Top 15 Stanley A. McChrystal Quotes

If we want to be governed by someone we wouldn't do a business deal with because their background is so shady, if we're willing to do that, then that's in conflict with who I think we are. And so I think it's necessary at those times to take a stand.

What I would ask every American to do is, again, stand in front of that mirror and say, what are we about? Am I really willing to throw away or ignore some of the things that people do that are pretty unacceptable, normally, just because they accomplish certain other things that we might like?

I personally think it was valuable. I think maybe it causes the American people to take pause and say, wait a minute, if we have someone who is as selfless and as committed as Jim Mattis resigns his position, walking away from all the responsibility he feels for every service member in our forces, and he does so in a public way like that, we ought to stop and say, OK, why did he do it? We ought to ask what kind of commander in chief he had, that Jim Mattis [had], that, you know, the good Marine, felt he had to walk away.

I would guess that Secretary Mattis took a long time agonizing over writing a letter that was as direct about his feelings as that particular letter was. He knew it would be very public and it would make a very strong statement that was much broader than the Syria issue. It was about America's role in the world.

When the ceremony ended Anne and I stayed on the field to greet friends, many of whom had traveled to share the ceremony with us. In one respect it was a difficult day at the end of a difficult month. But in the broader view of life, it was a magical evening at the end of an incredible journey we shared. We walked back over to the quarters we would move out of a few days later, and found friends in the yard and almost every room. At one point I saw Mike Hall, Charlie Flynn, Shawn Lowery, and Casey Welch standing in the fading summer light. I thought of my father, of my first day at West Point, and of our cold Christmas Eve flight over Afghanistan seven months before. The final words of my last speech in uniform, spoken just an hour before were repeated in my mind: "If I had it to do over again, I'd do some things in my career differently, but not many. I believed in people, and I still believe in them. I trusted and I still trust. I cared and I still care. I wouldn't have it any other way... To the young leaders of today and tomorrow, it's a great life. Thank you."

In the end, leadership is a choice. Rank, authority, and even responsibility can be inherited or assigned, whether or not an individual desires or deserves them. Even the mantle of leadership occasionally falls to people who haven't sought it. But actually leading is different. A leader decides to accept responsibility for others in a way that assumes stewardship of their hopes, their dreams, and sometimes their very lives. It can be a crushing burden, but I found it an indescribable honor.

Self-discipline manifests itself in countless ways. In a leader I see it as doing those things that should be done, even when they are unpleasant, inconvenient, or dangerous; and refraining from those that shouldn't, even when they are pleasant, easy, or safe. That discipline that causes a young lieutenant to check soldier's feet for blisters or trench foot, will also carry him across a bullet-swept street to support a squad under pressure.

All leaders are human. They get tired, angry, and jealous and carry the same range of emotions and frailties common to mankind. Most leaders periodically display them. The leaders I most admired were totally human but constantly strove to be the best humans they could be. Leaders make mistakes, and they are often costly. The first reflex is normally to deny the failure to themselves; the second is to hide it from others, because most leaders covet a reputation for infallibility. But it's a fool's dream and inherently dishonest. There are few secrets to leadership. It is mostly just hard work. More than anything else it requires self-discipline. Colorful, charismatic characters often fascinate people, even soldiers. But over time, effectiveness is what counts. Those who lead most successfully do so while looking out for their followers' welfare.

People are born; leaders are made. I was born the son of a leader with a clear path to a profession of leadership. But whatever leadership I later possessed, I learned from others. I grew up in a household of overt values, many of which hardened in me only as I matured. Although history fascinated me, and mentors surrounded me, the overall direction and key decisions of my life and career were rarely impacted by specific advice, or even a particularly relevant example I'd read or seen. I rarely wondered What would Nelson, Buford, Grant, or my father have done? But as I grew, I was increasingly aware of the guideposts and guardrails that leaders had set for me, often through their examples. The question became What kind of leader have I decided to be? Over time, decisions came easily against that standard, even when the consequences were grave.

Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends on it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he can produce success.

For a boy who'd grown up on stories of legionnaires, it was easy to feel the thick spirit that filled this small outpost, home to the parachute battalion that had this corner of the fight. I had come to thank them for their service and their courage. Talking to young soldiers, some already seasoned warriors, who had purposely selected a life of expeditionary service, I thought of their predecessors in Indochina and Algeria. I looked over at two of my aides, one a German officer, another an Afghan. How different wars could be, I thought, but the soldiers seemed the same.

It was a lot to ask of Annie, but I never had to. There was no cautious conversation in which I broke the news to her, or asked her permission- I didn't need to. I knew that for as long as I wore the uniform, whatever I had to do, Annie would support me.

On May 19, 2009, I was taken to the White House to meet President Obama. We'd met once before when he'd visited the Pentagon during his first week in office, but as DJS I'd been in a collection of other civilian and military leaders, so it was unlikely he remembered the man who would soon command his military effort in Afghanistan. I'd been in the Oval Office before with President George W. Bush, but the atmosphere in the West Wing in the final and opening months of administrations differed perceptibly. Although it was four months into Obama's term, there was still a feeling of newness to the people, who moved with an air of excited purpose through the hallways. When the president was available, the door opened and Obama walked to the entrance to greet me into the room. The meeting was short, but cordial. The president offered no specific guidance but locked his eyes with mine and thanked me for accepting the responsibility.

As the story unfolds many things appear: extraordinary sacrifice and teamwork, often alongside an atmosphere of mistrust, uncertainty, media scrutiny, and politics. There is a temptation to seek a single hero or culprit- a person, group, or policy- that emerges as the decisive factor. This makes for better intrigue, but it's a false drama. To do so is to oversimplify the war, the players, and Afghanistan itself. Because despite their relevance as contributing factors, I found no single personality, decision, relationship, or event that determined the outcome or even dominated the direction of events. Afghanistan did that. Only Afghanistan, with her deep scars and opaque complexity, emerged as the essential reality and dominant character. On her brutal terrain, and in the minds of her people, the struggle was to be waged and decided. No outcome was preordained, but nothing would come easily. Few things of value do.

When I arrived to take command of the war in June 2009, in addition to the rising violence and sense of insecurity, I found a creeping, fatalistic pessimism, as though the fight were over, the effort failed. Some pointed to history and declared the country intractable. Few countries or NGOs were leaving, but many wanted to. There was growing unease with the viability of the mission. Indeed, in those early days, as I assessed the war, I wasn't sure the mission could be done. Although I'd known it would be difficult, the situation was even worse than I'd anticipated. I was further cautioned by the fact that I would be the twelfth commander to lead the NATO effort in Afghanistan, the latest in a succession of experienced professionals. Any solution would not only be a military one; it had to encompass much more. But as we looked closer and considered a range of strategies, I concluded that it was possible. The intimidating specter of Afghanistan as an impossible challenge belied the reality. The obstacles were numerous, but the accrued problems were not insoluble, just incredibly difficult.