General Stanley McChrystal on Leadership

So, after a lifetime, what had I learned about leadership? Probably not enough. But I saw enough for me to believe it was the single biggest reason organizations succeeded or failed. It dwarfed numbers, technology, ideology, and historical forces in determining the outcome of events. I used to tell junior leaders that the nine otherwise identical parachute infantry battalions of the 82nd Airborne Division ranged widely in effectiveness, the disparity almost entirely a function of leadership.

“Switch just two people—the battalion commander and command sergeant major—from the best battalion with those of the worst, and within ninety days the relative effectiveness of the battalions will have switched as well,” I’d say. I still believe I was correct.

Yet leadership is difficult to measure and often difficult even to adequately describe. I lack the academic bona fides to provide a scholarly analysis of leadership and human behavior. So I’ll simply relate what, after a lifetime of being led and learning to lead, I’ve concluded.

Leadership is the art of influencing others. It differs from giving a simple order or managing in that it shapes the longer-term attitudes and behavior of individuals and groups. George Washington’s tattered army persisted to ultimate victory. Those troops displayed the kind of effort that can never be order—only evoked. Effective leaders stir an intangible but very real desire inside people. That drive can be reflected in extraordinary courage, selfless sacrifice, and commitment.

Leadership is neither good nor evil. We like to equate leaders with values we admire, but the two can be separate and distinct. Self-serving or evil intent motivated some of the most effective leaders I saw, like Abu Musab al-Zarqawi. In the end, leadership is a skill that can be used like any other, but with far greater effect.

Leaders take us where we’d otherwise not go. Although Englishman rushing into the breach behind Henry V is a familiar image, leaders whose personal example or patient persuasion causes dramatic changes in otherwise inertia-bound organizations or societies are far more significant. The teacher who awakens and encourages in students a sense of possibility and responsibility is, to me, the ultimate leader.

Success is rarely the work of a single leader; leaders work best in partnership with other leaders. In Iraq in 2004, I received specific direction to track Zarqawi and bring him to justice. But it was the collaboration of leaders below me, inside TF 714, that built the teams, relentlessly hunted, and ultimately destroyed his lethal network.

Leaders can call to the best in us. I thought often of the inspiring flag signal Horatio Nelson sent on the eve of Trafalgar. “England expects every man will do his duty.” The flags above the Victory didn’t ask or demand obedience in the upcoming fight; they expressed Nelson’s unshakable admiration for and faith in the sailors and patriots he knew them to be. And I remembered the effect Major General Bill Garrison’s faith had on me when I was a major.

Leaders are empathetic. The best leaders I’ve seen have an uncanny ability to understand, empathize, and communicate with those they lead. They need not agree or share the same background or status in society as their followers, but they understand their hope, fears, and passions. Great leaders intuitively sense, or simply ask, how people feel and what resonates with them. At their worst, demigods like Adolf Hitler manipulate the passions of frustrated populations into misguided forces. But empathy can be remarkably positive when a Nelson Mandela reshapes and redirects the energy of a movement away from violence and into constructive nation-building.

Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends upon it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he or she can produce success.

On the evening of May 7, 1864, Ulysses Grant’s Army of the Potomac cheered when, after bitter fighting in the Wilderness, they turned south into more fighting, instead of north to refit in safety. They were not celebrating the fights to come but instead their belief that in Grant, they finally had a leader willing to do what it took to finish the war.

The best leaders are genuine. I found soldiers would tolerant my being less of a leader than I hoped to be, but they would not forgive me being less than I claimed to be. Simple honesty matters.

Leaders can be found at any rank and at any age. I often found myself led by soldiers many levels junior to me, and I was the better for it. Deferring to the expertise and skills of the leader best suited to any given situation requires enough self-confidence to subjugate one’s ego, but it signals a strong respect for the people with whom one serves.

Personal gifts like intellect or charisma help. But neither are required nor enough to be a leader.

Physical appearance, pose, and outward self-confidence can be confused with leadership—for a time. I saw many new lieutenants arrive to battalions and fail to live up tot the expectations their handsome, broad-shouldered look generated. Conversely, I saw others overcome the initial doubts created by small stature or a squeaky voice. It took time and enough interaction with followers, but performance usually became more important than the advantages of innate traits.

Later in my career, I encountered some figures who had learned to leverage superficial gifts so effectively that they appeared to be better leaders than they were. It took me some time and interaction—often under the pressure of difficult situations—before I could determine whether they possessed those bedrock skills and qualities that infantry platoons would seek to find and assess in young sergeants and lieutenants. Modern media exacerbate the challenge of sorting reality from orchestrated perception.

Leaders walk a fine line between self-confidence and humility. Soldiers want leaders who are sure of their ability to lead the team to success but humble enough to recognize their limitations. I learned that it was better to admit ignorance or fear than to display false knowledge or bravado. And candidly admitting doubts or difficulties is key to building confidence in your honesty. But expressing doubts and confidence is a delicate balance. When things look their worst, followers look to the leader for reassurance that they can and will succeed.

People are born; leaders are made. I was born the son of a leader with a clear path to a profession of leadership. But whatever leadership I later possessed, I learned from others. I grew up in a household of overt values, many of which hardened in me only as I matured. Although history fascinated me, and mentors surrounded me, the overall direction and key decisions of my life and career were rarely impacted by specific advice, or even a particularly relevant example I’d read or seen. I rarely wondered What would Nelson, Buford, Grant, or my father have done? But as I grew, I was increasingly aware of the guideposts and guardrails that leaders had set for me, often through their examples. The question became What kind of leader have I decided to be? Over time, decisions came easily against that standard, even when the consequences were grave.

Leaders are people, and people constantly change. Even well into my career I was still figuring out what kind of leader I wanted to be. For many years I found myself bouncing between competing models of a hard-bitten taskmaster and a nurturing father figure—sometimes alternating within a relatively short time span. That could be tough on the people I led, and a bit unfair. They looked for and deserved steady, consistent leadership. When I failed to provide that, I gave conflicting messages that produced uncertainty and reduced the effectiveness of the team we were trying to create. As I got older, the swings between leadership styles were less pronounced and frequent as I learned the value of consistency. But even at the end I still wasn’t the leader I believed I should be.

All leaders are human. They get tired, angry, and jealous and carry the same range of emotions and frailties common to mankind. Most leaders periodically display them. The leaders I most admired were totally human but constantly strove to be the best humans they could be.

Leaders make mistakes, and they are often costly. The first reflex is normally to deny the failure to themselves; the second is to hide it from others, because most leaders covet a reputation for infallibility. But it’s a fool’s dream and is inherently dishonest.

There are few secrets to leadership. It is mostly just hard work. More than anything else it requires self-discipline. Colorful, charismatic characters often fascinate people, even soldiers. But over time, effectiveness is what counts. Those who lead most successfully do so while looking out for their followers’ welfare.

Self-discipline manifests itself in countless ways. In a leader I see it as doing those things that should be done, even when they are unpleasant, inconvenient, or dangerous; and refraining from those that shouldn’t, even when they are pleasant, easy, or safe. The same discipline that causes a young lieutenant to check his soldier’s feet for blisters or trench foot, will also carry him across a bullet-swept street to support a squad under pressure.

In the end, leadership is a choice. Rank, authority, and even responsibility can be inherited or assigned, whether or not an individual desires or deserves them. Even the mantle of leadership occasionally falls to people who haven’t sought it. But actually leading is different. A leader decides to accept responsibilities for others in a way that assumes stewardship of their hopes, their dreams, and sometimes their very own lives. It can be a crushing burden, but I found it an indescribable honor.

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