GLS21 Notes: Mastering RiskPublished August 5, 2021
TOPICS IN THIS ARTICLEBusinessChange ManagementCharacterDecision-MakingExecutionLeading OrganizationsLeading YourselfMilitaryResilience
Every day, leaders across the world navigate how to assess, detect, learn from and respond to risk. Drawing from his new book, Risk: A User’s Guide at The Global Leadership Summit, retired 4-star Army General, Stanley McChrystal, gave us a new system to rethink traditional definitions of risk and the role leaders play in facing uncertainty. In this talk, General McChrystal used the lessons he has taken from his career in the military and applied them to organizational psychology. He gave us a pragmatic approach to managing a new global landscape riddled with risks of all kinds.
Enjoy these official session notes from General Stanley’s session to help you dive deeper into what you learned!
We have a risk problem
- If anyone struggles with humility, I recommend marriage. If that doesn’t work, try grandchildren.
- In 1979, the Iran hostage crisis occurred. President Carter worked feverishly to get the release of our citizens. He then authorized a rescue attempt, “Operation Eagle Claw.” The plan was complicated. There were ten steps in the process.
- It’s hard to assess risk. If you look at each phase, they had about a 90% chance of success. Over the course of all ten steps, it makes the total plan about 2.5% chance of success. The mission failed.
- The rest of my career was impacted. We cannot let the nation down again. We need to mitigate every risk.
- We have a risk problem. What do leaders do about it? Leaders can’t make risk go away, but they can think about it differently.
Experience at JSOC
- In 2003, I became leader of JSOC (Joint Special Operations Command). It’s different from most military forces. The average age is 35. Everyone has a family and has been in combat before. You get a high probability for success because of the resources that you put at it.
- It gets harder at scale. It gets riskier at scale.
- I was leading a pyramid-shaped hierarchy against Al-Qaeda in Iraq. They were different. It was a constantly changing network. They were wickedly fast, lethal, learning very fast. In this environment, this atypical thing was beating us.
- As we were performing well in the narrow sense, the overall situation in Iraq was getting worse. We tried doing more. It only got better when we started connecting missions. JSOC almost changed its DNA. It started functioning like the human brain. It made us faster and more effective.
- We were building an immune system. Immune system detects threats, assesses them, responds to and learns from them.
- Risk immune system: narrative, structure, diversity, timing, adaptability, action, technology, bias. All connected by communication. All inspired by leadership.
Action – Do Something
- How often are we sitting around saying, “Someone ought to do something?” and yet no one moves.
- How do you overcome inertia? In JSOC, we had so many policies. We had a wall of policies around our organization. I asked, “What fool’s policy are those?” The leader of Seal Team 6 said, “It’s yours.” I changed the policy: it can’t be immoral or illegal. Otherwise, act.
- We have to empower people to act. The structure has to enable the people who actually have to do it to act.
- We kept structure for logistics, etc. We changed it for information. Information could flow in any direction.
- We pushed decision-making down. Push decision-making down until you’re uncomfortable and then push it down one more level.
- We leveraged video conferences and opened up to people. 7500 people for 90 minutes a day.
- You didn’t have to tell people what to do. They could figure it out. They knew the context.
- October 2003: 1 raid per week; August 2004: 18 raids per month; August 2006: 300 raids per month (kept that pace up for 2.5 years).
- The difference was how we communicated and made decisions.
Dr Martin Luther King’s Leadership
- You can get everything else right but if leadership is wrong, you’re always stuttering.
- The Montgomery Bus Boycott – it was a leadership effort of the community, not just Dr. King.
- In August 1963, Dr. King went to give a different speech. People were listening but not reacting. A friend says, “Martin, tell them about the dream.” He shifts and changed American oratory history.
- He leveraged technology.
- He knew the structure needed diversity.
- He knew you needed to adapt (the Selma march).
- People believe in stories. He was arrested and put in jail 12 times. Every time it was to strengthen the narrative.
- Leadership – he knew he had to keep people moving forward.
- “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving.”
- We have a risk problem, but we can fix it. It’s up to us.
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About the Author
Recognized as a transformational leader with a remarkable record of achievement, Stanley McChrystal is a retired four-star Army General widely praised for leading a comprehensive counterterrorism organization that fused intelligence and operations, redefining the way military and government agencies interact. Over the course of his career, he led a number of elite organizations including the International Security Assistance Forces, Joint Special Operations Command as well as the 75th Ranger Regiment. In 2009, the President of the United States and the Secretary General of NATO appointed him to be the Commander of U.S. Forces Afghanistan and NATO ISAF. His command included more than 150,000 troops from 45 allied countries. Since retiring from the military, McChrystal founded the McChrystal Group to deliver innovative leadership solutions to businesses and multinational corporations around the world in order to help them build stronger teams and succeed in challenging, dynamic environments. A passionate advocate for national service, McChrystal is also Chairman of Service Year Alliance. Additionally, McChrystal is a senior fellow at Yale University's Jackson Institute for Global Affairs, where he teaches a course on leadership. McChrystal is the author of New York Times best-selling books, My Share of the Task and Team of Teams: New Rules of Engagement for a Complex World. McChrystal is also the co-author of The Wall Street Journal best-selling title, Leaders: Myth and Reality.
The Global Leadership Summit (GLS) is a two-day infusion of actionable leadership insights and inspiration broadcast to hundreds of host sites across the United States every August. In the following months, the GLS is translated, contextualized and hosted by local leadership committees at hundreds of locations across Africa, Asia, Latin America, Europe and the Middle East. This global event convenes a world-class faculty who share their distinct perspectives and expertise, inspiring and equipping people around the world with practical leadership skills that can be applied within their context, wherever they have influence, and used to empower positive transformation where it’s needed most. Attracting an audience that represents various industries, including marketplace, non-profit, healthcare, education, government, ministry and corrections, the GLS has become a unique platform, unlike any other, bringing people together to not only empower better leadership within the organizations they represent, but in a growing number of cases around the world, this event also acts as a catalyst for organic local movements initiating systemic, city-wide change. What started as a single event back in 1990’s, the GLS has grown to attract tens of thousands of people today.