Gen. Stanley McChrystal

But if it's married with a personal ambition, what that ambition can be is I want to be a person that I admire, which means I'm going to live to certain values. And many of those won't be listed by the people who watch me, but I'll know. I'll know how I treat people. I'll know the things I do. I'll know why I do certain things.

And so if those two are complementary, if you have this tremendous pressure on yourself from yourself, and you have an ambition to try to do better, what I see is people can be not only very successful, they can be very character-driven leaders. And they They draw certain lines they won't cross. Now, we all know cases where the second part, the personal lines, are more flexible.

And so if those two are complementary, if you have this tremendous pressure on yourself from yourself, and you have an ambition to try to do better, what I see is people can be not only very successful, they can be very character-driven leaders. And they They draw certain lines they won't cross. Now, we all know cases where the second part, the personal lines, are more flexible.

And so if those two are complementary, if you have this tremendous pressure on yourself from yourself, and you have an ambition to try to do better, what I see is people can be not only very successful, they can be very character-driven leaders. And they They draw certain lines they won't cross. Now, we all know cases where the second part, the personal lines, are more flexible.

And when they run into the opportunity to get ahead or be advantaged, they're willing to push those personal standards that they know. they are violating, they're willing to push those aside. That's when we drift into something that is either less than character or bad character, but we see it way too often. And we don't call people on it enough.

And when they run into the opportunity to get ahead or be advantaged, they're willing to push those personal standards that they know. they are violating, they're willing to push those aside. That's when we drift into something that is either less than character or bad character, but we see it way too often. And we don't call people on it enough.

And when they run into the opportunity to get ahead or be advantaged, they're willing to push those personal standards that they know. they are violating, they're willing to push those aside. That's when we drift into something that is either less than character or bad character, but we see it way too often. And we don't call people on it enough.

Yeah, if you think about a leader, often a leader needs to stand up in front of everybody and be cheered by the troops or followed by the organization or bark and everybody scurries around their desks. Whatever it is, the leader needs to feel powerful or feel successful. And in some cases, that is performance for money or for other things.

Yeah, if you think about a leader, often a leader needs to stand up in front of everybody and be cheered by the troops or followed by the organization or bark and everybody scurries around their desks. Whatever it is, the leader needs to feel powerful or feel successful. And in some cases, that is performance for money or for other things.

Yeah, if you think about a leader, often a leader needs to stand up in front of everybody and be cheered by the troops or followed by the organization or bark and everybody scurries around their desks. Whatever it is, the leader needs to feel powerful or feel successful. And in some cases, that is performance for money or for other things.

And it can quickly become about the leader and you start to view this organization as the supporting cast to your greatness. But the reality is the leader doesn't do that much. They may be very busy, but in most organizations, the leaders aren't closest to the enemy, aren't closest to the customer, aren't closest to the client. And so what the leader really should be is a great enabler.

And it can quickly become about the leader and you start to view this organization as the supporting cast to your greatness. But the reality is the leader doesn't do that much. They may be very busy, but in most organizations, the leaders aren't closest to the enemy, aren't closest to the customer, aren't closest to the client. And so what the leader really should be is a great enabler.

And it can quickly become about the leader and you start to view this organization as the supporting cast to your greatness. But the reality is the leader doesn't do that much. They may be very busy, but in most organizations, the leaders aren't closest to the enemy, aren't closest to the customer, aren't closest to the client. And so what the leader really should be is a great enabler.

the person who is doing everything they can to set those other people up to be effective. Now, that doesn't mean you're down there rubbing their bellies all the time and giving them Skittles and beer. It means that you are maybe very demanding But you're also thinking, what do they need? Not just materially, but what do they need to want to do what it is you need them to do?

the person who is doing everything they can to set those other people up to be effective. Now, that doesn't mean you're down there rubbing their bellies all the time and giving them Skittles and beer. It means that you are maybe very demanding But you're also thinking, what do they need? Not just materially, but what do they need to want to do what it is you need them to do?

the person who is doing everything they can to set those other people up to be effective. Now, that doesn't mean you're down there rubbing their bellies all the time and giving them Skittles and beer. It means that you are maybe very demanding But you're also thinking, what do they need? Not just materially, but what do they need to want to do what it is you need them to do?

How do you create shared incentives so that they want to be a part of what the leader's doing?

How do you create shared incentives so that they want to be a part of what the leader's doing?

How do you create shared incentives so that they want to be a part of what the leader's doing?

That's an amazing story. If I remember, he lost nobody. Correct. Which is impossible in those circumstances. I very much focus on Admiral James Stockdale's experience in the Hanoi Hilton for seven years. He was a little older than other prisoners.