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" "While I had enjoyed other jobs, I loved command. I had been in a command position for ten of the previous twenty-six years. But each new position was initially daunting. As I suspect many leaders feel, I was never sure if I could command at the next level until I actually assumed the job. I remembered how Douglas Southall Freeman, in Lee's Lieutenants, had described Lee's challenges in determining which brigade commanders could actually handle the responsibilities of a division or corps. The most aggressive brigade commanders often lacked the intangible qualities required for more senior leadership. Of course I often wondered about myself. As the demands of the positions differed, I found that I had changed as a leader. I learned to ask myself two questions: First, what must the organization I command do and be? And second, how can I best command to achieve that? Experience taught me that many factors would shape my "command style," and it would be some time before I had settled into it.
Stanley Allen McChrystal (born August 14, 1954) is a retired United States Army general best known for his command of Joint Special Operations Command (JSOC) in the mid-2000s. His last assignment was as Commander, International Security Assistance Force (ISAF) and Commander, United States Forces – Afghanistan (USFOR-A). He previously served as Director, Joint Staff from August 2008 to June 2009 and as Commander of JSOC from 2003 to 2008, where he was credited with the death of Abu Musab al-Zarqawi, leader of Al-Qaeda in Iraq, but also criticized for his alleged role in the cover-up of the Pat Tillman friendly fire incident. McChrystal was reportedly known for saying what other military leaders were thinking but were afraid to say; this was one of the reasons cited for his appointment to lead all forces in Afghanistan. He held the post from June 15, 2009 to June 23, 2010.
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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.
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On Wednesday, June 2, 1976, I graduated and my father commissioned me as a second lieutenant. Our graduation ceremony was where we'd begun our cadet experience, at Michie Stadium. As I sat with 834 other members of my class, out of an original 1,378, waiting to receive our diplomas, I realized I was very different from the seventeen-year-old boy whose friend had dropped him off a few years earlier. I wondered if I could, or would, be the kind of military leader I admired, and I was eager to try. When the ceremony ended, in accordance with tradition, we launched our hats into the air and congratulated one another. I rapidly looked for Annie- and the exit. As quickly as possible, I threw everything I owned into the used Chevy Vega I'd bought and set course with Annie down the hill away from campus. As we neared the last bend before the academy gates, I turned to her. "Hey, look back at West Point." "Why?" she asked, twisting in her seat to look at the tips of the parapets getting smaller behind the hills. "Because that's the last time we'll ever see it."