cemented his view. After a year’s hard fighting, Nagl was sent to the Pentagon to work for Deputy Secretary of Defense Paul Wolfowitz, where he was tapped by General David Petraeus to coauthor the new army and marine counterinsurgency field manual, rewriting core army doctrine in the middle of two bloody land wars and helping the new ideas win acceptance in one of the planet’s most conservative bureaucracies. That doctrine changed the course of two wars and the thinking of an army.Nagl is not blind to the costs or consequences of counterinsurgency, a policy he compared to “eating soup with a knife.” The men who died under his command in Iraq will haunt him to his grave. When it comes to war, there are only bad choices; the question is only which ones are better and which worse. Nagl’s memoir is a profound education in modern war—in theory, in practice, and in the often tortured relationship between the two. It is essential reading for anyone who cares about the fate of America’s soldiers and the purposes for which their lives are put at risk.

    Barry R. McCaffrey, USA (Ret.)- Contributors include Gen. Gordon Sullivan, former U.S. Army Chief of Staff; Conrad Crane; Fred KaganThis bold, wide-ranging collection brings together some of the most noted military minds, past and present, to examine the crucial role of leadership in combat. Written while Christopher Kolenda was a faculty member in the history department at West Point, it covers both classic and modern concepts of leadership and uses case studies from Alexander the Great through World War II to illustrate principles of leadership in concrete historical contexts.

    Grant never sought fame of glory, nor did he try to tie his performance to personal reward. Instead, he concentrated on contribution and service. He looked upon being given increased responsibility not as increasing his power, but as increasing his ability to get the job done. "The great thing about Grant...is his perfect correctness and persistency of purpose." (Abraham Lincoln)In this masterful retelling of Grant's story, Al Kaltman draws on Grant's writings and life experiences to present a series of practical lessons on how to get superior performance from the troops.Going beyond mere "how-to's", Cigars, Whiskey & Winning deals with character traits, core beliefs, and fundamental values to reveal the secrets to becoming a winning leader that are as much about "who to be" as "what to do". And there isn't a chart, table, or checklist in sight-just a handy index of lessons for ready inspiration on demand.

    The 8th Habit: From Effectiveness to GreatnessFind your voice and help others find theirs.

    Today the public can't get enough of this once-forgotten explorer, and his actions have made him a model for great leadership and masterful crisis management. Now, through anecdotes, the diaries of the men in his crew, and Shackleton's own writing, Shackleton's leadership style and time-honored principles are translated for the modern business world. Written by two veteran business observers and illustrated with ship photographer Frank Hurley's masterpieces and other rarely seen photos, this practical book helps today's leaders follow Shackleton's triumphant example.