Unlike his operational handbook, Team of Teams, this book is an
autobiographical review of Gen. Stanley McChrystal’s tours of duty as the task
force commander in Iraq and Afghanistan. As such, while the technical details
provide hard-won lessons in leadership that are broadly applicable to any
challenge a reader might confront, they are contrasted against what he does not
say. Also contrary to those teaching moments, nothing ages faster than current
events. Even those who learn from the past are condemned to live among those
who did not. Gen. McChrystal credits his team of teams for killing Abu Musab
al-Zarqawi, and for winning the battle of Fallujah. However, the action here
ends before the rise of ISIS.
My Share of the Task: A Memoir by Gen. Stanley McChrystal (Portfolio/Penguin, 2013) |
McChrystal writes well but the book is targeted to a
military audience. For example, he uses the word “guidance” in the special
sense that has nothing to do with missiles. When you receive your commander’s
guidance, as the 2-star Maj. Gen. McChrystal did from his 4-star general
Abizaid, you are being given expectations, limits, and measures of success. But it is all verbal, often just a chat. You are supposed to fill in the blanks and know what to do and what not to do. McChrystal never explains that. He just says that he received guidance, and the story continues
from there.
The military is a small community. Captain Stanley
McChrystal was deep in Georgia, Fort Stewart, 20 miles up a country road, when
he met CPT Dave Petraeus. They would serve together again. In that span, like other senior
staff officers McChrystal’s career took him down several different roads –
airborne, Green Berets, mechanized infantry, Rangers—which he credits to giving
him a broader view than he would have had if he had specialized and stayed in
one command structure. In those different billets, he worked with other people
he would meet again as he rose in rank.
As a major, attending the Army’s command and staff course
was required. Usually, that means Ft. Leavenworth, Kansas. Instead, McChrystal
was sent to the Naval War College in Newport, Rhode Island.
“Sited in scenic Narragansett Bay, the Naval War College
was academically stimulating beyond anything I’d yet experienced. Unlike more
structured programs with long class hours, the Navy emphasized extensive
reading punctuated by limited but focused seminars. I’d always loved to read,
and the instructors pushed me into the works of Clausewitz, Homer, and others
that helped build a firmer foundation of knowledge.” McChrystal did not mention
that at the same time he also completed a master’s degree in international relations at Salve Regina
University. (He does say so in Team of
Teams.) Several other generals also earned advanced degrees at Salve
Regina.
Later, McChrystal has little to say about the death by friendly fire of Ranger Specialist Pat Tillman. Tillman's death grabbed media attention because of his religion, or lack of it. Tillman was openly an atheist, which is less popular than being openly gay. McChrystal was the special operations commander. He renders no final judgement, but only delivers a brief outline of the event. Even the unusual fact that Tillman reeceived a posthumous Silver Star is delivered in one sentence with no personal observation.
When Iraq invaded Kuwait, on August 2, 1990, McChrystal was
with the operations directorate of a joint task force at Fort Bragg. He was on maneuvers
at Fort Bliss when the news came. His deployment to Kuwait to analyze SCUD
missile attacks was brief. The war ended. He returned to the 82nd
Airborne in 1994 and reported to Colonel John Abizaid. Six years later he
returned again and Colonel McChrystal took over the post of assistant division
commander from Colonel Petraeus. They met again, in the wake of 9/11, deployed to Afghanistan, where they set up their aluminum frame cots in their command
offices.
The book dives deep into the creation and management
of a joint force special operations directorate to retake Iraq from the
insurgency. McChrystal also commands a similar force in Afghanistan. The
details of the protracted, repetitive battles are less revealing of the man we
have already come to know. He turns Task Force 714 from a “tribe of teams” into
the “team of teams” needed to win the battle for Fallujah. Adaptable, open, intelligent,
TF 714 becomes the “Entrepreneurs of Battle” needed to overcome a decentralized,
information-driven, fanatically dedicated adversary. Some of the fighters
fought each other, Shiite against Sunni and Sunnis in reprisal, or different Shia
militia vying for control. But that merely complicated the picture without changing
it.
Afghanistan was different. Slapping on his four-star
Velcro insignia as his plane lands, McChrystal returns to Afghanistan to follow
the thin guidance of his president. He never complains. He remains objective, operational,
strategic, tactical. But our national motto conveys an ironic pun: E pluribus unum means to make one out of
many, but it also means that from out of all of these many, here is yet one
more. And Gen. Stanley McChrystal was just one more commander in what is not a
seventeen-year war, but seventeen one-year wars.
PREVIOUSLY ON
NECESSARY FACTS
The minister quoted Team of Teams at my Unitarian Universalist services a few weeks ago. I considered reading it, but reviews suggested it was treating not having a matrix rather than tall silos as something new. Avoiding silos and walls has been common practice in tech for at least 20 years, so I thought I wouldn't get much out of it.
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