Stanley A Mcchrystal Quotes

Throughout history, the organizational evolution of the military has been inextricably linked with that of the business world.
Throughout my career, I have lived by the principles of personal honor and professional integrity.
To this day, I am saddened by Ranger Tillman's death, as I am for the loss of every service member I served with, and for the pain such losses cause each family.
Trust is an amazing commodity. The Afghan people often talk to me about having to develop trust in America, because they believe that we deserted them in 1990 and 1991.
Wars often begin with enthusiastic vigor but typically settle into costly, dirty business characterized for soldiers by fear, frustration, and loneliness.
We are a nation of innovators and problem-solvers who sparked revolutions in democratic government, civil rights, communications, flight, rural electrification and technology. We are a country defined by ideals now in need of rescue.
We are alarmed that a known or suspected terrorist can go to a federally licensed firearms dealer where background checks are conducted, pass that background check, legally purchase a firearm, and walk out the door.
We could do good things in Afghanistan for the next 100 years and fail.
We need a strong civil society where the connection between different people and groups is firm and vibrant, not brittle and divided.
We need to defend against weaknesses within and enemies without, using the tools of civil society and hard power. We don't have to pick one over the other.
We should get to the business of providing at least one million opportunities each year for young Americans to spend a service year with peers who are different from them - by race, ethnicity, income, politics and religious belief.
We want to make the insurgents come to us. Make them be the aggressors. What I want to do is get on the inside looking out - instead of being on the outside looking in.
What I really want are students who want to partner with other people, to be part of an organization and to influence people so that they can accomplish things that the organization would not have accomplished otherwise.
What I'm trying to do is teach people how to actually get individuals in organizations to do the kinds of things to make a difference. It starts with not just studying the mechanics but really understanding how people operate.
What scares me about drone strikes is how they are perceived around the world. The resentment created by American use of unmanned strikes... is much greater than the average American appreciates. They are hated on a visceral level, even by people who've never seen one or seen the effects of one.
When I arrived in the summer of 2009 to command the war in Afghanistan, I entered an effort that was failing. Many Afghans, some ISAF coalition members, and much of the American public had lost confidence in both the trajectory of the war and our ability to correct it.
When I became commander of the Joint Special Operations Task Force, I was leading thousands of individuals, from Special Forces to the broader interagency effort. I quickly realized that while we had the most best and most effective operators and small teams in the world, we were unable to scale.
When I was a lieutenant in Special Forces many many years ago, I thought I was getting fat. And I started running, and I started running distance, which I enjoyed.
When you go through some controversy and you see your face on the news in a negative way for 48 hours... you doubt yourself. And your friends make the difference. They become a safety net that come in and say, 'That's not the case.' And the relationships that you've built... come to the fore.
With my resignation, I... left unfulfilled commitments I made to many comrades in the fight, commitments I hold sacred. My service did not end as I would have wished.
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AuthorName
Stanley A. McChrystal
Profession
Soldier
BirthDate
14 August, 1954
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