A diverse group of contributors offer different perspectives on whether or not the different experiences of our military and the broader society amounts to a “gap”—and if the American public is losing connection to its military. They analyze extensive polling information to identify those gaps between civilian and military attitudes on issues central to the military profession and the professionalism of our military, determine which if any of these gaps are problematic for sustaining the traditionally strong bonds between the American military and its broader public, analyze whether any problematic gaps are amenable to remediation by policy means, and assess potential solutions. The contributors also explore public disengagement and the effect of high levels of public support for the military combined with very low levels of trust in elected political leaders—both recurring themes in their research. And they reflect on whether American society is becoming so divorced from the requirements for success on the battlefield that not only will we fail to comprehend our military, but we also will be unwilling to endure a military so constituted to protect us.
On May 17, 2014, Admiral William H. McRaven addressed the graduating class of the University of Texas at Austin on their Commencement day. Taking inspiration from the university's slogan, "What starts here changes the world," he shared the ten principles he learned during Navy Seal training that helped him overcome challenges not only in his training and long Naval career, but also throughout his life; and he explained how anyone can use these basic lessons to change themselves-and the world-for the better.
Admiral McRaven's original speech went viral with over 10 million views. Building on the core tenets laid out in his speech, McRaven now recounts tales from his own life and from those of people he encountered during his military service who dealt with hardship and made tough decisions with determination, compassion, honor, and courage. Told with great humility and optimism, this timeless book provides simple wisdom, practical advice, and words of encouragement that will inspire readers to achieve more, even in life's darkest moments.
How can you effectively stand up for your values when pressured by your boss, customers, or shareholders to do the opposite? Drawing on actual business experiences as well as on social science research, Babson College business educator and consultant Mary Gentile challenges the assumptions about business ethics at companies and business schools. She gives business leaders, managers, and students the tools not just to recognize what is right, but also to ensure that the right things happen. The book is inspired by a program Gentile launched at the Aspen Institute with Yale School of Management, and now housed at Babson College, with pilot programs in over one hundred schools and organizations, including INSEAD and MIT Sloan School of Management.
She explains why past attempts at preparing business leaders to act ethically too often failed, arguing that the issue isn’t distinguishing what is right or wrong, but knowing how to act on your values despite opposing pressure. Through research-based advice, practical exercises, and scripts for handling a wide range of ethical dilemmas, Gentile empowers business leaders with the skills to voice and act on their values, and align their professional path with their principles. Giving Voice to Values is an engaging, innovative, and useful guide that is essential reading for anyone in business.
McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a “team of teams”—faster, flatter, more flexible—and beat back Al Qaeda.
In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examples, the team of teams strategy has worked everywhere from hospital emergency rooms to NASA. It has the potential to transform organizations large and small.
In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?
The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care.
Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.
Marianne Jennings has spent a lifetime studying business ethics---and ethical failures. In demand nationwide as a speaker and analyst on business ethics, she takes her decades of findings and shows us in The Seven Signs of Ethical Collapse the reasons that companies and nonprofits undergo ethical collapse.
Don't watch the next accounting disaster take your hard-earned savings, or accept the perfect job only to find out your boss is cooking the books. If you're just interested in understanding the (not-so) ethical underpinnings of business today, The Seven Signs of Ethical Collapse is both a must-have tool and a fascinating window into today's business world.
Fear, and man's attempt to master it, is of eternal interest and just as significant today as when Moran, as a young medical officer, went to the trenches in 1914 to research the subject scientifically. He asked why a man can appear to be as brave as a lion one day and break the next and, crucially, "what can be done to delay or prevent the using up of courage?" First published in 1945, this early groundbreaking account of the psychological effects of war, recounted by means of vivid first-hand observation and anecdote, came at a time when shell-shock was equated with lack of moral fiber. In 1940, Moran became Churchill's doctor and his position as a one of history's most important war physicians was secured. His humane, considered observations, scientific analysis and proposed solutions constitute one of the great First World War sources. However, they are perhaps just as relevant to our own conflict-ridden times.
Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?
People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.
START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.
Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?
People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.
START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.
A former Vietnam War POW and his wife recount their life together and their separate agonies during his imprisonment
One of the world's most famous and influential books, Meditations, by the Roman emperor Marcus Aurelius (A.D. 121–180), incorporates the stoic precepts he used to cope with his life as a warrior and administrator of an empire. Ascending to the imperial throne in A.D. 161, Aurelius found his reign beset by natural disasters and war. In the wake of these challenges, he set down a series of private reflections, outlining a philosophy of commitment to virtue above pleasure and tranquility above happiness.
Reflecting the emperor's own noble and self-sacrificing code of conduct, this eloquent and moving work draws and enriches the tradition of Stoicism, which stressed the search for inner peace and ethical certainty in an apparently chaotic world. Serenity was to be achieved by emulating in one's personal conduct the underlying orderliness and lawfulness of nature. And in the face of inevitable pain, loss, and death — the suffering at the core of life — Aurelius counsels stoic detachment from the things that are beyond one's control and a focus on one's own will and perception.
Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change?
Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.
Their book describes how they navigated up through the ranks of the U.S. Navy to positions of greater responsibility by employing their "Seven Cs" of leadership: Character, Competence, Courage, Commitment, Caring, Communicating, and Community.
Their book addresses the questions regarding who a leader is, what a leader does, why and how a leader performs? Although the context of their experiences is with the U.S. Navy, their message is that the seven Leadership Cs are germane to all readers, regardless of occupation or leadership situation (civilian, military, public and private industry, etc.), and regardless of the reader's background, culture, or gender.
The authors contend that leadership is an art and a science and that leadership can be learned, practiced, and refined and that there is no stereotypical type cast mold for leaders. They argue that if they as members of a minority can rise to leadership roles in the U.S. Navy by following these key principles to navigate across the rough seas of life, then anyone can employ these rules to rise to increased leadership responsibility in any profession or career.
Foreword by Admiral Sir John Woodward. When published in hardcover in 1997, this book was praised for providing an engrossing education not only in naval strategy and tactics but in Victorian social attitudes and the influence of character on history. In juxtaposing an operational with a cultural theme, the author comes closer than any historian yet to explaining what was behind the often described operations of this famous 1916 battle at Jutland. Although the British fleet was victorious over the Germans, the cost in ships and men was high, and debates have raged within British naval circles ever since about why the Royal Navy was unable to take advantage of the situation. In this book Andrew Gordon focuses on what he calls a fault-line between two incompatible styles of tactical leadership within the Royal Navy and different understandings of the rules of the games.
This revised edition of Peter Senge’s bestselling classic, The Fifth Discipline, is based on fifteen years of experience in putting the book’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire.
With these words, Lieutenant Commander Robert W. Copeland addressed the crew of the destroyer escort USS Samuel B. Roberts on the morning of October 25, 1944, off the Philippine Island of Samar. On the horizon loomed the mightiest ships of the Japanese navy, a massive fleet that represented the last hope of a staggering empire. All that stood between it and Douglas MacArthur’ s vulnerable invasion force were the Roberts and the other small ships of a tiny American flotilla poised to charge into history.
In the tradition of the #1 New York Times bestseller Flags of Our Fathers, James D. Hornfischer paints an unprecedented portrait of the Battle of Samar, a naval engagement unlike any other in U.S. history—and captures with unforgettable intensity the men, the strategies, and the sacrifices that turned certain defeat into a legendary victory.
An incredible publishing story—written over the course of thirty years by a highly decorated Vietnam veteran, a New York Times best seller for sixteen weeks, a National Indie Next and a USA Today best seller—Matterhorn has been hailed as a “brilliant account of war” (New York Times Book Review). Now out in paperback, Matterhorn is an epic war novel in the tradition of Norman Mailer’s The Naked and the Dead and James Jones’s The Thin Red Line. It is the timeless story of a young Marine lieutenant, Waino Mellas, and his comrades in Bravo Company, who are dropped into the mountain jungle of Vietnam as boys and forced to fight their way into manhood. Standing in their way are not merely the North Vietnamese but also monsoon rain and mud, leeches and tigers, disease and malnutrition. Almost as daunting, it turns out, are the obstacles they discover between each other: racial tension, competing ambitions, and duplicitous superior officers. But when the company finds itself surrounded and outnumbered by a massive enemy regiment, the Marines are thrust into the raw and all-consuming terror of combat. The experience will change them forever.
An incredible publishing story—written over the course of thirty years by a highly decorated Vietnam veteran, a New York Times best seller for sixteen weeks, a National Indie Next and a USA Today best seller—Matterhorn has been hailed as a “brilliant account of war” (New York Times Book Review). Now out in paperback, Matterhorn is an epic war novel in the tradition of Norman Mailer’s The Naked and the Dead and James Jones’s The Thin Red Line. It is the timeless story of a young Marine lieutenant, Waino Mellas, and his comrades in Bravo Company, who are dropped into the mountain jungle of Vietnam as boys and forced to fight their way into manhood. Standing in their way are not merely the North Vietnamese but also monsoon rain and mud, leeches and tigers, disease and malnutrition. Almost as daunting, it turns out, are the obstacles they discover between each other: racial tension, competing ambitions, and duplicitous superior officers. But when the company finds itself surrounded and outnumbered by a massive enemy regiment, the Marines are thrust into the raw and all-consuming terror of combat. The experience will change them forever.
With the wisdom, humor, curiosity, and sharp insights that have brought millions of readers to his New York Times column and his previous bestsellers, David Brooks has consistently illuminated our daily lives in surprising and original ways. In The Social Animal, he explored the neuroscience of human connection and how we can flourish together. Now, in The Road to Character, he focuses on the deeper values that should inform our lives.
Looking to some of the world’s greatest thinkers and inspiring leaders, Brooks explores how, through internal struggle and a sense of their own limitations, they have built a strong inner character. Labor activist Frances Perkins understood the need to suppress parts of herself so that she could be an instrument in a larger cause. Dwight Eisenhower organized his life not around impulsive self-expression but considered self-restraint. Dorothy Day, a devout Catholic convert and champion of the poor, learned as a young woman the vocabulary of simplicity and surrender. Civil rights pioneers A. Philip Randolph and Bayard Rustin learned reticence and the logic of self-discipline, the need to distrust oneself even while waging a noble crusade.