My dad was always the soldier I wanted to be.
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.
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.
There is no avoiding the realities of the information age. Its effects manifest differently in different sectors, but the drivers of speed and interdependence will impact us all. Organizations that continue to use 20th-century tools in today's complex environment do so at their own peril.
The number of people in America killed by firearms is extraordinary compared to other nations, and I don't think we're a bloodthirsty country. We need to look at everything we can do to safeguard our people.
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.
There is only one Army in which you serve. When that identity is gone, it is gone forever.
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.
I go back and think of President Kennedy, who had a military service background, but he comes into the presidency, and he's faced with a decision on the Bay of Pigs, with the C.I.A. and the military giving him data, and it turns out very badly.
If we want to be members of the world community, we need to think that way.
Americans enjoy the exciting, cinematic vision of a squad of muscle-bound Goliath boasting Olympian speed, strength, and precision - a group whose collective success is the inevitable consequence of the individual strengths of its members and the masterful planning of a visionary commander.
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.
The challenge that we faced with the arrival of the Obama administration is, they didn't really have time to build trust before they had to make big, difficult decisions.
Soldiers fighting a daily battle under frightening conditions can feel their leaders are far removed from their reality. There's no magic cure for this challenge, and soothing words that aren't backed up by action encourage cynicism.