Time, and the process of her coming to grip with the idea that she had the second son that wanted to serve and she tells the story, its very meaningful and now she is completely supportive of him, but but it was a really difficult dream for her. Im really proud of her of being willing to tell her story. Well, we are coming to a close. Is there anything else you would like to add just about your book and where is it available and who do you hope picks it up . It is Available Online at all the major online retailers, amazon, barnes noble. Its available, target has an online. Its available at costco. Its available at exchanges and its available in barnes noble for example ill be at fort hood assigning this week with my purple pan. I encourage, if you are a servicemember or have been a servicemember, i encourage you to buy this book for your mom for mothers day to show her that you value her support. Its for moms, its for people who want to understand this life that we live and its for anybody who loves the military. Well thank you so much for joining us a lane. It was lovely talking with you. Thank you it was great talking with you as well. With the senate in the august break, we will feature book tv on weeknights starting at 8 00 p. M. Eastern. For the weekend, here are a few tv special programs. Saturday we are live from jackson mississippi for the iraq and our girl mississippi book festival beginning at 11 30 am eastern with discussions on harper lee, civil rights and the civil war. On saturday, for whatever for, we are alive from our Nations Capital for the 15th annual National Book festival followed on sunday with our life indepth program with former second lady and senior fellow at the American Enterprise institute lynn cheney. Television for serious readers. Coming up on the next washington journal, a discussion on education reform. Our guest is campbell brown, journalist and cofounder and editorinchief of the 74. A website dedicated to education issues. Then environmental activist then environmental activist Aaron Brockovich on the role and response to the waste spill in colorado. Washington journal is live every morning at 7 00 a. M. Eastern and cspan. You can join the conversation with your phone calls and comments on facebook and twitter. Next retire general Stanley Mcchrystal talks about his book. He is joined by the book author at the event held earlier this year. It was at the washington board of trade. He is is cofounder of the Mcchrystal Group. On behalf of contest spotlight, it it is my privilege to introduce you to our deaths. Some of the most successful organizations in the u. S. Are working with Mcchrystal Group to understand and compete in a more complex environment. Their new book, team of teams new rules of engagement for complex world focuses on Team Leadership with emphasis on empowering others, engaging employees, managing through technology and a leading in a time of increasing complications. General Stanley Mcchrystal cofounded Mcchrystal Group in january 2011 to deliver Innovative Leadership Solutions to american businesses in order to help them transform and succeed in challenging dynamic environments. A retired fourstar general, general mcchrystal is the former commander of both the u. S. And International SecurityAssistance Forces afghanistan. And the nations premier counterterrorism Counterterrorism Force joins special Operations Command. Chris fussell is the chief of Network Management at Mcchrystal Group leading the sales, marketing and client relation team. Chris served as eight account during mcchrystals final year in the special Operations Command where he witnessed firsthand the special Operations Community transformation into a successful, agile network. Today general mcchrystal and Chris Fussell will address modern military action, the the Islamic State and how these lessons really do apply to the world of business. Please join me in welcoming general mcchrystal and Chris Fussell [applause]. Gentlemen, good morning and thank you so much for honoring us with your presence. We certainly appreciate your years and years of service and leadership on behalf of the country. Congratulations on the new book and i would like to hear a bit more about it and heres why. People at the Senior Leadership levels of the military dont necessarily make easy transitions to the Business World. I tell you, you, after reading more and more about the navy seals, it reaffirmed my decision not to be a navy seal. [laughter] not that that was ever an option, of course im reading about all of the training, all of the training, all of the training. In my mind, becoming an abc a was meant to be the olympic athlete. It was meant to be for the best of the past as it related to the physical specimen. Theres a huge part of that, but its very clear that you and the general put this together with your team and it was much more about teamwork so forgive the informal nature of the discussion this morning but i would like to start with you about lessons of a navy seal and the dependency is seemingly more about team and less about this sharpshooter individual. We use a few examples in the book to talk about the stereotypes of not just an abc sales but the special Operations Community in general which has gone so much attention over the last decade or so. The reality is and what we try to bring out in the book is what makes these groups so effective is not the elite nature of the individual. There is a certain bar that one must have to pass to get into these groups, but what made us on the battlefield is really the integration of all the strong personalities into a team. Other special operation units start at a very small level. How do you integrate all these personalities to make it an Effective Team on the battlefield. That is what we faced overseas and what they oversaw was how do we scale the effectiveness of all these small teams onto a global level enterprise so we can really see a globally connected network. That is a new type of conflict. So you created team of seals, a team created out of experts but then on the team side of things, if theyre not good teammates they sort of washout. Now you are left with a team, a highperforming team. In the Business World we may have high performing teams but we dont get them to perform being micromanaged. Its pretty interesting approach. Within this book on a team of teams that couldve had a subtext that could have been how not to micromanage but trust your team. If you trust your team. If you spend over time all these resources and training creating a test trust worthy team, where is this disconnect that they arent trusted enough to let them do it . It is sometimes misunderstood because you can have teams that have these extraordinary capabilities. Cure favorite commando movie. One in this group of commandos gets sent somewhere and they have this adventure and somewhere along the way they meet a beautiful woman and they go and they blow something up and one of them or two of them get back alive. The thing about it is, you see that you think that all of the power is in that little group. The interaction between them. There is truth in that, but once they sort of launch on this operation, the idea that they are pretty autonomous, that is not todays world. Todays world is this wonderful cohesive small group that can do extraordinary things with pers decision but only do it if they are part of this network or larger team that can get the information that they need in very rapid and can constantly guide what they are doing and respond to what they find on the target. The night that we killed the man we were after for two years, that night we did 17 more raids to take advantage of what we had learned from doing the operation. The only way you can do that is if you have this team of teams that are absolutely connected, not just by information technology, but connected by relationships and whatnot so suddenly you call up the seals and you say this is what we know, go. Then we dont necessarily act on trust but this deep connectivity that you built between the teams and suddenly you have the ability to operate. You cannot micromanage that. A. A leader might think that they can and there are some people here, probably not here but some people that might have multiple spark forms, smart phones and you think you can pull all of it together and you can micromanage your vast internet prize. I would say i couldnt. I used used to sit in the operation room and we had 12 screens. We could have 12 operations going on all at the same time. I could see could see everyone but from a predator you get full motion and then you could talk to them if you wanted, but the reality is you cant micromanage that. All you can do is be aware, get smart about it and pump information down so organically the organization manages itself. So they are still knocking on your door late at night saying general may i, general could i, general is it okay if i do this. You are processing all of this. You must this. You must love being a leader if theyre knocking on the door at three in the morning. They are asking for permission or reviewing things you went one step further and said im not actually adding value to this equation so im not sure if youre upsetting the apple cart as much in business or military or both, but i tell you you really did ramp it up within this work and id like to hear more about those middle of the night knocks on the door, but what from that made you think this would be good for business to know . Just a little bit of background, when you take command of an organization, just like when you move into a new job anywhere, you want to feel relevant as quickly as you can. The first time may come to you and they go great leader, heres the problem, make a decision. The temptation is you want to make a decision because you want to be relevant. I was a Major General at this time and i take command of this Diverse Workforce and they come to me with approval for every operation. I do that thing where you look and act like you think that you have no clue. Then you say yes or no. They would do this and we had one thing in our requirements that set every time we wanted to drop a bomb on a terrorist leader, because there were some places you couldnt get to do that, they had to come get my approval. We went to bed just about don because we fought all night. Inevitably about an hour later they would locate this guy and they would come in and knock on my door of the plywood hooch and they would say we want to drop a bomb and at 50 years old, i just i just woke up and hadnt got much sleep, and i get on the side of my bunk and i look at these slides and aerial photographs and ill ask a couple questions. Then i will say do you think we should do it . And they say well we just woke you up, what do you think . Then i would give this okay, go forth and do it. I thought about it and my value add was zero. They were the ones who got in the latest information, they were on the ground and yet it slowed it down because they had this operation but if they had to go wake me up, that is just slowing the process. I asked why do you do that. They said thats our process and our requirement. I said stop it. Stop asking me, just do it. They said just do it. They said well we have to because youre responsible. I said im always responsible. It doesnt matter. Just stop it. Now this is what were going to do. Im going to give you every bit of information that i have, turn it toward you and i minute talk to about how i think about these operations so you know in terms of the big strategy, these are the things that go through my mind. You just put them in your me and mind and make the decision. A lot of people came to me and said this is dangerous and youre gonna have younger people making decisions and making mistakes. The reality is we not only didnt make more mistakes and we got much faster, obviously, but faster, obviously, but Something Else happened. They owned it. Think about it, if someone comes to you and says should we do a or b and you say be and it goes badly you say boss had a bad day. If you look at them and say use your best judgment telus what you did, they walk away and think wow, i have to be very thoughtful on this. That thoughtful on this. That was very helpful in our world. It did another thing for me, it opened white space. It stopped it stopped me from being in the weeds on those things and allowed me to be a little more thinking about wider issues. So when you lay this book out, there are variety of different episodes. Some of them are air line are created as it relates to the crash of a jetliner or landing a plane in the hudson rivers. There were very specific team, team, team things that get in there right from the start. Talk to us, just a bit if you what about the team concept. You are hearing from the general as we are hearing from the general, the way you were brought up in the military was command and control. How much has it really turned things on its head being or is it being the flavor of the day question . What we really knew and was in our dna was in the creation of these small teams. We tried to create teams at any successful organizations, you you will find these really small teams. Stans point is that the problem we face is how do you scale between these different silos in which all these small teams operate. For us what we see in an industry is when you go up a level or two levels and when you get to the senior level, youre looking at radically different tribes in the silos. Were talking about integrating the legacy of the seal team culture in with the iranian culture and air force culture and spinning it out to all the different people we had to work with, fbi and so on. We had to realize we were not going to win this conflict if we keep fighting as these small teams. To integrate with one another i have to accept the fact that you might look at the problem differently. You might have a different culture of how you treat people and how the problems that looks to you. For to you. For us to get across that boundary we had to start developing true collaborative, trust based relationships. That broke years of bureaucratic design. It changes the org chart where theres not even overlap. There is not duplication of efforts but there are relationships. You relationships. You hit on the interdependencies repeatedly. The army doesnt always play as well as navy, the seals not always with the rangers and then you drove it very hard to make sure they understood that they were in the same family. There were were interdependencies and they could share. They could have relationships. How did that work in the Operations Side of things . How did that work from your perspective of pushing new culture . What it felt like on the ground was, if you go back to some of the earlier days, 2003 or 2004 when we were still trying to get our head around this problem we still had this team focused mentality. It was give me my space and tell me what you want to accomplish. There there were pockets. Then we suddenly had to realize the onus is on me to form a relationship with the person who is may be two or three lanes over on the battlefield. The way he was running the organization created this broad sense of accountability. As the system matured we saw the same thing happen in industry. People at low level now realized they were incentivized to get ahead because ive been given all these authorities. Its up to me now to create the relationships and suddenly im coming to Senior Leadership with complex solutions. You are obviously a student of military history. You go back to admiral nelson and you have a great example there. You have drawn on a lot of business and the entire manufacturing process and how that was revolutionized. Then you find yourself as your reading about the revolutionary war in the minutemen and the redcoats who were hanging out with trees and theyre going after them and they are sitting ducks. You sort of felt like we were sitting ducks. The game had changed and we werent ahead. Now we have Better Technology and better this and better that and better this but boy theres a heck of a piece and it catches you differently and youre not feeling like youre not you need to be. This challenge was always to get a people trained and outfitted properly at the right point in time. You had to get this armoring from point a to point b which meant you had to be organized and disciplined because it had to be predictable. If you said this you had to be able to predict what the effect would be. We went on through that and we took it through first world war, Second World War and incredibly mechanical wars in some ways. If you were big enough big enough and you were efficient enough, you could win because you built a bigger machine. The first gulf war, when i was was over there it was clear that Saddam Hussein put his army on the golf tee and he just let us line up on it because every strength we had he played two. That that was extraordinary. We got this feeling that we had advanced technology that they didnt have Global Positioning system, precision strike weapons, night vision, we had this technological over him match. We thought we are better trained, better organized more efficient. We go into iraq in the fall of 2003 and it works beautifully. But then within about six weeks you start to see the situation in iraq deteriorating for a lot of reason. Then in the early fall you start to see al qaeda there. Originally everyone thought it was Saddam Hussein in his followers but it wasnt. They leveraged frustrations of the sunni population to