But i could not help to think of my dad would say a pitcher jim watching from have been. I hope i am doing okay. Talking about ptsd you are getting calls and questions what have you done to learn about those topics to be a source of the fis advice and how prevalent is that issue . The is noncallable fiveyear their wrappings the over very difficult and watched the staff there and one of the things that i learned sometimes it could be up to seven years after a dramatic event and there was one circumstance my husbands hotel was attacked if i was on the phone with the Flight Attendant telling them what to do because they were barricaded and they were coordinating a rescue. It sounds like a movie. It does not even sound like my life but the to come through a traumatic event where you talk through it and that triggered my interest in the beginning ben as more and more moms to be concerned about classmates i started to do what i like to do as an educator i am very fascinated about the brave attempt neuroscience as the brain is constantly rewiring and changing so the council of parents is from certain organizations and for grief counseling and now i have the opportunity to go to the university of texas for their doing research to get as much funding as we can because this is the last frontier so the more we can understand the brain tonight on a help people in his annual irmas opportunity almost like going to the moon but what were doing now is reacting to behaviors in really need to focus on the holistic approach what can we do to find the area damaged and fix it . So i am hoping we can see Great Strides in that. Speaking of injuries there is a whole subset of parents that are that caregivers setters spouses and friends but a lot of times i mom sent off her 18 yearold child that comes back injured and they will be caregivers for a long time. Had you spoken with those parents and what programs are available for them . Guest there are 25 other military moms one cares for her son who has tbi if she quit her job for which he was at bethesda and now we have 1 million caregivers in their coming from areas they have not had the benefit of a military background to understand what services are available and their whole life has changed because were taking care of the terribly wounded children. Said they have a Caregiver Program so that is where i point people to get connected but there have much more risk for suicide if you have somebody in your community that was said caregiver, really you need to show up at their door to say what can i do to help you . This is a lifelong role they will have. That is another thing close to my heart. We send perfect children to war and some come home in ways we dont recognize and major help them and support them and i pray for them every day. Host you write about blue star fermis those who have family members in the military and you talk about the moms and the gold star mothers are those who have lost a son or daughter. Very inspirational story about a mom who is a gold star mother from the naval academy. Woody like to touch on that . I got to know her hand discovered a lot of moms have a most bearish is ideas that your child will be without you and she has an older son that she lost in iraq and the younger son was five at the time. The process of her coming to grips with the idea she has a second son who wanted to serve and she tells the story. It is very meaningful now she is completely supportive but it was a difficult journey for her. I really proud of her to be willing to tell her story. Host we are coming to a close is there anything else you would like to add about your book or where it is available and. Is Available Online for the major retailers and target has it been costco and at exchanges and barnes noble. I will be at ft. Hood on saturday to do was signing with my purple pen. And i a encourage if you are a Service Member or have been by this book for your mother it is for people who want to understand the of life that we live. Host thank you so much for joining us. We appreciate it. Guest it is great to talk with you. 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 it is my privilege to introduce you to this special cast him in the crystal. Some of the most organizations that our most successful work with the mitt Crystal Group to compete in a more complex environment the new booktv of teams focus is on Team Leadership with emphasis to empower others engage employees managing technology and leading in that time of increasing complications. General mcchrystal cofounded Mcchrystal Group to deliver Innovative Leadership Solutions to american businesses in order to help them transform and succeed in a dynamic environment. A retired fourstar general the former commander of the u. S. And International Security forces in afghanistan. The nations preyour counterterrorism for strains special Operations Command. The chief of Network Management at a Mcchrystal Group of the decline relations teams he served during the final year of commanding the special Operations Command where he witnessed firsthand the special Operation Community transformation into a successful network. To a general mcchrystal will address modern military action, the Islamic State and how these lessons really do apply to the world of business. Please join me to welcome general mcchrystal and also pressed. [applause] good morning. Thank you to honor us with your presence we appreciate your years of service and leadership on behalf of the country. Congratulations on the new book and i want to hear more about it because those at this years leadership level dont necessarily make easy transitions to the Business World i tell you after i read more and more about said navy s. E. A. Ls and reaffirms my decision not to be a navy seal. [laughter] not that that was never an option but i read of all the trading and the training and in my mind to become a navy seal was to be deal olympic athlete the best of the best with the physical specimen and a huge part of that but it is clear you put this together with your team and it was much more about to mark. So forgive the informal nature but i would like to start about the essence of a navy seal and the dependency is more about. Guest and less of the sharpshooter individual. We do use a few examples to talk about the stereotypes with special Operations Community in general and 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