Along the way, Mattis recounts his foundational experiences as a leader, extracting the lessons he has learned about the nature of warfighting and peacemaking, the importance of allies, and the strategic dilemmas--and short-sighted thinking--now facing our nation. He makes it clear why America must return to a strategic footing so as not to continue winning battles but fighting inconclusive wars.Mattis divides his book into three parts: Direct Leadership, Executive Leadership, and Strategic Leadership. In the first part, Mattis recalls his early experiences leading Marines into battle, when he knew his troops as well as his own brothers. In the second part, he explores what it means to command thousands of troops and how to adapt your leadership style to ensure your intent is understood by your most junior troops so that they can own their mission. In the third part, Mattis describes the challenges and techniques of leadership at the strategic level, where military leaders reconcile war's grim realities with political leaders' human aspirations, where complexity reigns and the consequences of imprudence are severe, even catastrophic.Call Sign Chaos is a memoir of a life of warfighting and lifelong learning, following along as Mattis rises from Marine recruit to four-star general. It is a journey about learning to lead and a story about how he, through constant study and action, developed a unique leadership philosophy, one relevant to us all.

    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.

    As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well.But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn't challenged, the answer was "Because you told me to." Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. That's when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command.No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.

    New York Times BestsellerWhen Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value.Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often.Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important.Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

    When he learned how to see again, he didn't want anyone's pity. People shouldn't feel sorry for him, he decided, and they shouldn't feel sorry for themselves either. Most people's everyday challenges aren't as extreme as surviving combat or working to regain their sight, but that's just Crenshaw's point: If we can meet life's toughest challenges without resenting our luck or complaining, minor daily obstacles aren't worth our outrage. "Microaggressions" and "triggers" from mere words mean little to someone who's had bullets fly by their head. That's Crenshaw's simple lesson in FORTITUDE: Lighten up, toughen up, and get to work on what's important (hint: it's not giving into a culture of outrage, playing the victim, and seeking an apology).FORTITUDE is a no-nonsense advice book for a society desperately in need of tough love. With meditations on perseverance, failure, and finding much-needed heroes, the book is the antidote for a prevailing "safety culture" of trigger warnings and safe spaces. Interspersed with lessons and advice is Crenshaw's own story of how an average American kid from the Houston suburbs has faced all sorts of unexpected situations -- from war zones to the halls of Congress -- and managed to navigate them all with a few simple tricks: a sense of humor and an even greater sense that, no matter what anyone else around us says or does, we are in control of our own destiny.

    Mayor Rudoph Guiliani had barely escaped with his life in the collapse of the first tower. Fires burned furiously near the site as the other buildings verged on collapse. Air Force fighter jets criss-crossed the sky to ward off other attacks. And yet in those moments after the calamity, and in the following days and months, Mayor Guiliani not only steered the city through the crisis, but did so with an assurance and authority that was hailed around the world as a model of courageous leadership. In this book, Guiliani describes vividly the chaos and horror of the twin-towers catastrophe, and explains how the rules of management he enforced as Mayor enabled him to gain control of the emergency. These are also the rules, Guiliani makes clear, that anyone in a leadership position - from the head of a large corporation to the owner of a corner shop - can use to inspire others and achieve concrete results.

    Hackworth presents a vivid and powerful portrait of a life of patriotism.From age fifteen to forty David Hackworth devoted himself to the US Army and fast became a living legend. In 1971, however, he appeared on television to decry the doomed war effort in Vietnam. With About Face, he has written what many Vietnam veterans have called the most important book of their generation.From Korea to Berlin, from the Cuban missile crisis to Vietnam, Hackworth’s story is that of an exemplary patriot, played out against the backdrop of the changing fortunes of America and the American military. It is also a stunning indictment of the Pentagon’s fundamental misunderstanding of the Vietnam conflict and of the bureaucracy of self-interest that fuelled the war.Heavily decorated Colonel Hackworth narrates his life and disillusionment during Vietnam. Orphaned before he was a year old, he found his home at 15 in the Army. In Korea, heroism gave him a battlefield commission at 20. During the Cold War, he commanded at the Berlin wall and the Cuban missile crises. But Vietnam led to disillusionment.

    Some remember him as the greatest U.S. fighter pilot ever -- the man who, in simulated air-to-air combat, defeated every challenger in less than forty seconds. Some recall him as the father of our country's most legendary fighter aircraft -- the F-15 and F-16. Still others think of Boyd as the most influential military theorist since Sun Tzu. They know only half the story. Boyd, more than any other person, saved fighter aviation from the predations of the Strategic Air Command. His manual of fighter tactics changed the way every air force in the world flies and fights. He discovered a physical theory that forever altered the way fighter planes were designed. Later in life, he developed a theory of military strategy that has been adopted throughout the world and even applied to business models for maximizing efficiency. And in one of the most startling and unknown stories of modern military history, the Air Force fighter pilot taught the U.S. Marine Corps how to fight war on the ground. His ideas led to America's swift and decisive victory in the Gulf War and foretold the terrorist attacks of September 11, 2001. On a personal level, Boyd rarely met a general he couldn't offend. He was loud, abrasive, and profane. A man of daring, ferocious passion and intractable stubbornness, he was that most American of heroes -- a rebel who cared not for his reputation or fortune but for his country. He was a true patriot, a man who made a career of challenging the shortsighted and self-serving Pentagon bureaucracy. America owes Boyd and his disciples -- the six men known as the "Acolytes" -- a great debt. Robert Coram finally brings to light the remarkable story of a man who polarized all who knew him, but who left a legacy that will influence the military -- and all of America -- for decades to come . . .

    Roosevelt, and Lyndon B. Johnson (in civil rights)—to show how they recognized leadership qualities within themselves and were recognized as leaders by others. By looking back to their first entries into public life, we encounter them at a time when their paths were filled with confusion, fear, and hope.Leadership tells the story of how they all collided with dramatic reversals that disrupted their lives and threatened to shatter forever their ambitions. Nonetheless, they all emerged fitted to confront the contours and dilemmas of their times. No common pattern describes the trajectory of leadership. Although set apart in background, abilities, and temperament, these men shared a fierce ambition and a deep-seated resilience that enabled them to surmount uncommon hardships. At their best, all four were guided by a sense of moral purpose. At moments of great challenge, they were able to summon their talents to enlarge the opportunities and lives of others.

    In The Generals, Thomas E. Ricks sets out to explain why that is. In part it is the story of a widening gulf between performance and accountability. During the Second World War, scores of American generals were relieved of command simply for not being good enough. Today, as one American colonel said bitterly during the Iraq War, “As matters stand now, a private who loses a rifle suffers far greater consequences than a general who loses a war.”In The Generals we meet great leaders and suspect ones, generals who rose to the occasion and those who failed themselves and their soldiers. Marshall and Eisenhower cast long shadows over this story, as does the less familiar Marine General O. P. Smith, whose fighting retreat from the Chinese onslaught into Korea in the winter of 1950 snatched a kind of victory from the jaws of annihilation.But Korea also showed the first signs of an army leadership culture that neither punished mediocrity nor particularly rewarded daring. In the Vietnam War, the problem grew worse until, finally, American military leadership bottomed out. The My Lai massacre, Ricks shows us, is the emblematic event of this dark chapter of our history. In the wake of Vietnam a battle for the soul of the U.S. Army was waged with impressive success. It became a transformed institution, reinvigorated from the bottom up. But if the body was highly toned, its head still suffered from familiar problems, resulting in tactically savvy but strategically obtuse leadership that would win battles but end wars badly from the first Iraq War of 1990 through to the present.Ricks has made a close study of America’s military leaders for three decades, and in his hands this story resounds with larger meaning: about the transmission of values, about strategic thinking, and about the difference between an organization that learns and one that fails.

    But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Otherwise, by playing back, you may protect yourself, but you will be less successful in protecting America. "Play to the edge" was Hayden's guiding principle when he ran the National Security Agency, and it remained so when he ran CIA.  In his view, many shortsighted and uninformed people are quick to criticize, and this book will give them much to chew on but little easy comfort; it is an unapologetic insider's look told from the perspective of the people who faced awesome responsibilities head on, in the moment.   How did American intelligence respond to terrorism, a major war and the most sweeping technological revolution in the last 500 years?  What was NSA before 9/11 and how did it change in its aftermath?  Why did NSA begin the controversial terrorist surveillance program that included the acquisition of domestic phone records? What else was set in motion during this period that formed the backdrop for the infamous Snowden revelations in 2013?     As Director of CIA in the last three years of the Bush administration,  Hayden had to deal with the rendition, detention and interrogation program as bequeathed to him by his predecessors. He also had to ramp up the agency to support its role in the targeted killing program that began to dramatically increase in July 2008. This was a time of great crisis at CIA, and some agency veterans have credited Hayden with actually saving the agency. He himself won't go that far, but he freely acknowledges that CIA helped turn the American security establishment into the most effective killing machine in the history of armed conflict.   For 10 years, then, General Michael Hayden was a participant in some of the most telling events in the annals of American national security. General Hayden's goals are in writing this book are simple and unwavering: No apologies. No excuses. Just what happened. And why. As he writes, "There is a story here that deserves to be told, without varnish and without spin. My view is my view, and others will certainly have different perspectives, but this view deserves to be told to create as complete a history as possible of these turbulent times. I bear no grudges, or at least not many, but I do want this to be a straightforward and readable history for that slice of the American population who depend on and appreciate intelligence, but who do not have the time to master its many obscure characteristics."

    At its heart are Powell's "Thirteen Rules"—notes he gathered over the years and that now form the basis of his leadership presentations given throughout the world. Powell's short but sweet rules—among them, "Get mad, then get over it" and "Share credit"—are illustrated by revealing personal stories that introduce and expand upon his principles for effective leadership: conviction, hard work, and, above all, respect for others. In work and in life, Powell writes, "it's about how we touch and are touched by the people we meet. It's all about the people."A natural storyteller, Powell offers warm and engaging parables with wise advice on succeeding in the workplace and beyond. "Trust your people," he counsels as he delegates presidential briefing responsibilities to two junior State Department desk officers. "Do your best—someone is watching," he advises those just starting out, recalling his own teenage summer job mopping floors in a soda-bottling factory.Powell combines the insights he has gained serving in the top ranks of the military and in four presidential administrations with the lessons he's learned from his immigrant-family upbringing in the Bronx, his training in the ROTC, and his growth as an Army officer. The result is a powerful portrait of a leader who is reflective, self-effacing, and grateful for the contributions of everyone he works with.Colin Powell's It Worked for Me is bound to inspire, move, and surprise readers. Thoughtful and revealing, it is a brilliant and original blueprint for leadership.

    To make matters worse, Lincoln, who was elected by a minority of the popular vote, was viewed by his own advisors as nothing more than a gawky, second-rate country lawyer with no leadership experience. What Lincoln did to become our most honored and revered president is history, how he can help you to run your organization is not.Lincoln On Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world. You'll discover why you should:* Seize the initiative and never relinquish it* Wage only one war at a time* Encourage risk-taking while providing job security* Avoid issuing orders and instead - request, imply, or make suggestions* Once in a while, let things slip, unbenowst-like...and much much more.