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.

    He conducted over forty capture/kill missions with his men in Iraq, locating more than 120 al-Qaida insurgents. But his journey was not without supreme challenges—both emotional and physical. Redman is brutally honest about his struggles to learn how to be an effective leader, yet that effort pales beside the story of his critical wounding in 2007 while leading a mission against a key al-Qaida commander. On that mission his team was ambushed and he was struck by machine-gun fire at point-blank range.During the intense recovery period that followed, Redman gained national attention when he posted a sign on his door at the National Naval Medical Center in Bethesda, warning all who entered not to "feel sorry for [his] wounds." His sign became both a statement and a symbol for wounded warriors everywhere.From his grueling SEAL training to his search for a balance between arrogance and humility, Redman shares it all in this inspiring and unforgettable account. He speaks candidly of the grit that sustained him despite grievous wounds, and of the extraordinary love and devotion of his wife, Erica, and his family, without whom he would not have survived.Vivid and powerful, emotionally resonant and illuminating, The Trident traces the evolution of a modern warrior, husband, and father, a man who has come to embody the never-say-die spirit that defines the SEALs, one of America's elite fighting forces.

    Even more important, he succeeded in never wavering from coaching his way, from a place of deep values. Jackson was tagged as the “Zen master” half in jest by sportswriters, but the nickname speaks to an important truth: this is a coach who inspired, not goaded; who led by awakening and challenging the better angels of his players’ nature, not their egos, fear, or greed.This is the story of a preacher’s kid from North Dakota who grew up to be one of the most innovative leaders of our time. In his quest to reinvent himself, Jackson explored everything from humanistic psychology and Native American philosophy to Zen meditation. In the process, he developed a new approach to leadership based on freedom, authenticity, and selfless teamwork that turned the hypercompetitive world of professional sports on its head. In Eleven Rings, Jackson candidly describes how he:Learned the secrets of mindfulness and team chemistry while playing for the champion New York Knicks in the 1970sManaged Michael Jordan, the greatest player in the world, and got him to embrace selflessness, even if it meant losing a scoring titleForged successful teams out of players of varying abilities by getting them to trust one another and perform in syncInspired Dennis Rodman and other “uncoachable” personalities to devote themselves to something larger than themselvesTransformed Kobe Bryant from a rebellious teenager into a mature leader of a championship team.Eleven times, Jackson led his teams to the ultimate goal: the NBA championship—six times with the Chicago Bulls and five times with the Los Angeles Lakers. We all know the legendary stars on those teams, or think we do. What Eleven Rings shows us, however, is that when it comes to the most important lessons, we don’t know very much at all. This book is full of revelations: about fascinating personalities and their drive to win; about the wellsprings of motivation and competition at the highest levels; and about what it takes to bring out the best in ourselves and others.

    Though lesser known than other wars the US has fought over the years, it was an important conflict that set the stage for the US to earn a reputation as a respected nation that could demonstrate power on foreign lands as well as its homeland…   PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.    Inside this Instaread of Thomas Jefferson and the Tripoli Pirates: Overview of the book Important People Key Takeaways Analysis of Key Takeaways   About the Author With Instaread, you can get the key takeaways and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.

    Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted?Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

    They smashed through the Egyptian defences at Sinai. They swept the length and breadth of the peninsula to the banks of the Nile. They pulverised the Syrian fortress on the Golan Heights to win the battle for the west bank of the Jordan. During the Six Days War, the armoured units broke through the Sinai defences and smashed through the Syrian fortress. They also ultimately brought the battle to a quick conclusion. General Tal’s division, during the Six Days War, managed to breakthrough heavily fortified and defended areas in record breaking time. Being attached to General Tal’s division, and as a war correspondent who witnessed these events, Shabtai Teveth describes the dust, heat and peril of every engagement-from earliest border incidents to one of the biggest tank battles of all time on the scorching sands of the Sinai desert, when Egypt threw close to a thousand tanks against Israel’s solitary three divisions. Shabtai Teveth, born in 1925, was an Israeli historian and author. In 1950, he began working as a journalist and then became a polititical correspondent. In 2005, he won the Israel Prize for “lifetime achievement and special contribution to society and the State.” His other works include The Cursed Blessing: the story of Israel’s occupation of the West Bank, Moshe Dayan: the soldier, the man, the legend, and Kin’at David (David’s Jealousy), amongst many others. Endeavour Press is the UK's leading independent digital publisher. For more information on our titles please sign up to our newsletter at www.endeavourpress.com. Each week you will receive updates on free and discounted ebooks. Follow us on Twitter: @EndeavourPress and on Facebook via http://on.fb.me/1HweQV7. We are always interested in hearing from our readers. Endeavour Press believes that the future is now.

    Drawing on internal memos, classified documents, meeting notes and hundreds of hours of interviews with most of the key players, including the president, Woodward tells the inside story of Obama making the critical decisions on the Afghanistan War, the secret campaign in Pakistan and the worldwide fight against terrorism.     At the core of Obama’s Wars is the unsettled division between the civilian leadership in the White House and the United States military as the president is thwarted in his efforts to craft an exit plan for the Afghanistan War.     “So what’s my option?” the president asked his war cabinet, seeking alternatives to the Afghanistan commander’s request for 40,000 more troops in late 2009.  “You have essentially given me one option. ...It’s unacceptable.”    “Well,” Secretary of Defense Robert Gates finally said, “Mr. President, I think we owe you that option.”    It never came. An untamed Vice President Joe Biden pushes relentlessly to limit the military mission and avoid another Vietnam. The vice president frantically sent half a dozen handwritten memos by secure fax to Obama on the eve of the final troop decision.    President Obama’s ordering a surge of 30,000 troops and pledging to start withdrawing U.S. forces by July 2011 did not end the skirmishing.    General David Petraeus, the new Afghanistan commander, thinks time can be added to the clock if he shows progress.  “I don’t think you win this war,” Petraeus said privately.  “This is the kind of fight we’re in for the rest of our lives and probably our kids’ lives.”    Hovering over this debate is the possibility of another terrorist attack in the United States. The White House led a secret exercise showing how unprepared the government is if terrorists set off a nuclear bomb in an American city—which Obama told Woodward is at the top of the list of what he worries about all the time.    Verbatim quotes from secret debates and White House strategy sessions—and firsthand accounts of the thoughts and concerns of the president, his war council and his generals—reveal a government in conflict, often consumed with nasty infighting and fundamental disputes.    Woodward has discovered how the Obama White House really works, showing that even more tough decisions lie ahead for the cerebral and engaged president.    Obama’s Wars offers the reader a stunning, you-are-there account of the president, his White House aides, military leaders, diplomats and intelligence chiefs in this time of turmoil and danger.

    In this first volume of a series on the intricacies of military command, Clancy traces the organizational success story of the U.S. Army's rise from the slough of Vietnam to the heights of victory in the Persian Gulf. In 1972, the Army lacked proper discipline, training, weapons, and doctrine; all these would be overhauled in the next 15 years. For those readers keen on such nuts and bolts, the book will be fascinating. But the book truly sparkles when Franks tells his story. A "tanker" who lost a foot in the invasion of Cambodia, he is a man of great courage, thoughtfulness, and integrity. One cannot help but wince when a civilian tells him, "You and those boys did that for nothing." And for all the acronyms and military history, that is what this book is about: healing the wounds Vietnam inflicted. "But this time [the Gulf War], it was going to end differently. They all would see to that."In his brilliant, bestselling novels, Tom Clancy has explored the most dramatic military and security issues of our time. Now he takes readers deep into the operational art of war with this insightful look at one of America's most important military engagements in recent years: the Gulf War. Never before has the art of maneuver warfare been explored so incisively and in such rich, provocative detail. Clancy and General Frederick M. Franks, Jr.-commander of the main force that broke the back of the Republican Guard-take us deep inside the war councils and command posts and up to the front lines. They give us a war that few people really knew-and that television never showed.

    You have to know Lynne, he is one of those easy going guys that just do everything well. Lynne was on his second tour in Vietnam when he came to SOG recon. He was a grunt in the 173rd Airborne on the first tour and returning to Vietnam and SOG recon as a SP4 right out of Special Forces Training Group. So there was nothing special that prepared him for the day that Spike Team Alabama invaded a division base camp. But that day Lynne became a 10 (Team Leader) in one of the most successful small unit actions against a large enemy concentrations in military history. There have been a lot of lobsided "last stands" in military history, but there has been one that I know of where a small Special Forces led team completely outfought (with the dead enemies weapons and ammo) and out maneuvered a division on their own ground. ST Alabama lost two men in the fight and according to an enemy survivor of that engagement the NVA lost 80% of a division (a large portion was KBA called by the team and covey rider). That was Lynne's first mission in SOG recon, read this book to find out the rest and when you are done you will be waiting for his next book.To order this book contact Lynne Black at idahonezero@msn.com the cost is $25.00 (includes S&H).

    Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all--at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership--from rigidity and callousness to corruption and cruelty--is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious--and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples--from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley--Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University.

    An improvised game of cricket was often the circuit-breaker Harry and his team needed after the tension of operations. He began a tradition of organising matches wherever he was sent, whether it was in the mountains of East Timor with a fugitive rebel leader, or on the dusty streets of Baghdad, or in exposed Forward Operating Bases in the hills of Afghanistan. Soldiers, locals and even visiting politicians played in these spontaneous yet often bridge-building games.As part of the tradition, Harry also started to take a cricket bat with him on operational tours, eleven of them in total. They'd often go outside the wire with him and end up signed by those he met or fought alongside. These eleven bats form the basis for Harry's extraordinary memoir. It's a book about combat, and what it takes to serve in one of the world's most elite formations. It's a book about the toll that war takes on soldiers and their loved ones. And it's a book about the healing power of cricket, and how a game can break down borders in even the most desperate of circumstances.

    Outnumbered 40 to 1, they capture the strategic Afghan city of Mazar-e Sharif, and thereby effectively defeat theTalibanthroughout the rest of the country. They are welcomed as liberators as they ride on horses into the city. And then, the action takes a wholly unexpected turn. During a surrender of Taliban troops, the Horse Soldiers are ambushed by the would-be P.O.W.s and, still dangerously outnumbered, they must fight for their lives in the city's ancient fortress known as Qala-I Janghi, or the House of War . . .

    He explores the army's forgotten heritage of deterrence, it's long experience with counter-guerrilla operations, and it's successive efforts to transform itself.

    The tipping point, Mirbat, South Oman, 19 July 1972 is one of the least-known yet most crucial battles of modern times. If the SAS had been defeated at Mirbat, the Russian and Chinese plan for a communist foothold in the Middle East would have succeeded, with catastrophic consequences for the oil-hungry West. OPERATION STORM is a page-turning account of courage and resilience. Mirbat was a battle fought and won by nine SAS soldiers and a similar number of brave local people - some as young as ten years old - outnumbered by at least twenty-five to one. Roger Cole, one of the SAS soldiers who took part, and writer Richard Belfield have interviewed every SAS survivor who fought in the battle from the beginning to the end - the first time every single one of them has revealed their experience. OPERATION STORM is a classic story of bravery against impossible odds, minute by minute, bullet by bullet.