Stanley A Mcchrystal Quotes

I'm a believer in the Afghan people, so I support an increase in forces there.
I'm not good at eating small meals. Some people can sit down and be very disciplined. When I sit down at a meal, I sort of eat everything I can reach. I know medical people say that's exactly the wrong formula, but I've made it this far.
In an organization that is unwilling to change, find the opportunity to talk and interact with people - figure out why they don't want to change. It could be habits. It could be people's personal equities and reputations are defined by the role they're in or the process they've mastered.
In combat operations in places like Afghanistan, we often confronted the specter of dangerous people with powerful weapons who were a threat to their community and to our soldiers. Our aim was to quickly determine who in that community was a legitimate actor who could be trusted with a firearm and who was not.
In every relationship, there are two perspectives to it.
In June 2010, after more than 38 years in uniform, in the midst of commanding a 46-nation coalition in a complex war in Afghanistan, my world changed suddenly - and profoundly. An article in 'Rolling Stone' magazine depicting me, and people I admired, in a manner that felt as unfamiliar as it was unfair, ignited a firestorm.
In my life as a soldier and citizen, I have seen time and time again that inaction has dire consequences.
In our society, I see public media as a lever. It pushes people by elevating them and their sights. It brings them into more thinking and understanding, and it brings us together.
Industrial technologies that allowed for increased mechanization in 19th-century armed forces also spurred Frederick Winslow Taylor to develop his 'Scientific Management' doctrine in Philadelphia steel mills.
Leaders must establish common purpose and build trust within an organization.
Leadership contains certain elements of good management, but it requires that you inspire, that you build durable trust. For an organization to be not just good but to win, leadership means evoking participation larger than the job description, commitment deeper than any job contract's wording.
Like leaders in many walks of life, my business has been to serve with, and for, others.
Many leaders are tempted to lead like a chess master, striving to control every move, when they should be leading like gardeners, creating and maintaining a viable ecosystem in which the organization operates.
Mike Hall was my old friend and, more important, the finest soldier I'd ever known. After over 30 years of service and then 18 months at a good civilian job, a phone call had brought the retired command sergeant major back on active duty to become the senior enlisted adviser of all international forces in Afghanistan.
Military leaders, many of whom were students of counterinsurgency, recognized the dangers of an incremental escalation and the historical lesson that 'trailing' an insurgency typically condemned counterinsurgents to failure.
My dad was always the soldier I wanted to be.
My very identity as a soldier came to an abrupt end. I'd been soldiering as long as I'd been shaving. Suddenly I'd been told I could no longer soldier, and it felt as though no one really cared if I ever shaved again.
One of the big takeaways from Iraq was that you have to not lose confidence in what you are doing. We were able to go to the edge of the abyss without losing hope.
One of the great things about America is we should not judge until we know the facts.
Our bureaucracy had excelled at compartmentalizing intelligence - we had a 'need to know' system - but by 2004, it was impossible to foresee what elements of our organization would and would not need to know a given piece of information.
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AuthorName
Stanley A. McChrystal
Profession
Soldier
BirthDate
14 August, 1954
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