In The 33 Strategies of War, Greene has crafted an important addition to this ruthless and unique series.Spanning world civilizations, synthesizing dozens of political, philosophical, and religious texts and thousands of years of violent conflict, The 33 Strategies of War is a comprehensive guide to the subtle social game of everyday life informed by the most ingenious and effective military principles in war. Structured in Greene’s trademark style, The 33 Strategies of War is the I-Ching of conflict, the contemporary companion to Sun Tzu’s The Art of War.Abundantly illustrated with examples from history, including the folly and genius of everyone from Napoleon to Margaret Thatcher, Shaka the Zulu to Lord Nelson, Hannibal to Ulysses S. Grant, as well as movie moguls, Samurai swordsmen, and diplomats, each of the thirty-three chapters outlines a strategy that will help you win life’s wars. Learn the offensive strategies that require you to maintain the initiative and negotiate from a position of strength, or the defensive strategies designed to help you respond to dangerous situations and avoid unwinnable wars. The great warriors of battlefields and drawing rooms alike demonstrate prudence, agility, balance, and calm, and a keen understanding that the rational, resourceful, and intuitive always defeat the panicked, the uncreative, and the stupid. An indispensable book, The 33 Strategies of War provides all the psychological ammunition you need to overcome patterns of failure and forever gain the upper hand.

    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.

    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.

    With their first book, Extreme Ownership (published in October 2015), Jocko Willink and Leif Babin set a new standard for leadership, challenging readers to become better leaders, better followers, and better people, in both their professional and personal lives. Now, in THE DICHOTOMY OF LEADERSHIP, Jocko and Leif dive even deeper into the unchartered and complex waters of a concept first introduced in Extreme Ownership: finding balance between the opposing forces that pull every leader in different directions. Here, Willink and Babin get granular into the nuances that every successful leader must navigate. Mastering the Dichotomy of Leadership requires understanding when to lead and when to follow; when to aggressively maneuver and when to pause and let things develop; when to detach and let the team run and when to dive into the details and micromanage. In addition, every leader must:· Take Extreme Ownership of everything that impacts their mission, yet utilize Decentralize Command by giving ownership to their team. · Care deeply about their people and their individual success and livelihoods, yet look out for the good of the overall team and above all accomplish the strategic mission. · Exhibit the most important quality in a leader—humility, but also be willing to speak up and push back against questionable decisions that could hurt the team and the mission.With examples from the authors’ combat and training experiences in the SEAL teams, and then a demonstration of how each lesson applies to the business world, Willink and Babin clearly explain THE DICHOTOMY OF LEADERSHIP—skills that are mission-critical for any leader and any team to achieve their ultimate goal: VICTORY.

    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 . . .

    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.

    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.

    Marshall, Charles de Gaulle, Dwight D. Eisenhower, and Margaret Thatcher.Each of these leaders fundamentally shaped the outcome of the war in which their nation was embroiled. Is war leadership unique, or did these leaders have something in common, traits and techniques that transcend time and place and can be applied to the essential nature of conflict?Meticulously researched and compellingly written, Leadership in War presents readers with fresh, complex portraits of leaders who approached war with different tactics and weapons, but with the common goal of success in the face of battle. Both inspiring and cautionary, these portraits offer important lessons on leadership in times of struggle, unease, and discord. With his trademark verve and incisive observation, Roberts reveals the qualities that doom even the most promising leaders to failure, as well as the traits that lead to victory.

    Stricken by cancer as his family faced financial ruin, Ulysses S. Grant wrote his Personal Memoirs to secure their future, and in doing so won for himself a unique place in American letters. Acclaimed by readers as diverse as Mark Twain, Matthew Arnold, Gertrude Stein, and Edmund Wilson, the Personal Memoirs demonstrates the intelligence, intense determination, and laconic modesty that made Grant the Union’s foremost commander. This Library of America volume also includes 174 letters written by Grant from 1839 to 1865. Many of them are to his wife, Julia, and offer an intimate view of their affectionate and enduring marriage; others, addressed to fellow generals, government officials, and his congressional patron Elihu B. Washburne, provide a fascinating contemporary perspective on the events that would later figure in the Memoirs.Grant’s autobiography is devoted almost entirely to his life as a soldier: his years at West Point, his service in the peacetime army, and his education in war during conflicts foreign and domestic. Grant considered the Mexican War “one of the most unjust ever waged by a stronger against a weaker nation” and thought that the Civil War was our punishment for it; but his retrospective disapproval did not prevent him from becoming enchanted by Mexico or from learning about his own capacity for leadership amid the confusion and carnage of battle.His account of the Civil War combines a lucid treatment of its political causes and its military actions, along with the story of his own growing strength as a commander. At the end of an inconsequential advance in Missouri in 1861 he realized that his opponent “had been as much afraid of me as I had been of him.” Fort Donelson and Shiloh taught him to seize the initiative, while his success in living off the land during the Vicksburg campaign inspired William T. Sherman to undertake his marches through the interior of the South.By 1864 Grant knew that the rebellion could be suppressed only by maintaining relentless pressure against its armies and methodically destroying its resources. As the Union’s final general-in-chief, he acted with the resolve that had eluded his predecessors, directing battles whose drawn-out ferocity had no precedent in Western warfare. His narrative of the war’s final year culminates in his meeting with Lee at Appomattox, a scene of quiet pride, sadness, and humanity.Grant’s writing is spare, telling, and quick, superbly evocative of the imperatives of decision, motion, and action that govern those who try to shape the course of war. Grant wrote about the most destructive war in American history with a clarity and directness unequaled in our literature.

    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.

    Others are often summed up in a few words: the stubborn, taciturn Grant; the gentlemanly, gifted Lee; the stomping, cursing Sheridan; and the flamboyant, boyish Stuart. But the enigmatic Sherman still manages to elude us. Probably no other figure of his day divides historians so deeply-leading some to praise him as a genius, others to condemn him as a savage.Now, in Sherman, Lee Kennett offers a brilliant new interpretation of the general's life and career, one that embraces his erratic, contradictory nature. Here we see the making of a true soldier, beginning with a colorful view of Sherman's rich family tradition, his formative years at West Point, and the critical period leading up to the Civil War, during which Sherman served in the small frustrated peacetime army and saw service in the South and California, and in the Mexican War Trying to advance himself, Sherman resigned from the army and he soon began to distinguish hiniself as a general known for his tenacity, vision, and mercurial temper. Throughout the spirited Battles of Bull Run and Shiloh, the siege of Vicksburg, and ultimately the famous march to the sea through Georgia, no one displayed the same intensity as did Sherman.From the heights of success to the depths of his own depression, Sherman managed to forge on after the war with barely a moment of slowing down. Born to fight, he was also born to lead and to provoke, traits he showed by serving as commanding general of the army, cutting a wide swath through the western frontier, and finally writing his classic -- and highly controversial -- memoirs. Eventually Sherman would die famous, well-to-do, and revered -- but also deeply misunderstood.By drawing on previously unexploited materials and maintaining a sharp, lively narrative, Lee Kennett presents a rich, authoritative portrait of Sherman, the man and the soldier, who emerges from this work more human and more fascinating than ever before.

    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.

    Legacy is a unique, inspiring handbook for leaders in all fields, and asks: What are the secrets of success – sustained success? How do you achieve world-class standards, day after day, week after week, year after year? How do you handle pressure? How do you train to win at the highest level? What do you leave behind you after you’re gone?What will be your legacy?

    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.

    From a wide array, Keegan chooses four commanders who profoundly influenced the course of history: Alexander the Great, the Duke of Wellington, Ulysses S. Grant and Adolph Hitler. All powerful leaders, each cast in a different mold, each with diverse results. “The best military historian of our generation.” –Tom Clancy “A brilliant treatise on the essence of military leadership.” –The Philadelphia Inquirer “Fascinating and enlightening… marked by great intellectual liveliness… Mr. Keegan knows how to bring fighting alive on the page.” –The New York Times