His teammates and chain of command labeled him "The Reaper,” and his actions on the battlefield became the stuff of legend, culminating in an extraordinary face-off against an enemy sniper known simply as The Chechnian.Irving’s astonishing first-person account of his development into an expert assassin offers a fascinating and extremely rare view of special operations combat missions through the eyes of a Ranger sniper during the Global War on Terrorism. From the brotherhood and sacrifice of teammates in battle to the cold reality of taking a life to protect another, no other book dives so deep inside the life of a sniper on point.

    Now, Junger turns his brilliant and empathetic eye to the reality of combat--the fear, the honor, and the trust among men in an extreme situation whose survival depends on their absolute commitment to one another. His on-the-ground account follows a single platoon through a 15-month tour of duty in the most dangerous outpost in Afghanistan's Korengal Valley. Through the experiences of these young men at war, he shows what it means to fight, to serve, and to face down mortal danger on a daily basis.

    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.

    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.

    In a compelling narrative, Marlantes weaves riveting accounts of his combat experiences with thoughtful analysis, self-examination and his readings -- from Homer to the Mahabharata to Jung. He talks frankly about how he is haunted by the face of the young North Vietnamese soldier he killed at close quarters and how he finally finds a way to make peace with his past. Marlantes discusses the daily contradictions that warriors face in the grind of war, where each battle requires them to take life or spare life, and where they enter a state he likens to the fervor of religious ecstasy.Just as Matterhorn is already being acclaimed as a classic of war literature, What It Is Like To Go To War is set to become required reading for anyone -- soldier or civilian -- interested in this visceral and all too essential part of the human experience.

    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.

    In the early morning darkness on a frigid mountaintop, a U.S. soldier is stranded, alone, surrounded by fanatical al Qaeda fighters. For the man’s fellow Navy SEALs, and for waiting teams of Army Rangers, there was only one rule now: leave no one behind. In this gripping you-are-there account–based on stunning eyewitness testimony and painstaking research–journalist Malcolm MacPherson thrusts us into a drama of rescue, tragedy, and valor in a place that would be known as...ROBERTS RIDGEFor an elite team of SEALs, the mission seemed straightforward enough: take control of a towering 10,240-foot mountain peak called Takur Ghar. Launched as part of Operation Anaconda–a hammer-and-anvil plan to smash Taliban al Qaeda in eastern Afghanistan –the taking of Takur Ghar would offer U.S. forces a key strategic observation post. But the enemy was waiting, hidden in a series of camouflaged trenches and bunkers–and when the Special Forces chopper flared on the peak to land, it was shredded by a hail of machine-gun, small arms, and RPG rounds. A red-haired SEAL named Neil Roberts was thrown from the aircraft. And by the time the shattered helicopter crash-landed on the valley floor seven miles away, Roberts’s fellow SEALs were determined to return to the mountain peak and bring him out–no matter what the cost.Drawing on the words of the men who were there–SEALs, Rangers, medics, combat air controllers, and pilots–this harrowing true account, the first book of its kind to chronicle the battle for Takur Ghar, captures in dramatic detail a seventeen-hour pitched battle fought at the highest elevation Americans have ever waged war. At once an hour-by-hour, bullet-by-bullet chronicle of a landmark battle and a sobering look at the capabilities and limitations of America’s high-tech army, Roberts Ridge is the unforgettable story of a few dozen warriors who faced a single fate: to live or die for their comrades in the face of near-impossible odds.

    You want to learn about the path I took that eventually led me to Zappos, and the lessons I learned along the way. You want to learn from all the mistakes we made at Zappos over the years so that your business can avoid making some of the same ones. You want to figure out the right balance of profits, passion, and purpose in business and in life. You want to build a long-term, enduring business and brand. You want to create a stronger company culture, which will make your employees and coworkers happier and create more employee engagement, leading to higher productivity. You want to deliver a better customer experience, which will make your customers happier and create more customer loyalty, leading to increased profits. You want to build something special. You want to find inspiration and happiness in work and in life. You ran out of firewood for your fireplace. This book makes an excellent fire-starter.

    Army Special Operations Command created Cultural Support Teams, a pilot program to put women on the battlefield alongside Green Berets and Army Rangers on sensitive missions in Afghanistan. The idea was that women could access places and people that had remained out of reach, and could build relationships—woman to woman—in ways that male soldiers in a conservative, traditional country could not. Though officially banned from combat, female soldiers could be “attached” to different teams, and for the first time, women throughout the Army heard the call to try out for this special ops program.In Ashley’s War, Gayle Tzemach Lemmon uses exhaustive firsthand reporting and a finely tuned understanding of the complexities of war to tell the story of CST-2, a unit of women hand-picked from across the Army, and the remarkable hero at its heart: 1st Lt. Ashley White, who would become the first Cultural Support Team member killed in action and the first CST remembered on the Army Special Operations Memorial Wall of Honor alongside the Army Rangers with whom she served.Transporting readers into this little-known world of fierce women bound together by valor, danger, and the desire to serve, Ashley’s War is a riveting combat narrative and a testament to the unbreakable bonds born of war.Gayle Tzemach Lemmon is a Senior Fellow at the Council on Foreign Relations and a contributor to The Atlantic’s Defense One. She is the bestselling author of The Dressmaker of Khair Khana and writes regularly for leading media outlets. A Fulbright scholar and Robert Bosch Fellow, she began reporting from conflict regions during MBA study at the Harvard Business School following nearly a decade covering politics at ABC News.

    His life and this book remind us that America remains the land of the brave and generous.” — Tom Brokaw Like many young idealists, Eric Greitens wanted to make a difference, so he traveled to the world’s trouble spots to work in refugee camps and serve the sick and the poor. Yet when innocent civilians were threatened with harm, there was nothing he could do but step in afterward and try to ease the suffering. In studying humanitarianism, he realized a fundamental truth: when an army invades, the weak need protection. So he joined the Navy SEALs and became one of the world’s elite warriors. Greitens led his men through the unforgettable soul-testing of SEAL training and went on to deployments in Kenya, Afghanistan, and Iraq, where he faced harrowing encounters and brutal attacks. Yet even in the deadliest combat situations, the lessons of his humanitarian work bore fruit. At the heart of this powerful story lies a paradox: sometimes you have to be strong to do good, but you also have to do good to be strong. The heart and the fist together are more powerful than either one alone. “If you're restless or itching for some calling you can't name, read this book. Give it to your son and daughter. The Heart and the Fist epitomizes — as does Mr. Greitens's life, present and future — all that is best in this country, and what we need desperately right now.” — Steven Pressfield, author of Gates of Fire “Vivid and compelling . . . a great read.” — Washington Times A Hudson Booksellers Top Ten Nonfiction Book of the Year A USA Today and Publishers Weekly Bestseller WITH A NEW AFTERWORD

    Morale had deteriorated, competition was more intense, and technology was changing faster than at any time in the company's history. "I knew there was nothing to be gained from arguing over the past," Iger writes. "The only thing that mattered was the future, and I believed I had a clear idea of the direction Disney needed to go." It came down to three clear ideas: 1) Create the highest quality content Disney could produce. 2) Embrace and adopt technology instead of fighting it. And 3) Think bigger--think global--and turn Disney into a stronger brand in international markets.Twelve years later, Disney is the largest, most respected media company in the world counting Pixar, Marvel, Lucasfilm and 21st Century Fox among its properties. Its value is nearly five times what it was when Iger took over, and Iger is recognized as one of the most innovative and successful CEOs of our time.Now, he's sharing the lessons he's learned while running Disney and leading its 200,000 employees--taking big risks in the face of historic disruption; learning to inspire the people who work for you; leading with fairness and communicating principles clearly. This book is about the relentless curiosity that has driven Iger for forty-five years, since the day he started as a studio supervisor at ABC. It's also about thoughtfulness and respect, and a decency-over-dollars approach that has become the bedrock of every project and partnership Iger pursues, from a deep friendship with Steve Jobs in his final years to an abiding love of the evolving Star Wars myth."Over the past fourteen years, I think I've learned so much about what real leadership is," Iger writes. "But I couldn't have articulated all of this until I lived it. You can't fake it--and that's one of the key lessons in this book."Librarian Note: This is an Advance Reader Copy issued with ISBN 9780399592096. That ISBN has been moved to the final published copy, found here

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    Over 200 soldiers of the 101st Airborne and 10th Mountain Divisions flew into Afghanistan's Shahikot valley - and into the mouth of a buzz-saw. They were about to pay a bloody price for strategic, higher-level miscalculations that underestimated the enemy's strength and willingness to fight.After the attacks of September 11, 2001, Coalition forces quickly toppled the Taliban regime from the seat of government. But, believing the war to be all but over, the Pentagon and US Central Command refused to commit the forces required to achieve total victory in Afghanistan. Instead, they delegated responsibility for fighting the war's biggest battle to a tangle of untested units thrown together at the last moment.Then the world watched as Anaconda seemed to unravel.Denied the extra infantry, artillery and close air support with which they trained to go to war, the soldiers of this airborne assault fought for survival in brutal high-altitude combat. Backed up by a small, but crucial, team of special forces, they were all that stood between the Coalition and a military disaster.

    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.

    But through self-discipline, mental toughness, and hard work, Goggins transformed himself from a depressed, overweight young man with no future into a U.S. Armed Forces icon and one of the world's top endurance athletes. The only man in history to complete elite training as a Navy SEAL, Army Ranger, and Air Force Tactical Air Controller, he went on to set records in numerous endurance events, inspiring Outside magazine to name him "The Fittest (Real) Man in America."In Can't Hurt Me, he shares his astonishing life story and reveals that most of us tap into only 40% of our capabilities. Goggins calls this The 40% Rule, and his story illuminates a path that anyone can follow to push past pain, demolish fear, and reach their full potential.