WEBVTT - Businessweek Extra - Gen. Stanley McChrystal

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<v Speaker 1>This is Bloomberg Business Week from Bloomberg Radio. I'm Jason

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<v Speaker 1>Kelly and I'm Carol Masser. Welcome to the Bloomberg Business

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<v Speaker 1>Week Extra. It's our weekly podcast bringing you an in

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<v Speaker 1>depth interview you will not hear anywhere else. And this

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<v Speaker 1>week we've got retired four star General Stanley McCrystal. He

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<v Speaker 1>talked about so many different things. Talked about the world

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<v Speaker 1>that we currently live in, but he also talked about

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<v Speaker 1>technology and not letting it get in the way of relationships.

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<v Speaker 1>He also talked about crises, his own personal crisis, and

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<v Speaker 1>how basically his life as he knew it changed in

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<v Speaker 1>about twenty four hours. So I want to ask you, Um,

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<v Speaker 1>did you work out this morning? I did runner or

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<v Speaker 1>another thing. Today was a gym day, so I went

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<v Speaker 1>to the gym. Does the gym or run every day? Um?

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<v Speaker 1>Used to sleep four hours? To sleep more? Now, right,

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<v Speaker 1>I do? I say as much I can now probably

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<v Speaker 1>fall asleep. Don't do that, please. And you haven't anything

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<v Speaker 1>to eat today a bit because you eat one meal

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<v Speaker 1>a day and you've been doing that for years, about

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<v Speaker 1>forty years. Why well, I thought it was when I

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<v Speaker 1>was a lieutenant. I thought I was getting fat. So

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<v Speaker 1>I started this and people think it's some kind of

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<v Speaker 1>zen thing. Now it's just a habit. Yeah, you're kind

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<v Speaker 1>of in right now. What I do? Yeah, my wife

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<v Speaker 1>eats like seven meals a day, so we balanced out.

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<v Speaker 1>I'm like your wife. Um, I want to talk a

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<v Speaker 1>bunch about a bunch of things. And I think what

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<v Speaker 1>I wanted to do is I just pulled off a

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<v Speaker 1>couple of stories off of Bloomberg today and I just

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<v Speaker 1>wondered how people lead in this environment. Um. The president

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<v Speaker 1>tweeting this, this is our normal routine. We start with

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<v Speaker 1>the presidential tweets. He blasted Mario draggy. Uh. He blasted

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<v Speaker 1>the China for weak currencies. We had that going on.

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<v Speaker 1>He also is calling the attacks the ship attacks in

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<v Speaker 1>the Persian Gulf as minor. But in the meantime, the

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<v Speaker 1>US is adding troops in the Middle East. We have

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<v Speaker 1>investors saying we haven't been this barish since the two

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<v Speaker 1>thousand eight financial crisis. Uh. And the world's top bike

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<v Speaker 1>maker saying the era of made in China is over. Um.

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<v Speaker 1>And then there's Facebook wanting to put out a currency.

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<v Speaker 1>It's on cryptocurrency to rival the US dollar. We have

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<v Speaker 1>so many things being thrown at us from so many

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<v Speaker 1>different angles. You've had to witness that. You know, your

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<v Speaker 1>many years in Afghanistan, and you get word from Washington,

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<v Speaker 1>you get word from your front line and your troops, um,

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<v Speaker 1>your peers. How do you do it? How do you know?

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<v Speaker 1>And these guys are dealing with lots of different things. Well,

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<v Speaker 1>it's interesting. When I was a very young officer, you

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<v Speaker 1>didn't get much intelligence. So you'd be in a command

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<v Speaker 1>center and everybody be waiting for intelligence reports come in

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<v Speaker 1>and they'd grab them and it's spent time. Then the

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<v Speaker 1>opposite occurred about two thirds of the way through my

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<v Speaker 1>career with information technology, and then it came in and floods,

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<v Speaker 1>and then you said, well, how do you figure out

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<v Speaker 1>how to curate that? What's important? Who prioritizes it for

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<v Speaker 1>the leader? I don't think we've ever completely figured that out.

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<v Speaker 1>What what we went to as I was a senior

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<v Speaker 1>leader was I didn't operate in a private office. I

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<v Speaker 1>operated in what we call the situation awareness room, and

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<v Speaker 1>I kind of marinated in the information. I didn't stop

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<v Speaker 1>and just get a set of briefings. You marinated it

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<v Speaker 1>because your situational awareness is critical. You have to have context.

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<v Speaker 1>Every decision you make has to have context. So you

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<v Speaker 1>start to develop the ability to make sure information flows

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<v Speaker 1>constantly to as many people as possible, and then when

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<v Speaker 1>decisions come up, you start with a general understanding and

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<v Speaker 1>the key thing is not to try to induce more

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<v Speaker 1>uncertainty into that, particularly with false information. Well, it's interesting

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<v Speaker 1>and technology plays into this big time. And you know,

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<v Speaker 1>I watched um some of your TED talks online and

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<v Speaker 1>I recommend everybody do it because it was really fascinating.

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<v Speaker 1>You talked a lot about technology and this need for

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<v Speaker 1>more and more and more. This is the world we

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<v Speaker 1>live in and to be more and more connected. But

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<v Speaker 1>there's something you said your take on technology. Number one,

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<v Speaker 1>you were enamored with it. Number two, it seduced you,

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<v Speaker 1>and number three you were bound by it. That's not good. Yeah,

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<v Speaker 1>it's but it's important to understand that when I describe

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<v Speaker 1>our situational werness room, we had tend to twelve flat

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<v Speaker 1>panel screens, and on a given evening when we're doing

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<v Speaker 1>a lot of ops, there's a separate actual operation occurring

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<v Speaker 1>in all of those times. Helicopters landing, people doing raids,

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<v Speaker 1>things like that, and there's this temptation to look at

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<v Speaker 1>that and have a two dimensional picture of what's happening

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<v Speaker 1>on the ground. And we actually have the technology where

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<v Speaker 1>you could listen to their radio talks internal to the

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<v Speaker 1>raid force, and you could talk to them if you

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<v Speaker 1>wanted to. But I never once did that, because there's

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<v Speaker 1>this deception that you know what's going on because from

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<v Speaker 1>ten thousand feet you have this high definition view of it.

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<v Speaker 1>In reality, you don't. You don't know how cold it is,

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<v Speaker 1>you don't hear the crack of the bullets, you're not tired.

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<v Speaker 1>The person on the ground has to do that. However,

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<v Speaker 1>what you can do is you can understand the broader situation.

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<v Speaker 1>You can posture yourself so that as that force on

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<v Speaker 1>the ground, you start to see things happen. Instead of

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<v Speaker 1>telling them what to do, you tell them what's happening.

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<v Speaker 1>You position reinforcements, you position medical evacuation, you position fire support,

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<v Speaker 1>and then you offer it to them, you say this

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<v Speaker 1>is available, this is so and so, and but you

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<v Speaker 1>can't take over because one, you're not in the right

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<v Speaker 1>place to make the decision. You're not the right person

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<v Speaker 1>to make the decision. And you've got to understand that

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<v Speaker 1>it's deception to pretend that you are omniscient. So trust

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<v Speaker 1>the folks that are on the ground. You have to

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<v Speaker 1>so staying with technology for a moment, though, I think

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<v Speaker 1>you also talk a lot about this whole idea of

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<v Speaker 1>feeling like you're connected and then really having connected relationships,

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<v Speaker 1>and you have to be very careful. And we've seen

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<v Speaker 1>us all the time that we're emailing the person sitting

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<v Speaker 1>next to me. How crazy is that? And there's something

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<v Speaker 1>different texting versus picking up the phone and talking to somebody.

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<v Speaker 1>Talk to us about the importance of leadership and having

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<v Speaker 1>those connected relationships well connected. Yeah, if you think about it,

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<v Speaker 1>you were in an era where you also create these

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<v Speaker 1>false friendships, whether it's on Facebook or wherever we've used

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<v Speaker 1>the term Twitter followers. Don't love me there, Okay. I've

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<v Speaker 1>got a friend of mine who's got a saying and

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<v Speaker 1>he calls at the four Club, and four is the

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<v Speaker 1>belt way around Washington, d C. And he says, there's

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<v Speaker 1>a group of people that if they call me in

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<v Speaker 1>the middle of the night and tell me to go

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<v Speaker 1>stand on the side of four in a loincloth, golf

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<v Speaker 1>shoes and a light coat of oil, I will go

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<v Speaker 1>do it. I want to ask questions. Now he says

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<v Speaker 1>it's a small group, but the reality is when you

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<v Speaker 1>talk about friendships, those are the people who you really

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<v Speaker 1>have a connection. In the military, we used to say

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<v Speaker 1>that on the radio in a firefight is not the

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<v Speaker 1>time to establish a relationship. So you've got to understand

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<v Speaker 1>that the sinews of a relationship actually come from other things.

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<v Speaker 1>When we're geographically dispersed, that takes work. I usually believe

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<v Speaker 1>that there has to be some face to face interaction

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<v Speaker 1>and you've got to be intentional about what you're doing.

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<v Speaker 1>You can then follow that with email and phone calls,

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<v Speaker 1>but the reality is a relationship built at long distance

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<v Speaker 1>without more. I'm a great believer than video conferencing is

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<v Speaker 1>far more effective than a phone call, which is far

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<v Speaker 1>more effective than an email. And so there's this hierarchy

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<v Speaker 1>and being able to see responses. If you and I

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<v Speaker 1>had a scream between us, now we have a completely

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<v Speaker 1>different conversation than the fact that you can see me

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<v Speaker 1>and I can see you. There is something about a

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<v Speaker 1>visual or being face to face exactly. Um. It's interesting too,

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<v Speaker 1>because you do say you need to have people in

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<v Speaker 1>your life that you can call early in the morning

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<v Speaker 1>or late at night. And that's true for people who

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<v Speaker 1>are running things or running companies. You have to have

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<v Speaker 1>those people. You need it more than ever because as

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<v Speaker 1>we know the loan the military talks about the loneliness

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<v Speaker 1>of command, but the reality is leaders and companies can't

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<v Speaker 1>make all your subordinates your friends. You can be friendly

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<v Speaker 1>with them, but it's unfair to make them your friend

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<v Speaker 1>because when your friend, you come and you pour your

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<v Speaker 1>heart out, you tell your problems. If you do that

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<v Speaker 1>to a subordinate one moment, they take that information in

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<v Speaker 1>they try to figure out how they should respond. Then

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<v Speaker 1>the next day you're very direct, give or you're critical,

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<v Speaker 1>and you put them in this incredibly confusing position, which

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<v Speaker 1>is not fair to them, right, And so it takes

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<v Speaker 1>us the discipline not to pollute that relationship unfairly, which

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<v Speaker 1>means we need somebody. So I understand that I'm thinking

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<v Speaker 1>about something that Liz said last night from Mackenzie and

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<v Speaker 1>this whole idea. I talked about having eight hours of sleep,

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<v Speaker 1>but she just talked about the importance that you really

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<v Speaker 1>need to be rested to function well. But our point

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<v Speaker 1>was when somebody comes in and there crying or angry.

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<v Speaker 1>Just did you get sleep? So where is that line

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<v Speaker 1>between being a manager that cares about its people because

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<v Speaker 1>we all have things going on in our life and

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<v Speaker 1>understanding that, but also understanding that we've got to run

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<v Speaker 1>a company right and we have responsible for the top

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<v Speaker 1>and bottom line. So where's that balance? Where did you

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<v Speaker 1>have the balance between your guys that have to protect

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<v Speaker 1>one another, protect this country, yeah, versus making sure they're okay.

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<v Speaker 1>I think one of the things you have to understand

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<v Speaker 1>is going and rubbing somebody on the back and asking

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<v Speaker 1>them how they feel may not actually be the most

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<v Speaker 1>effective way of showing you really care caring about people.

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<v Speaker 1>Irwin Rommel, the German general WORL War two, said that

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<v Speaker 1>the best form of troop welfare is first class training. First,

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<v Speaker 1>position them for success, take care of them in ways

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<v Speaker 1>that matter in the military. That's food, that's protection, that's training,

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<v Speaker 1>that's leadership. That's what you owe them first. Now, if

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<v Speaker 1>you then have time to go rub them on the

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<v Speaker 1>belly and tell them that you love them, that's great,

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<v Speaker 1>but that's not the key thing. The key thing is

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<v Speaker 1>doing your role to take care of them. Sometimes that

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<v Speaker 1>means kicking them in the butt. Sometimes that means grabbing

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<v Speaker 1>somebody and saying, you know, they feel sorry for themselves,

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<v Speaker 1>and you've got to get in their face and say

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<v Speaker 1>I don't care. And in combat you'll find that people

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<v Speaker 1>will be frightened, they will be exhausted, they will be

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<v Speaker 1>all of these things. And the vast majorities are strong,

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<v Speaker 1>but everybody's weak on occasion, every everybody loses their composure

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<v Speaker 1>or their courage, or their will or their patients. And

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<v Speaker 1>in those moments, somebody's got to grab them. I mean,

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<v Speaker 1>even as a senior leader, I would lose my patients,

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<v Speaker 1>and I had people around me who were confident enough

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<v Speaker 1>to get my face and say stop it, stop it

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<v Speaker 1>right now. And that's Those are the best kinds of

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<v Speaker 1>comrades and friends, and we need that. But it's it's

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<v Speaker 1>not always been bag chairs. And I want to talk

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<v Speaker 1>about time you were kicked in your butt a little bit. Yeah, um,

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<v Speaker 1>And I know you've talked about this before, and this

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<v Speaker 1>was after a Rolling Stone article and it talked about

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<v Speaker 1>you in your military strategy in Afghanistan. The title was

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<v Speaker 1>the Runaway Jack General, and it talked about you and

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<v Speaker 1>your staff having mocked some of the civilian government officials.

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<v Speaker 1>You are a well respected leader, powerful, high visibility, and

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<v Speaker 1>now you were part of the twenty four hour news cycle?

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<v Speaker 1>Is that like disorienting? And what had happened? For background,

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<v Speaker 1>this was a freelance writer who wrote a piece for

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<v Speaker 1>Rolling Stone. He came in a couple of times, wasn't

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<v Speaker 1>embedded with us for a long time. We thought it

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<v Speaker 1>was going to be a puff piece. We thought it

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<v Speaker 1>was going to be about the command group at war.

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<v Speaker 1>We've been together for many of us many years. And

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<v Speaker 1>then when the story came out and came out of

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<v Speaker 1>two in the morning, we saw it and it's titled

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<v Speaker 1>The Runaway General. And as soon as you see that,

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<v Speaker 1>you know you don't have to read further. You know

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<v Speaker 1>you've got a problem. And there had been tension between

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<v Speaker 1>Defense Department and the White House. Not personal. I got

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<v Speaker 1>along very well with President Obama, but there was this

0:11:38.120 --> 0:11:41.560
<v Speaker 1>tension over the strategy. So this thing explodes and I'm

0:11:41.600 --> 0:11:43.599
<v Speaker 1>in Afghanistan and as soon as it came out, I

0:11:43.679 --> 0:11:46.920
<v Speaker 1>knew big problem. Made some phone calls, and then I

0:11:46.960 --> 0:11:50.040
<v Speaker 1>was asked to fly back to the United States that

0:11:50.240 --> 0:11:52.800
<v Speaker 1>night to speak to the Secretary Defense of the President.

0:11:53.240 --> 0:11:57.240
<v Speaker 1>And I absolutely know what's going but still. As I

0:11:57.280 --> 0:11:59.880
<v Speaker 1>get on the plane for the seventeen hour flight, my

0:12:00.040 --> 0:12:02.920
<v Speaker 1>eighty six year old father down in Florida. I know

0:12:03.000 --> 0:12:07.200
<v Speaker 1>he's seeing the news cycle every day. People who don't

0:12:07.200 --> 0:12:10.400
<v Speaker 1>know what's going on are opening it in a you know,

0:12:10.480 --> 0:12:13.559
<v Speaker 1>on the media about it. My son in college is

0:12:13.600 --> 0:12:15.520
<v Speaker 1>seeing it, and of course my wife at that point

0:12:15.520 --> 0:12:19.640
<v Speaker 1>of thirty four years is uh is seeing it. As

0:12:19.640 --> 0:12:26.520
<v Speaker 1>we're flying back flight, I get this email from three privates.

0:12:27.800 --> 0:12:31.760
<v Speaker 1>Three privates don't normally write the four star general and you.

0:12:34.280 --> 0:12:36.400
<v Speaker 1>And it was funny because I'd met them. I'd going

0:12:36.440 --> 0:12:39.360
<v Speaker 1>on an operation with him outside of Kandahar combat operation,

0:12:39.440 --> 0:12:42.240
<v Speaker 1>and so we had the special relationship. And they sent

0:12:42.320 --> 0:12:44.280
<v Speaker 1>me this thing and they said, we heard about this

0:12:44.440 --> 0:12:47.960
<v Speaker 1>article and if you let that reporter around it, and

0:12:48.120 --> 0:12:50.720
<v Speaker 1>those things were said, we don't think that was very smart.

0:12:52.120 --> 0:12:54.600
<v Speaker 1>Here I am reading this email, going whoa, And then

0:12:54.640 --> 0:12:58.400
<v Speaker 1>they go, however, General, we know you and we love you.

0:12:59.360 --> 0:13:03.280
<v Speaker 1>So whatever happens, remember that. And you get that from

0:13:03.320 --> 0:13:06.360
<v Speaker 1>three privates, and you land in d C. And you

0:13:06.400 --> 0:13:08.800
<v Speaker 1>go to see the President of United States. He asked,

0:13:08.800 --> 0:13:11.240
<v Speaker 1>what's going on? What happened? And I didn't know, I mean,

0:13:11.280 --> 0:13:13.440
<v Speaker 1>I didn't have the background. At that point, I just

0:13:13.520 --> 0:13:16.320
<v Speaker 1>knew there was this conflagration. Had you read the article

0:13:16.360 --> 0:13:19.120
<v Speaker 1>by this time, yes, And I didn't think the article

0:13:19.200 --> 0:13:21.520
<v Speaker 1>was accurate. I didn't think it depicted it fairly. But

0:13:21.600 --> 0:13:24.800
<v Speaker 1>that didn't matter. The President on his desk has this

0:13:24.920 --> 0:13:28.120
<v Speaker 1>problem that came from my team, and it's my responsibility,

0:13:28.160 --> 0:13:32.240
<v Speaker 1>it's not his. So I had prepared my resignation and

0:13:32.280 --> 0:13:35.319
<v Speaker 1>I offered it to President Obama, and I said, if

0:13:35.320 --> 0:13:37.080
<v Speaker 1>you want me to go back and keep commanding, I'll

0:13:37.080 --> 0:13:39.760
<v Speaker 1>do that. You know, if you want to give me

0:13:39.800 --> 0:13:41.920
<v Speaker 1>a dressing down and do that, I'll do that. If

0:13:41.920 --> 0:13:45.560
<v Speaker 1>you want my resignation, whatever's best for the mission. And

0:13:45.600 --> 0:13:48.200
<v Speaker 1>he took it, and he was an incredible gentleman. He says,

0:13:48.240 --> 0:13:51.880
<v Speaker 1>I'm going to accept it. Boom boom boom, And so

0:13:51.920 --> 0:13:54.400
<v Speaker 1>we had a short conversation. But here's the point. I

0:13:54.480 --> 0:13:57.120
<v Speaker 1>walked out of that room. I've been four years at

0:13:57.120 --> 0:14:00.240
<v Speaker 1>West Point, I've been born in an army hospital. Everything

0:14:00.280 --> 0:14:03.240
<v Speaker 1>in my life had been military. Then i've been thirty

0:14:03.280 --> 0:14:05.760
<v Speaker 1>four years as an officer, and in an instant, it's done,

0:14:06.679 --> 0:14:09.920
<v Speaker 1>it's gone. And I walked out into this other office

0:14:09.960 --> 0:14:11.800
<v Speaker 1>and then I get in a vehicle and drive back

0:14:11.840 --> 0:14:15.679
<v Speaker 1>to Fort McNair, where my wife was living when I

0:14:15.720 --> 0:14:21.480
<v Speaker 1>was in Afghanistan. And literally everything I was about and

0:14:21.520 --> 0:14:26.720
<v Speaker 1>who I was is past. And not only past. My

0:14:26.760 --> 0:14:29.360
<v Speaker 1>wife had grown up in an army family, and so

0:14:30.120 --> 0:14:32.800
<v Speaker 1>she had been connected and loyal to me for all

0:14:32.800 --> 0:14:38.120
<v Speaker 1>these years. And I walked into the house and she

0:14:38.240 --> 0:14:39.960
<v Speaker 1>didn't know what was going to happen. I had flown

0:14:39.960 --> 0:14:41.680
<v Speaker 1>in that night, and you know, we hadn't had a

0:14:41.760 --> 0:14:44.640
<v Speaker 1>chance to talk about it. And she's standing in the

0:14:44.800 --> 0:14:47.160
<v Speaker 1>entrance way to the house and I said, Annie, it's

0:14:47.200 --> 0:14:51.520
<v Speaker 1>over careers ever. And she looked at me and she

0:14:51.560 --> 0:14:58.520
<v Speaker 1>said good. And then she said, We've always been happy

0:14:58.560 --> 0:15:00.960
<v Speaker 1>and will always be happy. You know. It was the

0:15:00.960 --> 0:15:03.560
<v Speaker 1>most amazing thing. It was the best piece of leadership

0:15:03.560 --> 0:15:05.760
<v Speaker 1>I've ever seen in my life. Because if she had

0:15:05.760 --> 0:15:08.600
<v Speaker 1>pulled me aside and said you got screwed, boom boom boom,

0:15:08.800 --> 0:15:11.840
<v Speaker 1>you know, part of me inside wanted to to, you know,

0:15:12.160 --> 0:15:16.640
<v Speaker 1>rage and whatnot. And she goes, ah, will always be happy.

0:15:17.000 --> 0:15:19.120
<v Speaker 1>We made a decision that day. We didn't sit down

0:15:19.120 --> 0:15:21.440
<v Speaker 1>and say it. We just made it unconsciously and then

0:15:21.480 --> 0:15:25.840
<v Speaker 1>lived it. What we decided is to live life facing

0:15:25.880 --> 0:15:29.760
<v Speaker 1>forward because I had screwed that up. I accepted responsibility.

0:15:29.800 --> 0:15:32.840
<v Speaker 1>That was my mistake for that article to come out,

0:15:34.160 --> 0:15:36.520
<v Speaker 1>and I thought that I was disgraced and everybody in

0:15:36.560 --> 0:15:38.480
<v Speaker 1>the world every time I went to where people would

0:15:38.480 --> 0:15:40.080
<v Speaker 1>see across the room and they kind of point and

0:15:40.080 --> 0:15:42.160
<v Speaker 1>whisper to themselves, and you think, either they're talking about

0:15:42.200 --> 0:15:45.960
<v Speaker 1>Wikipedia or any any article. Yeah, it's just that's it.

0:15:45.960 --> 0:15:49.920
<v Speaker 1>It's there, and so you want to scream out and

0:15:49.960 --> 0:15:52.200
<v Speaker 1>say I was wronged, or whatever you want to do.

0:15:52.240 --> 0:15:55.800
<v Speaker 1>And we decided differently. What we decided was we wouldn't

0:15:55.800 --> 0:15:59.840
<v Speaker 1>try to relitigate that. We would just move forward and

0:16:00.160 --> 0:16:03.720
<v Speaker 1>describe it as helped by any because she lives life

0:16:03.720 --> 0:16:06.080
<v Speaker 1>like she drives with no use for the review mirror,

0:16:06.640 --> 0:16:11.400
<v Speaker 1>and so what we let a knock on women driving?

0:16:12.000 --> 0:16:15.520
<v Speaker 1>All right, second, I hope she's not listening. But anyway,

0:16:16.120 --> 0:16:19.000
<v Speaker 1>So what we did was we decided that I would

0:16:19.000 --> 0:16:21.520
<v Speaker 1>conduct myself and she as well, in a way that

0:16:21.600 --> 0:16:24.360
<v Speaker 1>everyone who had never met us before but had read

0:16:24.400 --> 0:16:27.680
<v Speaker 1>the article would say, Wow, that person didn't seem like

0:16:27.720 --> 0:16:30.280
<v Speaker 1>that doesn't make sense, or the people who had believed

0:16:30.280 --> 0:16:33.720
<v Speaker 1>in us before would keep believing, would believe that a.

0:16:33.920 --> 0:16:37.080
<v Speaker 1>I did the right thing to be friends are connected

0:16:37.480 --> 0:16:39.720
<v Speaker 1>with him for so long, and you know, it turned

0:16:39.720 --> 0:16:42.640
<v Speaker 1>out to be the best decision of my life because

0:16:46.400 --> 0:16:48.560
<v Speaker 1>you can go back and fight those kind of battles,

0:16:48.560 --> 0:16:53.280
<v Speaker 1>but nobody cares but you. And second, it's about the future.

0:16:53.320 --> 0:16:56.440
<v Speaker 1>You can't change anything in the past. Everybody in this

0:16:56.560 --> 0:16:58.800
<v Speaker 1>room will probably fail. You'll fail at a marriage, or

0:16:58.800 --> 0:17:00.680
<v Speaker 1>your fail with a kid. You're failing. You're gonna fail

0:17:00.680 --> 0:17:03.960
<v Speaker 1>at something, and then you're going to have to figure

0:17:03.960 --> 0:17:06.280
<v Speaker 1>out how you deal with it. And for me, the

0:17:06.359 --> 0:17:09.840
<v Speaker 1>greatest thing in the world has been focusing forward. Because

0:17:10.040 --> 0:17:13.800
<v Speaker 1>it's now been nine years this month, and every year

0:17:13.840 --> 0:17:16.639
<v Speaker 1>has been better. I mean there were times when I

0:17:16.760 --> 0:17:19.199
<v Speaker 1>still you know, I read something or somebody refers to

0:17:19.240 --> 0:17:21.280
<v Speaker 1>it and I just go and that's not right. But

0:17:21.359 --> 0:17:26.199
<v Speaker 1>I just it gets easier every year, and I just

0:17:26.280 --> 0:17:30.720
<v Speaker 1>think mentally, psychology, you know, all the things has made

0:17:30.720 --> 0:17:34.320
<v Speaker 1>me stronger for the experience. Um, thank you for telling that.

0:17:34.640 --> 0:17:42.960
<v Speaker 1>I really appreciate it. Thank you. And so I'm wondering,

0:17:43.040 --> 0:17:45.520
<v Speaker 1>I'm thinking about everybody listening. I mean, everybody's going to

0:17:45.560 --> 0:17:48.280
<v Speaker 1>go through a crisis at some point, and you know,

0:17:48.320 --> 0:17:51.840
<v Speaker 1>I watched in terms of news coverage VW, how long

0:17:51.840 --> 0:17:54.959
<v Speaker 1>they thought it or hit it or whatever. You know,

0:17:55.080 --> 0:17:57.680
<v Speaker 1>just different companies they deal some of them get out.

0:17:57.880 --> 0:18:00.640
<v Speaker 1>You know the college admission scandals. Companies got right ahead

0:18:00.680 --> 0:18:03.000
<v Speaker 1>of it if they had an employee who was involved.

0:18:03.320 --> 0:18:05.719
<v Speaker 1>You know, what's your advice to some folks, to our

0:18:05.960 --> 0:18:08.920
<v Speaker 1>breakaway members that they're gonna have some kind of crisis,

0:18:09.040 --> 0:18:10.679
<v Speaker 1>how do you? How do you deal it? Because you

0:18:10.800 --> 0:18:12.800
<v Speaker 1>could have done and said, you know what we're gonna do.

0:18:13.040 --> 0:18:14.760
<v Speaker 1>We're gonna do some research and find out exactly what

0:18:14.840 --> 0:18:16.800
<v Speaker 1>happened blah blah and dragged it on. You could have

0:18:16.880 --> 0:18:19.359
<v Speaker 1>done that. You didn't, and it wouldn't have been right

0:18:19.440 --> 0:18:21.439
<v Speaker 1>for the mission there. You would have put this paul

0:18:21.600 --> 0:18:24.239
<v Speaker 1>over the mission for a long time. And even if

0:18:24.240 --> 0:18:27.600
<v Speaker 1>the president had then fired me and put me out,

0:18:27.640 --> 0:18:29.520
<v Speaker 1>it would have still put this question mark when don't

0:18:29.560 --> 0:18:32.000
<v Speaker 1>need that? Um. There are two things I'd say. Is

0:18:32.080 --> 0:18:34.560
<v Speaker 1>first is when you have something where you make a mistake,

0:18:36.160 --> 0:18:38.320
<v Speaker 1>just get out and known it. It's it's it's easier

0:18:38.320 --> 0:18:42.280
<v Speaker 1>for you to the second thing is if the organization

0:18:42.320 --> 0:18:45.720
<v Speaker 1>makes a mistake the same thing. The hard part is

0:18:45.760 --> 0:18:49.439
<v Speaker 1>going to be where there will be a perception of

0:18:49.440 --> 0:18:53.720
<v Speaker 1>a mistake, and your first advice you get is cut

0:18:53.800 --> 0:18:57.320
<v Speaker 1>off the disease limb to move on. But the disease

0:18:57.400 --> 0:19:01.119
<v Speaker 1>limb maybe some of your people, and they may not guilty,

0:19:01.160 --> 0:19:04.280
<v Speaker 1>they may not actually be wrong. And so there's a

0:19:04.280 --> 0:19:06.800
<v Speaker 1>tendency sometimes to say, well, you know, I've got to

0:19:06.800 --> 0:19:08.440
<v Speaker 1>get in front of this, so I gotta fire these

0:19:08.600 --> 0:19:13.160
<v Speaker 1>people to to create a firebreak, and then you run

0:19:13.160 --> 0:19:16.960
<v Speaker 1>into a real This is where it gets hard difficult thing. One,

0:19:17.000 --> 0:19:19.919
<v Speaker 1>because you have loyalty to them, maybe they don't deserve it,

0:19:20.240 --> 0:19:22.800
<v Speaker 1>even though the press is calling for their heads. And second,

0:19:22.960 --> 0:19:27.000
<v Speaker 1>everyone else in the organization is watching because they will

0:19:27.040 --> 0:19:30.080
<v Speaker 1>extrapolate how you treat them to how you're going to

0:19:30.160 --> 0:19:35.560
<v Speaker 1>treat them when it happens. And so the idea of

0:19:35.680 --> 0:19:40.160
<v Speaker 1>balancing loyalty and balancing taking care of people were doing

0:19:40.200 --> 0:19:43.359
<v Speaker 1>something that protects your organization. This is where it's hard,

0:19:44.280 --> 0:19:46.760
<v Speaker 1>and this is where it takes leadership to explain it.

0:19:46.760 --> 0:19:48.879
<v Speaker 1>It takes leadership to get to the bottom of things

0:19:50.119 --> 0:19:52.280
<v Speaker 1>as you go forward. What do you make of leadership today?

0:19:52.520 --> 0:19:55.399
<v Speaker 1>Where it's also you know, we have a commander in

0:19:55.440 --> 0:19:59.560
<v Speaker 1>chief who leads often by tweets. We have CEO as

0:19:59.560 --> 0:20:01.800
<v Speaker 1>a company. He's like Ellen Musk maybe on Twitter. I

0:20:01.800 --> 0:20:04.399
<v Speaker 1>don't know today where he is right now, but you know,

0:20:04.960 --> 0:20:07.040
<v Speaker 1>this is how we do. It tends to be provocative,

0:20:07.119 --> 0:20:10.200
<v Speaker 1>it tends to kind of shake things up. Um. I'm

0:20:10.200 --> 0:20:12.000
<v Speaker 1>not saying everybody does that, but we are in a

0:20:12.040 --> 0:20:14.439
<v Speaker 1>new world order. It feels like when it comes to

0:20:14.520 --> 0:20:18.320
<v Speaker 1>leadership and what's what's allowed. I see some extraordinary leadership

0:20:18.320 --> 0:20:22.119
<v Speaker 1>in companies and organizations. I mean, just calm, focused, caring leadership.

0:20:22.160 --> 0:20:24.439
<v Speaker 1>There anybody in particular that you are admired. I'm a

0:20:24.440 --> 0:20:27.280
<v Speaker 1>great friend of Keith Cratch of Docu Sign he's now

0:20:27.400 --> 0:20:30.320
<v Speaker 1>just joined in the United States government, Brad Smith into it.

0:20:30.400 --> 0:20:33.639
<v Speaker 1>People I've worked with closely that I've gotten to know,

0:20:34.160 --> 0:20:37.639
<v Speaker 1>uh Andy c Mary Lynch. These are people I've gotten

0:20:37.840 --> 0:20:41.119
<v Speaker 1>up close and watched them lead, and I'm deeply impressed

0:20:41.119 --> 0:20:44.760
<v Speaker 1>by it. But a lot of people are confusing celebrity

0:20:44.760 --> 0:20:48.439
<v Speaker 1>for leadership and the idea that you can say a

0:20:48.480 --> 0:20:52.040
<v Speaker 1>lot or go out and create this persona and that's leadership.

0:20:52.480 --> 0:20:56.040
<v Speaker 1>And to a degree you may influence people. You may

0:20:56.080 --> 0:20:58.520
<v Speaker 1>actually if you if you do that, you may get

0:20:58.520 --> 0:21:01.960
<v Speaker 1>people to think certain things. But I don't think that's

0:21:01.960 --> 0:21:05.400
<v Speaker 1>where you get the kind of loyalty to where you're

0:21:05.440 --> 0:21:08.359
<v Speaker 1>going that's going to bring people along for the long term.

0:21:08.760 --> 0:21:11.320
<v Speaker 1>I don't think it's building the team for the long term.

0:21:11.359 --> 0:21:14.680
<v Speaker 1>You look at really good football coaches. If you look

0:21:14.720 --> 0:21:17.760
<v Speaker 1>at the life cycle of them, they typically come in

0:21:17.840 --> 0:21:20.399
<v Speaker 1>and it's hard in the first years, and they're not

0:21:20.480 --> 0:21:23.480
<v Speaker 1>popular because they're putting in some things that may be painful,

0:21:23.920 --> 0:21:27.040
<v Speaker 1>they may be inconvenient for people, they may be demanding.

0:21:27.560 --> 0:21:30.320
<v Speaker 1>Then when they build up over time a track record

0:21:30.320 --> 0:21:32.600
<v Speaker 1>and people know this is really for the best of

0:21:32.600 --> 0:21:35.879
<v Speaker 1>the people in the organism, is talking about legally different

0:21:36.680 --> 0:21:39.399
<v Speaker 1>and so I think that's the kind of leadership that

0:21:39.520 --> 0:21:41.920
<v Speaker 1>is durable. That's a kind of leadership that I want

0:21:41.920 --> 0:21:45.120
<v Speaker 1>to see in every organization in my nation. You've got

0:21:45.119 --> 0:21:47.040
<v Speaker 1>a book out. You've got you've written several books, but

0:21:47.080 --> 0:21:49.400
<v Speaker 1>this one is called leaders Myth and Reality. You've you've

0:21:49.440 --> 0:21:52.439
<v Speaker 1>come on Bloomberg Air and talk to us about it. Um,

0:21:52.480 --> 0:21:54.280
<v Speaker 1>what are some of the myths when it comes to

0:21:54.320 --> 0:21:57.280
<v Speaker 1>good leaders Yeah, we really brought it down. This is

0:21:57.280 --> 0:21:58.960
<v Speaker 1>a fun book too, because you talk about all kinds

0:21:58.960 --> 0:22:02.480
<v Speaker 1>of leaders. What we profile thirteen leaders to include Coco

0:22:02.560 --> 0:22:05.359
<v Speaker 1>Chanel and the truth, I didn't know it was a

0:22:05.400 --> 0:22:10.199
<v Speaker 1>person when we started the book. I I did no clue,

0:22:11.160 --> 0:22:14.240
<v Speaker 1>and so we did this very broad range, but we

0:22:14.320 --> 0:22:16.639
<v Speaker 1>came up with these three big myths. And the first

0:22:16.760 --> 0:22:19.480
<v Speaker 1>is the formulaic myth, and that's the idea that as

0:22:19.480 --> 0:22:21.760
<v Speaker 1>a leader, there is a series of behaviors or things

0:22:21.840 --> 0:22:23.320
<v Speaker 1>you can do, and if you do those, you're going

0:22:23.359 --> 0:22:25.960
<v Speaker 1>to be effective. And the reality is when you look

0:22:26.000 --> 0:22:29.879
<v Speaker 1>at the data, people who do all those fail quite often,

0:22:30.119 --> 0:22:33.760
<v Speaker 1>and people who do very few of them succeed. And

0:22:33.840 --> 0:22:36.639
<v Speaker 1>so there's not this formula you can follow. There's not

0:22:36.800 --> 0:22:39.600
<v Speaker 1>ex habits of effective leaders that that's going to guarantee

0:22:39.640 --> 0:22:43.080
<v Speaker 1>your success. The second was the attribution myth, and that's

0:22:43.119 --> 0:22:46.520
<v Speaker 1>the idea that the leader is responsible for the organization

0:22:46.600 --> 0:22:49.199
<v Speaker 1>succeeding and failing, and if you get the right CEO

0:22:49.320 --> 0:22:54.080
<v Speaker 1>or the right president, you're good. History doesn't bear that

0:22:54.160 --> 0:22:57.680
<v Speaker 1>at either. In fact, what we find is context of

0:22:57.720 --> 0:23:00.679
<v Speaker 1>the moment, and the followers are just as important as

0:23:00.680 --> 0:23:03.560
<v Speaker 1>the leader. And yet we because we have a history

0:23:03.560 --> 0:23:07.399
<v Speaker 1>of biography, we tend to put the spotlight on the

0:23:07.480 --> 0:23:10.840
<v Speaker 1>key person, and when you follow that person around, they

0:23:10.880 --> 0:23:12.719
<v Speaker 1>tend to be the center of the stage and everybody

0:23:12.760 --> 0:23:15.680
<v Speaker 1>else is slightly in the shadows. In reality, those other

0:23:15.760 --> 0:23:19.159
<v Speaker 1>factors are just as big in the outcome. So the

0:23:19.240 --> 0:23:21.520
<v Speaker 1>leader is not the beginning and end of the story,

0:23:21.600 --> 0:23:23.720
<v Speaker 1>and the last is the result Smith And that is

0:23:23.800 --> 0:23:27.840
<v Speaker 1>that we as followers, or we as shareholders or anything,

0:23:28.240 --> 0:23:30.840
<v Speaker 1>are demanding and that we demand results from our leaders.

0:23:31.320 --> 0:23:36.800
<v Speaker 1>The reality is we select, promote, and follow leaders routinely

0:23:37.200 --> 0:23:41.879
<v Speaker 1>who are absolutely ineffective, get terrible results, and yet we

0:23:42.000 --> 0:23:47.520
<v Speaker 1>stick with them. It's extraordinary. Adolph Hitler was still popular

0:23:47.800 --> 0:23:51.240
<v Speaker 1>in the spring of n after twelve years of taking

0:23:51.280 --> 0:23:56.520
<v Speaker 1>Germany into absolute defeat. You think that the German population

0:23:56.520 --> 0:23:59.440
<v Speaker 1>would have hated him by now by then, absolutely the opposite.

0:24:00.040 --> 0:24:05.080
<v Speaker 1>We leadership fills not an objective requirement, were not nearly

0:24:05.080 --> 0:24:08.040
<v Speaker 1>as objective as we think. We're much more subjective and

0:24:08.080 --> 0:24:11.840
<v Speaker 1>emotional in our connection to leaders. Leaders fill some needs,

0:24:11.880 --> 0:24:14.440
<v Speaker 1>they feel the idea that the future will be better,

0:24:15.080 --> 0:24:18.920
<v Speaker 1>and so really that that punchline of the book is

0:24:19.040 --> 0:24:21.600
<v Speaker 1>leadership is far more complex than we think it is.

0:24:21.640 --> 0:24:24.120
<v Speaker 1>It's not all about this great woman or a great man.

0:24:24.560 --> 0:24:29.280
<v Speaker 1>It's about this ecosystem, and we as followers have far

0:24:29.400 --> 0:24:33.880
<v Speaker 1>greater responsibility or agency than we sometimes admit. We tend

0:24:33.920 --> 0:24:36.480
<v Speaker 1>to say, well, we'll wait till a great leader comes along.

0:24:36.560 --> 0:24:38.720
<v Speaker 1>When they do, will make them show us their tricks

0:24:38.720 --> 0:24:42.040
<v Speaker 1>and will follow up. And the reality is that's not

0:24:42.119 --> 0:24:44.520
<v Speaker 1>the way it has to work. We own it, we

0:24:44.680 --> 0:24:50.000
<v Speaker 1>as participants, because followers probably not the right word. Um.

0:24:50.080 --> 0:24:53.800
<v Speaker 1>One thing I wanted to ask you about his diversity.

0:24:54.200 --> 0:24:56.880
<v Speaker 1>This was something i'd breakaway. We talked about a lot

0:24:57.080 --> 0:24:59.640
<v Speaker 1>last year, and certainly me too has put it front

0:24:59.640 --> 0:25:02.120
<v Speaker 1>and send her. Um. The military has not been great,

0:25:02.200 --> 0:25:05.440
<v Speaker 1>Corporate America hasn't been great in terms of diversity, despite

0:25:05.640 --> 0:25:09.159
<v Speaker 1>years and years of studies that talk about how things

0:25:09.160 --> 0:25:10.560
<v Speaker 1>will do better. How many times have we had that

0:25:10.600 --> 0:25:15.680
<v Speaker 1>conversation here? Yeah, what's what's the problem. What's the responsibility?

0:25:16.119 --> 0:25:18.600
<v Speaker 1>How do we get leaders to do it right and

0:25:18.640 --> 0:25:22.760
<v Speaker 1>make more diverse workforces all the way up the chain? Yeah?

0:25:22.800 --> 0:25:25.840
<v Speaker 1>It is systemic. And the reason I say it systemic

0:25:25.960 --> 0:25:27.639
<v Speaker 1>is I think of the United States Army. When I

0:25:27.640 --> 0:25:30.200
<v Speaker 1>grew up as a child, I remember going to Foreben

0:25:30.320 --> 0:25:33.439
<v Speaker 1>in Georgia and there was a on one street there

0:25:33.520 --> 0:25:35.960
<v Speaker 1>was a movie theater, pretty nice, and then about a

0:25:36.000 --> 0:25:37.800
<v Speaker 1>block and a half down there was another movie theater

0:25:38.400 --> 0:25:39.840
<v Speaker 1>and I said, well, this is great. You know you've

0:25:39.840 --> 0:25:43.000
<v Speaker 1>got choice. Well, they were created back in the nineteen

0:25:43.040 --> 0:25:45.359
<v Speaker 1>twenties when one was for white soldier and one was

0:25:45.440 --> 0:25:49.480
<v Speaker 1>for African American soldiers. And my grandfather was a company

0:25:49.520 --> 0:25:51.720
<v Speaker 1>commander there. And remember my father telling me this story.

0:25:51.880 --> 0:25:53.960
<v Speaker 1>If you go to the Pentagon today, you'll notice there

0:25:54.000 --> 0:25:58.119
<v Speaker 1>are plenty of bathrooms, more bathrooms and most buildings and

0:25:58.160 --> 0:26:01.320
<v Speaker 1>with the big population, that's very handy. It's because they

0:26:01.320 --> 0:26:03.560
<v Speaker 1>built twice as many as you needed because you couldn't

0:26:03.600 --> 0:26:06.480
<v Speaker 1>have African Americans and whites. And it was built in

0:26:07.960 --> 0:26:12.679
<v Speaker 1>wasn't built in eighteen forty one, and so we create

0:26:12.800 --> 0:26:15.560
<v Speaker 1>systems when the when the U. S. Army was ordered

0:26:15.560 --> 0:26:19.960
<v Speaker 1>to integrate, it had had African American soldiers in a

0:26:20.080 --> 0:26:23.720
<v Speaker 1>different ranks before, but the reality was you needed to

0:26:23.880 --> 0:26:28.040
<v Speaker 1>create forcing functions to cause that to happen. You needed

0:26:28.160 --> 0:26:31.520
<v Speaker 1>It took about six or eight years before the military

0:26:31.600 --> 0:26:35.439
<v Speaker 1>actually went through with integrating all units and whatnot. And

0:26:35.480 --> 0:26:39.199
<v Speaker 1>then my experience with females in military. They started to

0:26:39.240 --> 0:26:43.520
<v Speaker 1>come in officers, but then female officers would be given

0:26:43.600 --> 0:26:47.600
<v Speaker 1>jobs like the protocol officer. They'd be given things, and

0:26:48.119 --> 0:26:50.240
<v Speaker 1>they were good at it, and they were professional. But

0:26:50.280 --> 0:26:52.080
<v Speaker 1>then when it came time to pick people to be

0:26:52.119 --> 0:26:56.000
<v Speaker 1>brigade commanders and then general officers, as you looked at records,

0:26:56.640 --> 0:27:00.119
<v Speaker 1>their records were not as strong in terms of the

0:27:00.240 --> 0:27:03.280
<v Speaker 1>jobs they'd had as the mail officers. And so the

0:27:03.359 --> 0:27:05.520
<v Speaker 1>board gets together and the board is told to pick

0:27:05.560 --> 0:27:09.240
<v Speaker 1>the best qualified people. And the board can look at

0:27:09.240 --> 0:27:12.239
<v Speaker 1>this and they can justify themselves. Well, the reality is

0:27:12.800 --> 0:27:15.560
<v Speaker 1>the male officers have had better experience, and therefore the

0:27:15.560 --> 0:27:19.080
<v Speaker 1>mail officers are more qualified. Therefore we will select them.

0:27:19.119 --> 0:27:21.040
<v Speaker 1>And it wasn't a bunch of mail and getting together

0:27:21.119 --> 0:27:24.679
<v Speaker 1>saying keep out women. It was. There was probably some

0:27:24.840 --> 0:27:29.119
<v Speaker 1>unconscious bias there, but nobody ever said it openly. But

0:27:29.200 --> 0:27:32.040
<v Speaker 1>it was the best qualified thing. The problem is you

0:27:32.160 --> 0:27:34.560
<v Speaker 1>have to fix the system from the bottom to the top,

0:27:35.160 --> 0:27:39.320
<v Speaker 1>which can take two generations. My belief now is you've

0:27:39.359 --> 0:27:41.520
<v Speaker 1>got to start. One of my close friends is and

0:27:41.720 --> 0:27:44.760
<v Speaker 1>Donewood is. She was the first female four star. Her

0:27:44.920 --> 0:27:47.480
<v Speaker 1>grandfather and father were both West pointerers. She couldn't go

0:27:47.520 --> 0:27:49.880
<v Speaker 1>to West Point because she was female. She was one

0:27:49.960 --> 0:27:52.920
<v Speaker 1>year older than me, so it was before feelings. We

0:27:53.400 --> 0:27:56.119
<v Speaker 1>were battalion commanders together and and I have been friends

0:27:56.160 --> 0:27:59.520
<v Speaker 1>for thirty years. She didn't have the same opportunity now

0:27:59.600 --> 0:28:03.520
<v Speaker 1>she through it because she just performed her way through it.

0:28:03.560 --> 0:28:05.880
<v Speaker 1>But the reality is, I think you've got to take

0:28:05.880 --> 0:28:09.040
<v Speaker 1>the system and the term I know is affirmative action,

0:28:10.080 --> 0:28:12.400
<v Speaker 1>and you've got to make that work. And you've got

0:28:12.400 --> 0:28:16.040
<v Speaker 1>to You've got to put senior females and and other

0:28:17.080 --> 0:28:20.399
<v Speaker 1>minorities or anything that you want represented. You've got to

0:28:20.440 --> 0:28:22.680
<v Speaker 1>put them in senior enough roles where they can mentor

0:28:22.680 --> 0:28:24.440
<v Speaker 1>the junior And when I talk about diversity, I do

0:28:24.560 --> 0:28:28.440
<v Speaker 1>mean everything. Absolutely. You've you've got to create that opportunity.

0:28:28.880 --> 0:28:33.320
<v Speaker 1>And it's very easy to say when we're here, but

0:28:33.400 --> 0:28:35.560
<v Speaker 1>if you're in a company and you've got key roles

0:28:35.600 --> 0:28:37.960
<v Speaker 1>in your company and you're having a tough time finding

0:28:37.960 --> 0:28:41.200
<v Speaker 1>a CFO or a CEO or key roles, and you

0:28:41.240 --> 0:28:44.720
<v Speaker 1>can't find people who adverse or you know people who

0:28:44.720 --> 0:28:47.120
<v Speaker 1>are like you, and therefore you say I got it.

0:28:47.160 --> 0:28:49.440
<v Speaker 1>I'm all about diversity. But I need Frank to do

0:28:49.480 --> 0:28:53.760
<v Speaker 1>this job because I know, Frank, that's tough. I mean,

0:28:53.760 --> 0:28:56.440
<v Speaker 1>it really is looking at tech company boards and whatnot.

0:28:56.480 --> 0:28:59.040
<v Speaker 1>So but I think if we don't start sometimes, Well,

0:28:59.040 --> 0:29:01.800
<v Speaker 1>that's it. I think affirmative action is where you've got

0:29:01.840 --> 0:29:03.880
<v Speaker 1>to go, even though people don't like the term anymore.

0:29:04.000 --> 0:29:07.480
<v Speaker 1>Can anybody be a leader? Anyone? People come up all

0:29:07.480 --> 0:29:10.840
<v Speaker 1>the time and ask you that, don't they they do? Um? Yes,

0:29:11.680 --> 0:29:15.360
<v Speaker 1>Leadership is mostly about self discipline. If I asked everybody

0:29:15.360 --> 0:29:17.280
<v Speaker 1>here to write a list of what a leader doesn't

0:29:17.360 --> 0:29:21.480
<v Speaker 1>doesn't do, our lists wouldn't be vastly different. Now, what

0:29:21.520 --> 0:29:24.040
<v Speaker 1>we do or don't do is vastly different based upon

0:29:24.080 --> 0:29:27.120
<v Speaker 1>how much self discipline we have to do it. Think

0:29:27.160 --> 0:29:30.200
<v Speaker 1>of how many times at work you know what you

0:29:30.280 --> 0:29:34.040
<v Speaker 1>ought to do and either because it's in communion or

0:29:34.080 --> 0:29:37.160
<v Speaker 1>tiring or frightening, or something you don't. I mean, how

0:29:37.160 --> 0:29:40.080
<v Speaker 1>many times a day do I find something I go wow,

0:29:40.120 --> 0:29:43.280
<v Speaker 1>I should have done that I didn't. And so I

0:29:43.320 --> 0:29:46.360
<v Speaker 1>think leadership is more about self discipline than anything. Ever.

0:29:46.840 --> 0:29:49.720
<v Speaker 1>That was retired General Stanley McCrystal. You've been listening to

0:29:49.760 --> 0:29:52.480
<v Speaker 1>Bloomberg Business Week Extra be sorted to did to Bloomberg

0:29:52.480 --> 0:29:55.320
<v Speaker 1>Business Week Radio Live Monday through Friday at GPM, Wall

0:29:55.360 --> 0:29:57.960
<v Speaker 1>Street Time. I'm Carol Master and I'm Jason Kelly. This

0:29:58.040 --> 0:30:00.280
<v Speaker 1>is Bloomberg three