How Can Organizations Change That?

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The United States army was really bad about punishing any mistake by a leader. People who made big mistakes or push programmes that didn't succeed, are very rarely rewarded with a significant move forward. And i see the same thing in civilian corporations. I hear leaders say, i want people to take more risk. But then you ask them to point out the people who've failed significantly and where they are in the company now. Everyone goes to school on it. If you are safe and you don't make any mistakes, it's pos to rise up. The safe, sort of bureaucrat is rewarded when someone who pushes harder, often as not.

Retired United States Army General Stanley McChrystal calls on more than three decades of military experience to discuss the fundamental tenets of leadership, and practical advice for taking calculated risks and making important decisions. This wide-ranging conversation includes insights on mitigating risk, making decisions under uncertainty, why civilian leadership is tougher than military leadership, developing mental toughness, teaching discipline, and so much more. A veteran of four U.S. wars in the Middle East, McChrystal was a four-star general best known for his command of Joint Special Operations Command from 2003-08, when he oversaw special operations in both Iraq and Afghanistan. His troops were responsible for both the capture of Saddam Hussein in 2003 and the 2006 death of Abu Musab al-Zarqawi, the leader of Al-Qaeda in Iraq. After retiring from the military in 2010 he joined Yale University as a Jackson Institute for Global Affairs senior fellow, and in 2011 he founded a consultancy firm, McChrystal Group, which helps organizations tap into human potential in service of stronger business outcomes. --

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