ABOUT THE SPEAKER
Stanley McChrystal - Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations.

Why you should listen

With a remarkable record of achievement, General Stanley McChrystal has been praised for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command (JSOC), which oversees the military’s most sensitive forces. McChrystal’s leadership of JSOC is credited with the December 2003 capture of Saddam Hussein and the June 2006 location and killing of Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq. McChrystal, a former Green Beret, is known for his candor.

After McChrystal graduated from West Point, he was commissioned as an infantry officer, and spent much of his career commanding special operations and airborne infantry units. During the Persian Gulf War, McChrystal served in a Joint Special Operations Task Force and later commanded the 75th Ranger Regiment. He completed year-long fellowships at Harvard’s John F. Kennedy School of Government in 1997 and in 2000 at the Council on Foreign Relations. In 2002, he was appointed chief of staff of military operations in Afghanistan. Two years later, McChrystal was selected to deliver nationally televised Pentagon briefings about military operations in Iraq. From 2003 to 2008, McChrystal commanded JSOC and was responsible for leading the nation’s deployed military counter-terrorism efforts around the globe. He assumed command of all International Forces in Afghanistan in June 2009. President Obama’s order for an additional 30,000 troops to Afghanistan was based on McChrystal’s assessment of the war there. McChrystal retired from the military in August 2010.

More profile about the speaker
Stanley McChrystal | Speaker | TED.com
TED2011

Stanley McChrystal: Listen, learn ... then lead

Stanly McChrystal: 聆听,学习...才能领导

Filmed:
3,015,268 views

五星级上将Stanley McChrystal 分享他在军队服务数十年后关于领导能力方面的经验。你如何在不同年龄以及不同技术背景的人中建立以分享为目的的意识? 如何通过聆听和学习,来解决可能存在的失败。
- Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations. Full bio

Double-click the English transcript below to play the video.

00:15
Ten years年份 ago, on a Tuesday星期二 morning早上,
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十年前,周二的早上
00:18
I conducted进行 a parachute降落伞 jump at Fort Bragg布拉格, North Carolina卡罗来纳州.
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我在北卡罗纳州的Fort Bragg讲述跳伞
00:21
It was a routine常规 training训练 jump, like many许多 more I'd doneDONE
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这是一次例行的跳伞练习 像我以往做过的很多的培训一样
00:24
since以来 I became成为 a paratrooper伞兵
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自从我成为专业的跳伞者后
00:26
27 years年份 before.
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27年之前
00:28
We went down to the airfield机场 early
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我们很早就来到飞机场
00:30
because this is the Army军队 and you always go early.
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因为在军队 你需要很早出行
00:33
You do some routine常规 refresher复习 training训练,
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你做了一些例行的恢复训练
00:36
and then you go to put on your parachute降落伞 and a buddy伙伴 helps帮助 you.
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接着你背上你的跳伞包 ,一个伙伴会帮你
00:39
And you put on the T-T-10 parachute降落伞.
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你背上T10的跳伞包
00:41
And you're very careful小心 how you put the straps,
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你要很小心绑上安全皮带
00:43
particularly尤其 the leg straps because they go between之间 your legs.
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尤其是腿的皮带 因为你需要绑在你两腿之间
00:45
And then you put on your reserve保留, and then you put on your heavy rucksack背包.
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接着穿上你的后备装置,接着背上你很重的帆布包
00:48
And then a jumpmaster跳伞 comes,
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接着跳伞专家也来了
00:50
and he's an experienced有经验的 NCO军士 in parachute降落伞 operations操作.
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他是在跳伞操作方面很有经验的NCO
00:53
He checks检查 you out, he grabs争夺 your adjusting调整 straps
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他来跟你做检查,他拿着你调整安全皮带
00:56
and he tightens收紧 everything
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接着他绑紧所有东西
00:58
so that your chest胸部 is crushed,
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所以你的胸部有些挤压感
01:00
your shoulders肩膀 are crushed down,
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你肩膀也被压住
01:02
and, of course课程, he's tightened收紧 so your voice语音 goes up a couple一对 octaves八度 as well.
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当然,因为他绑得很紧 所以你的声音会提高几个八度
01:07
Then you sit down, and you wait a little while,
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接着你坐下来,等一段时间
01:09
because this is the Army军队.
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因为这是军队里
01:11
Then you load加载 the aircraft飞机, and then you stand up and you get on,
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接着要把你装到飞机里, 你站起来上飞机
01:14
and you kind of lumber木料 to the aircraft飞机 like this, in a line线 of people,
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你在飞机中好像木头一样,人们排成了一列
01:17
and you sit down on canvas帆布 seats on either side of the aircraft飞机.
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你坐在分列在飞机两旁的帆布座位上
01:19
And you wait a little bit longer,
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你要等候较长一段时间
01:21
because this is the Air空气 Force teaching教学 the Army军队 how to wait.
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因为空军会告诉军队如何去等待
01:26
Then you take off.
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接着你就起飞了
01:28
And it's painful痛苦 enough足够 now --
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这已经足够痛苦了
01:30
and I think it's designed设计 this way --
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我想就是这样设计的
01:32
it's painful痛苦 enough足够 so you want to jump.
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这非常痛苦 你很想跳下去
01:34
You didn't really want to jump, but you want out.
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你不是真的想跳下去 你只是想离开
01:36
So you get in the aircraft飞机, you're flying飞行 along沿,
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所以当你进入到飞机 你需要一直飞行
01:39
and at 20 minutes分钟 out, these jumpmastersjumpmasters start开始 giving you commands命令.
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接着20分钟过后 这些跳伞专家就会给你命令
01:41
They give 20 minutes分钟 -- that's a time warning警告.
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他们给你20分钟——这是时间的提醒
01:43
You sit there, OK.
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你做在那里, 好的
01:45
Then they give you 10 minutes分钟.
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接着他们给你10分钟的提醒
01:47
And of course课程, you're responding响应 with all of these.
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当然, 你要对这些做出回答
01:49
And that's to boost促进 everybody's每个人的 confidence置信度, to show显示 that you're not scared害怕.
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这是为了建立每一个人的信心,告诉你不要害怕
01:52
Then they give you, "Get ready准备."
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他们给你提示,“准备好了。”
01:54
Then they go, "Outboard舷外 personnel人员, stand up."
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接着他们说,“外舱的人员,请站起来。”
01:57
If you're an outboard舷外 personnel人员, now you stand up.
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如果你是外舱的人员,你就要站起来。
02:00
If you're an inboard内侧 personnel人员, stand up.
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如果你是内舱的人员,站起来。
02:02
And then you hook up, and you hook up your static静态的 line线.
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你要用钩挂住,你钩在固定的拉线上。
02:05
And at that point, you think, "Hey, guess猜测 what?
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在那一刻,你想:“接下来会发生什么事情了?”
02:07
I'm probably大概 going to jump.
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我很可能准备跳下去。
02:09
There's no way to get out of this at this point."
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但在这一刻你绝对不能这样就跳出去。“
02:11
You go through通过 some additional额外 checks检查, and then they open打开 the door.
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你需要做额外的一些检查,接着他们打开舱门。
02:14
And this was that Tuesday星期二 morning早上 in September九月,
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这就是九月里那个周二的早上
02:17
and it was pretty漂亮 nice不错 outside.
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外面都非常好
02:19
So nice不错 air空气 comes flowing流动 in.
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新鲜的空气吹进来
02:22
The jumpmastersjumpmasters start开始 to check the door.
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跳伞专家开始检查舱门
02:24
And then when it's time to go,
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到了起跳的时候
02:26
a green绿色 light goes and the jumpmaster跳伞 goes, "Go."
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会出现一道绿光 接着跳伞专家会喊,”开始。“
02:28
The first guy goes, and you're just in line线,
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第一个人跳下去了,你只需排着队。
02:30
and you just kind of lumber木料 to the door.
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你就像木头一样靠在门边
02:32
Jump is a misnomer用词不当; you fall秋季.
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跳是一个不恰当的名字,确实来说你是掉下去
02:34
You fall秋季 outside the door,
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你从舱门掉下去
02:36
you're caught抓住 in the slipstream滑流.
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你被气流接住
02:38
The first thing you do is lock into a tight body身体 position位置 --
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你第一个件事是锁定一个固定的身体姿势
02:41
head down in your chest胸部, your arms武器 extended扩展,
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你的胸部朝下,你的手臂展开
02:43
put over your reserve保留 parachute降落伞.
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放在你预先准备的伞包
02:46
You do that because, 27 years年份 before,
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你做这样的事,是因为在27年前
02:49
an airborne空降 sergeant军士 had taught me to do that.
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一个空军警官让我这样做
02:52
I have no idea理念 whether是否 it makes品牌 any difference区别,
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我并不知道这样是否会产生什么不同
02:54
but he seemed似乎 to make sense,
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但他却使得这个很有道理
02:56
and I wasn't going to test测试 the hypothesis假设 that he'd他会 be wrong错误.
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我并不想做实验去证明他的假设是错的
03:00
And then you wait for the opening开盘 shock休克
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接着你等待着开伞那一刻
03:02
for your parachute降落伞 to open打开.
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那强劲的冲击
03:04
If you don't get an opening开盘 shock休克, you don't get a parachute降落伞 --
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如果你没有碰到这个冲击力,你可能没有带降落伞
03:06
you've got a whole整个 new problem问题 set.
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或者你遇上了一连串新的问题
03:09
But typically一般 you do; typically一般 it opens打开.
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但通常伞都会正常打开
03:12
And of course课程, if your leg straps aren't set right,
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当然,如果你的腿的皮带扣得不对
03:15
at that point you get another另一个 little thrill颤抖.
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此时你又会又是一阵紧张
03:17
Boom繁荣.
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很大一声
03:19
So then you look around,
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接着你四处去看
03:21
you're under a canopy华盖 and you say, "This is good."
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你所属的长官会说:“这不错。”
03:23
Now you prepare准备 for the inevitable必然.
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现在 你要为不可避免的事情做准备
03:25
You are going to hit击中 the ground地面.
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你现在准备撞到地上
03:27
You can't delay延迟 that much.
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你不能耽误太多
03:29
And you really can't decide决定 where you hit击中 very much,
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实际上你不能决定哪里你撞得最厉害
03:31
because they pretend假装 you can steer驾驶,
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因为他们假想你可以驾控
03:33
but you're being存在 delivered交付.
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但事实上你是被送到地上的
03:36
So you look around, where you're going to land土地,
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你四处去看,哪里是你着陆的地方
03:38
you try to make yourself你自己 ready准备.
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你希望你自己能做好准备
03:40
And then as you get close, you lower降低 your rucksack背包 below下面 you on a lowering降低 line线,
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但当你越接近的时候,在下降的过程中你把你的背包置于你之下
03:43
so that it's not on you when you land土地,
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所以当你着陆时 它并不在身上
03:45
and you prepare准备 to do a parachute-landing降落伞着陆 fall秋季.
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你需要准备打开降落伞然后降落
03:47
Now the Army军队 teaches you
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接着部队会教你
03:49
to do five points of performance性能 --
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五个部位的动作
03:51
the toes脚趾 of your feet,
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你的脚趾头
03:53
your calves小牛, your thighs大腿,
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你的小腿,你的大腿
03:55
your buttocks臀部 and your push-up俯卧撑 muscles肌肉.
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你的屁股和你的支撑肌肉
03:58
It's this elegant优雅 little land土地, twist and roll.
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这是一个优雅轻微的着陆,连翻代转
04:01
And that's not going to hurt伤害.
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者将不会造成伤害
04:03
In 30-some-一些 years年份 of jumping跳跃, I never did one.
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但在30年的跳伞经历中,我并没有成功作过
04:06
(Laughter笑声)
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(笑声)
04:08
I always landed登陆 like a watermelon西瓜 out of a third第三 floor地板 window窗口.
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我总是像在3楼扔下的西瓜一样降落
04:11
(Laughter笑声)
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(笑声)
04:13
And as soon不久 as I hit击中,
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只要我着地
04:15
the first thing I did is I'd see if I'd broken破碎 anything that I needed需要.
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第一件事我会做的是看看我是否打烂了我的必需品
04:19
I'd shake my head,
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我会晃脑袋
04:21
and I'd ask myself the eternal永恒 question:
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问自己一个恒久的问题:
04:24
"Why didn't I go into banking银行业?"
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“为什么我没有进入到银行业?”
04:26
(Laughter笑声)
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(笑声)
04:28
And I'd look around,
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我爱四处去看
04:30
and then I'd see another另一个 paratrooper伞兵,
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我喜欢看其他跳伞人员
04:32
a young年轻 guy or girl女孩,
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年轻男女
04:34
and they'd他们会 have pulled out their M4 carbine马枪
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他们需要拿出他们M-4的卡宾枪
04:36
and they'd他们会 be picking选择 up their equipment设备.
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接着他们需要拿走他们的设备
04:38
They'd他们会 be doing everything
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他们需要做所有的事情
04:40
that we had taught them.
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我们教授他们的
04:42
And I realized实现
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我意识到
04:44
that, if they had to go into combat战斗,
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如果他们需要战斗
04:47
they would do what we had taught them and they would follow跟随 leaders领导者.
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他们会作我们所有教他们的 他们会服从领导的安排
04:50
And I realized实现 that, if they came来了 out of combat战斗,
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我发现到,如果他们结束战争之后,
04:53
it would be because we led them well.
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会是怎样,因为我们领导得很好
04:55
And I was hooked迷上 again on the importance重要性 of what I did.
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我再次被我做的事情的重要性迷住了
04:59
So now I do that Tuesday星期二 morning早上 jump,
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所以在周二早上我跳的那一次
05:01
but it's not any jump --
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但这不是任何一次跳伞——
05:03
that was September九月 11th, 2001.
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是在2001年九月11日
05:07
And when we took off from the airfield机场, America美国 was at peace和平.
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当我们从机场起飞,美国当时还一片平静
05:10
When we landed登陆 on the drop-zone拖放区, everything had changed.
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当我在预定着陆区域着陆,所有东西都改变了
05:14
And what we thought
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我们所想到的是
05:16
about the possibility可能性 of those young年轻 soldiers士兵 going into combat战斗
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很多年轻士兵进入到战争的可能性
05:18
as being存在 theoretical理论
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从理论上说
05:20
was now very, very real真实 --
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这是非常非常真实的
05:22
and leadership领导 seemed似乎 important重要.
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领导力显得很重要
05:24
But things had changed;
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但是很多东西改变了
05:26
I was a 46-year-old-岁 brigadier准将 general一般.
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我是46岁准将
05:28
I'd been successful成功,
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我曾经取得成功
05:30
but things changed so much
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但很多事情已经改变
05:33
that I was going to have to make some significant重大 changes变化,
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我需要做出一些显著的改变
05:35
and on that morning早上, I didn't know it.
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在那一个早上,我并不知道
05:38
I was raised上调 with traditional传统 stories故事 of leadership领导:
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我在很多传统的关于领导力的故事所熏陶下成长
05:41
Robert罗伯特 E. Lee背风处, John约翰 Buford布福德 at Gettysburg葛底斯堡.
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Robert E.Lee, John Buford在葛斯底堡
05:44
And I also was raised上调
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我同样受到了
05:46
with personal个人 examples例子 of leadership领导.
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一些关于个人领导力的例子的熏陶
05:49
This was my father父亲 in Vietnam越南.
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这是我的父亲在越南
05:52
And I was raised上调 to believe
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我从小的培养就相信
05:54
that soldiers士兵 were strong强大 and wise明智的
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士兵是强壮和智慧的
05:56
and brave勇敢 and faithful可信;
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是勇敢和忠诚的
05:58
they didn't lie谎言, cheat作弊, steal
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他们不会说谎,欺骗和偷盗
06:00
or abandon放弃 their comrades同志.
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或者被战友所遗弃
06:02
And I still believe real真实 leaders领导者 are like that.
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而我一直相信领导者就是这样的
06:09
But in my first 25 years年份 of career事业,
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但在我职业生涯头25个年头中
06:11
I had a bunch of different不同 experiences经验.
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我获得了很多不同的经历
06:14
One of my first battalion commanders指挥官,
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我第一个战事中的一个指挥官
06:16
I worked工作 in his battalion for 18 months个月
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我在他的营部工作了18个月
06:18
and the only conversation会话 he ever had with LtLT. McChrystal麦克里斯特尔
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他唯一和McChrystal中将的谈话
06:22
was at mile英里 18 of a 25-mile-英里 road march游行,
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是在25英里的行军中走到18英里的时候
06:25
and he chewed咀嚼 my ass屁股 for about 40 seconds.
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他严厉斥责我大约40秒
06:27
And I'm not sure that was real真实 interaction相互作用.
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我不肯定这是否一个真正意义上的互动
06:30
But then a couple一对 of years年份 later后来, when I was a company公司 commander指挥官,
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但几年过去以后,当我是一个连队的指挥官时
06:33
I went out to the National国民 Training训练 Center中央.
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我去了全国训练中心
06:35
And we did an operation手术,
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我们布置了一个行动
06:37
and my company公司 did a dawn黎明 attack攻击 --
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我的连队做了一个黎明攻击
06:39
you know, the classic经典 dawn黎明 attack攻击:
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你知道,经典的黎明攻击
06:41
you prepare准备 all night, move移动 to the line线 of departure离开.
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你需要整晚准备,来到了出发的地方
06:43
And I had an armored装甲 organization组织 at that point.
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当时我拥有一个有装甲的团队
06:45
We move移动 forward前锋, and we get wiped out --
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我们按计划行动, 我们被全歼了
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I mean, wiped out immediately立即.
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我是说立刻被全歼了
06:49
The enemy敌人 didn't break打破 a sweat doing it.
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敌人没花摧毁之力
06:52
And after the battle战斗,
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在那次行动之后,
06:54
they bring带来 this mobile移动 theater剧院 and they do what they call an "after action行动 review评论"
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他们带来了移动的电影院 做了“行动后的回顾”
06:57
to teach you what you've doneDONE wrong错误.
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教你那些地方做错了
06:59
Sort分类 of leadership领导 by humiliation屈辱.
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所谓的屈辱教育
07:01
They put a big screen屏幕 up, and they take you through通过 everything:
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他们带来一个大屏幕,让你重温一切
07:03
"and then you didn't do this, and you didn't do this, etc等等."
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“...你没有做这个,你也没有做这个,等等。”
07:06
I walked out feeling感觉 as low
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我走出来后感觉
07:08
as a snake's蛇的 belly肚皮 in a wagon车皮 rut发情.
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自己非常愚蠢
07:10
And I saw my battalion commander指挥官, because I had let him down.
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而我看到我这个营部的指挥员,因为我让他失望了
07:13
And I went up to apologize道歉 to him,
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我走上去跟他道歉
07:15
and he said, "Stanley斯坦利, I thought you did great."
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他说:"Stanley,我觉得你做得很好。”
07:18
And in one sentence句子,
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这一句话,
07:20
he lifted取消 me, put me back on my feet,
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他的支持让我重新振作
07:23
and taught me that leaders领导者 can let you fail失败
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教会好领导者会让你尝试失败
07:26
and yet然而 not let you be a failure失败.
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但不会让你变成败者。
07:31
When 9/11 came来了,
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当911来临的时候,
07:33
46-year-old-岁 Brig布里格. Gen. McChrystal麦克里斯特尔 sees看到 a whole整个 new world世界.
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46岁的Brig.Gen.McChrystal看到一个全新的世界。
07:37
First, the things that are obvious明显, that you're familiar with:
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首先,这些是很明显的,你熟悉的:
07:40
the environment环境 changed --
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环境改变了--
07:42
the speed速度, the scrutiny审查,
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速度,审议
07:44
the sensitivity灵敏度 of everything now is so fast快速,
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对所有事物的感触都很快
07:46
sometimes有时 it evolves演变 faster更快
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有时变化得更加快
07:48
than people have time to really reflect反映 on it.
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没有时间给人们作出反应
07:50
But everything we do
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但所有我们做的事情
07:52
is in a different不同 context上下文.
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都是在不同的情况下
07:55
More importantly重要的, the force that I led
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更加重要的是,我领导的军队
07:57
was spread传播 over more than 20 countries国家.
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已经遍布了20多个国家
08:00
And instead代替 of being存在 able能够 to get all the key leaders领导者
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代替将所有的主要领导人
08:02
for a decision决定 together一起 in a single room房间
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为了一个决定集中在一个房间里面
08:04
and look them in the eye and build建立 their confidence置信度
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直视他们,建立他们信心,
08:06
and get trust相信 from them,
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从他们那里得到信任,
08:08
I'm now leading领导 a force that's dispersed分散,
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现在我领带一支分散的军队
08:11
and I've got to use other techniques技术.
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我需要使用其他技术。
08:14
I've got to use video视频 teleconferences电话会议, I've got to use chat,
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我需要用视频会议,我需要使用聊天工具,
08:17
I've got to use email电子邮件, I've got to use phone电话 calls电话 --
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我需要用电邮,我需要用电话——
08:19
I've got to use everything I can,
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我要用上所有我能用上的东西
08:22
not just for communication通讯,
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但这不仅仅是为了交流沟通
08:24
but for leadership领导.
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这是为了领导。
08:26
A 22-year-old-岁 individual个人
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一个22岁的人
08:28
operating操作 alone单独,
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一个人独立行动
08:30
thousands数千 of miles英里 from me,
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他离我数千里远
08:32
has got to communicate通信 to me with confidence置信度.
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需要有信心与我交流。
08:35
I have to have trust相信 in them and vice versa反之亦然.
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我需要相信他们,反之亦然
08:38
And I also have to build建立 their faith信仰.
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我需要建立他们的信心
08:41
And that's a new kind of leadership领导
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这是新型的领导能力
08:43
for me.
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对于我来说
08:45
We had one operation手术
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我们需要有一个运作系统
08:47
where we had to coordinate坐标 it from multiple locations地点.
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我需要把多个地方联系起来
08:49
An emerging新兴 opportunity机会 came来了 --
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一个紧急机会来了——
08:51
didn't have time to get everybody每个人 together一起.
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没有时间让所有人集中在一起
08:54
So we had to get complex复杂 intelligence情报 together一起,
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但我们需要集中智慧
08:57
we had to line线 up the ability能力 to act法案.
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我们必须合力去采取行动。
08:59
It was sensitive敏感, we had to go up the chain of command命令,
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这是很敏感的,我们必须一路向上汇报
09:02
convince说服 them that this was the right thing to do
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说服他们这是我们应该做的事情
09:04
and do all of this
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完成这些东西
09:06
on electronic电子 medium.
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在电子的媒介上
09:09
We failed失败.
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我们失败了。
09:12
The mission任务 didn't work.
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这个任务没有能完成。
09:14
And so now what we had to do
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所以我们现在需要做的
09:16
is I had to reach达到 out
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我必须达到
09:18
to try to rebuild重建 the trust相信 of that force,
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能重建(我带领的)军队的信任
09:20
rebuild重建 their confidence置信度 --
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重建他们的信心
09:22
me and them, and them and me,
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我跟他们和他们跟我
09:24
and our seniors老年人 and us as a force --
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还有我们的上级和作为整个军队的我们
09:27
all without the ability能力 to put a hand on a shoulder.
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所有的事情都不能单靠个人的力量
09:30
Entirely完全 new requirement需求.
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全新的要求
09:34
Also, the people had changed.
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当然人们也改变了
09:37
You probably大概 think that the force that I led
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你可能会想我带领的军队
09:39
was all steely-eyed钢铁般的眼睛 commandos突击队 with big knuckle指关节 fists拳头
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他们都是由钢铁般的眼神和巨大指节拳头的突击队员
09:42
carrying携带 exotic异国情调 weapons武器.
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他们都带着奇异的武器
09:45
In reality现实,
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事实上
09:47
much of the force I led
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大部分我带领的军队
09:49
looked看着 exactly究竟 like you.
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看来都跟你们一样
09:52
It was men男人, women妇女, young年轻, old --
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他们是男人,女人,年轻,年老的——
09:55
not just from military军事; from different不同 organizations组织,
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并不是只来自于狭义上的军队,而是来自不同的组织
09:58
many许多 of them detailed详细 to us just from a handshake握手.
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他们很多人的信息都是来自一次握手的相遇
10:01
And so instead代替 of giving orders命令,
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不同于以往给出命令,
10:03
you're now building建造 consensus共识
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你现在需要建立一致性
10:05
and you're building建造 a sense of shared共享 purpose目的.
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你要建立一种以分享为目的的意识
10:09
Probably大概 the biggest最大 change更改
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或者说最大的改变
10:11
was understanding理解 that the generational difference区别,
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那是对于不同年代不同观念的理解
10:14
the ages年龄, had changed so much.
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时代改变了太多
10:17
I went down to be with a Ranger游侠 platoon
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我下去跟突击部队的一个排
10:20
on an operation手术 in Afghanistan阿富汗,
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参与了在阿富汗的一个行动
10:22
and on that operation手术,
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在那一次行动中
10:24
a sergeant军士 in the platoon
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在这个排中一个警官
10:26
had lost丢失 about half his arm
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损失了半个手臂
10:28
throwing投掷 a Taliban塔利班 hand grenade手榴弹
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他把塔利班扔到攻击部队里的
10:30
back at the enemy敌人
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一个手榴弹
10:32
after it had landed登陆 in his fire team球队.
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扔回了敌人阵营
10:36
We talked about the operation手术,
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我们讲述了这次行动
10:38
and then at the end结束 I did what I often经常 do with a force like that.
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在最后我做了以往我跟军队做的事,就好像这样,
10:41
I asked, "Where were you on 9/11?"
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我说,“在911的时候你们在哪里?”
10:45
And one young年轻 Ranger游侠 in the back --
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一个年轻的军士在后面
10:47
his hair's头发的 tousled and his face面对 is red and windblown风吹
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他的头发打卷脸色通红
10:49
from being存在 in combat战斗 in the cold Afghan阿富汗 wind --
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那都是在阿富汗战斗中让寒风吹的
10:53
he said, "Sir先生, I was in the sixth第六 grade年级."
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他说"长官,我在读六年级."
10:57
And it reminded提醒 me
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这提醒我
11:00
that we're operating操作 a force
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我们需要这样运行一支军队
11:02
that must必须 have shared共享 purpose目的
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他们必须分享目的
11:04
and shared共享 consciousness意识,
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分享意识
11:06
and yet然而 he has different不同 experiences经验,
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然而他有不同的经验
11:08
in many许多 cases a different不同 vocabulary词汇,
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在很多例子中 这是不同的词汇
11:11
a completely全然 different不同 skill技能 set
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完全不同的一套技能
11:13
in terms条款 of digital数字 media媒体
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用数码的媒体
11:16
than I do and many许多 of the other senior前辈 leaders领导者.
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取代了我和其他高级领导者的做法
11:20
And yet然而, we need to have that shared共享 sense.
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我们现在需要一个有共享的意识
11:25
It also produced生成 something
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它能制造一些东西
11:27
which哪一个 I call an inversion逆温 of expertise专门知识,
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我叫做倒置的专业技术
11:29
because we had so many许多 changes变化 at the lower降低 levels水平
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因为我们在较低层次作了很多的改变
11:32
in technology技术 and tactics策略 and whatnot诸如此类,
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在技术、战术诸如此类的东西
11:34
that suddenly突然 the things that we grew成长 up doing
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突然之间我们在成长过程 中学会要做的事情
11:37
wasn't what the force was doing anymore.
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现在部队已经不再做了
11:40
So how does a leader领导
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作为一个领导者
11:42
stay credible可信的 and legitimate合法
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如何能保持合理性和信服力
11:44
when they haven't没有 doneDONE
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当他们在领导他人
11:46
what the people you're leading领导 are doing?
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做那些他们自己也没有做过的事情的时候
11:49
And it's a brand new leadership领导 challenge挑战.
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这是领导层遇到的崭新挑战
11:51
And it forced被迫 me to become成为 a lot more transparent透明,
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它迫使我将很多事情变得透明
11:54
a lot more willing愿意 to listen,
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要更乐意去聆听
11:56
a lot more willing愿意 to be reverse-mentored反向辅导 from lower降低.
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更乐意收到下层的反过来的指导
12:01
And yet然而, again, you're not all in one room房间.
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而且,你们并不在一个屋子里
12:05
Then another另一个 thing.
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这是另外一面
12:07
There's an effect影响 on you and on your leaders领导者.
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会影响你和你们这些领导者
12:09
There's an impact碰撞, it's cumulative累积的.
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这是有影响的,而且是累积的
12:12
You don't reset重启, or recharge充值 your battery电池 every一切 time.
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你不能重置,或者重新充电,你需要每时每刻充电
12:16
I stood站在 in front面前 of a screen屏幕 one night in Iraq伊拉克
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有一天晚上,我在伊朗站在一块屏幕前
12:18
with one of my senior前辈 officers长官
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和一个比我高级的官员
12:20
and we watched看着 a firefight交火 from one of our forces军队.
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我们看到我们一支武装力量进行火力搏斗
12:22
And I remembered记得 his son儿子 was in our force.
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我记得他的儿子在我们的部队中
12:25
And I said, "John约翰, where's哪里 your son儿子? And how is he?"
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我说:“John,你的儿子在哪里?现在怎么样?”
12:28
And he said, "Sir先生, he's fine. Thanks谢谢 for asking."
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他说,“他很好,多谢问候。”
12:30
I said, "Where is he now?"
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我说,“他在哪里?”
12:32
And he pointed at the screen屏幕, he said, "He's in that firefight交火."
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他指着屏幕,说,“他就在这场火力搏斗中。”
12:35
Think about watching观看 your brother哥哥, father父亲,
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试想看着你的兄弟,父亲,
12:38
daughter女儿, son儿子, wife妻子
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女儿,儿子,妻子
12:41
in a firefight交火 in real真实 time
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正在这场火力搏斗中
12:43
and you can't do anything about it.
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你却不能帮他做任何事情
12:45
Think about knowing会心 that over time.
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想象一下随着时间的推移
12:47
And it's a new cumulative累积的 pressure压力 on leaders领导者.
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这种累积的压力沉沉压在领导者的身上
12:49
And you have to watch and take care关心 of each other.
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但你必须照看和互相照顾。
12:54
I probably大概 learned学到了 the most about relationships关系.
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在怎样处理人的关系上我学到了很多
12:58
I learned学到了 they are the sinew腱子
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我学习到他们是支柱
13:01
which哪一个 hold保持 the force together一起.
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他们让部队连在一起
13:03
I grew成长 up much of my career事业 in the Ranger游侠 regiment.
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我的大部门职业生涯是在突击团队中成长的
13:06
And every一切 morning早上 in the Ranger游侠 regiment,
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每一个早上 在这个团队中
13:08
every一切 Ranger游侠 -- and there are more than 2,000 of them --
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每一个军士, 两千个多个人
13:10
says a six-stanza六节 Ranger游侠 creed信条.
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诵读六段部队的信条
13:13
You may可能 know one line线 of it, it says,
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你可能知道其中的一条,它是这样说的,
13:15
"I'll never leave离开 a fallen堕落 comrade同志 to fall秋季 into the hands of the enemy敌人."
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“我绝对不会留下任何一个落后的队友在敌人的手中。”
13:18
And it's not a mindless没头脑 mantra口头禅,
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这不是一个愚蠢的咒语
13:20
and it's not a poem.
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也不是一首诗
13:22
It's a promise诺言.
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这是一个承诺
13:24
Every一切 Ranger游侠 promises许诺 every一切 other Ranger游侠,
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每一个军士都会向其他每一个军士作出承诺
13:26
"No matter what happens发生, no matter what it costs成本 me,
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无论什么事情发生,无论对于自己付出什么代价
13:29
if you need me, I'm coming未来."
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如果你需要我,我就会来。
13:32
And every一切 Ranger游侠 gets得到 that same相同 promise诺言
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每一个军士都获得这样的承诺
13:34
from every一切 other Ranger游侠.
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从其他军士身上
13:36
Think about it. It's extraordinarily异常 powerful强大.
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想象一下。这是绝对的有力量
13:38
It's probably大概 more powerful强大 than marriage婚姻 vows誓言.
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这甚至比结婚的誓言更加有力量
13:43
And they've他们已经 lived生活 up to it, which哪一个 gives it special特别 power功率.
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他们为此而生存,并且给出了特别的力量
13:46
And so the organizational组织 relationship关系 that bonds债券 them
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所以有组织的关系把他们联系起来
13:50
is just amazing惊人.
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这是太棒了
13:52
And I learned学到了 personal个人 relationships关系
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我学习人际间的关系
13:54
were more important重要 than ever.
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现在比以往都重要
13:56
We were in a difficult operation手术 in Afghanistan阿富汗 in 2007,
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2007年我们在阿富汗的行动非常艰难
13:59
and an old friend朋友 of mine,
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我的一个老朋友
14:01
that I had spent花费 many许多 years年份
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我们交往了多年
14:03
at various各个 points of my career事业 with --
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在我职业生涯多个重要的点上
14:05
godfather教父 to one of their kids孩子 --
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我还是他一个孩子的教父
14:08
he sent发送 me a note注意, just in an envelope信封,
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他给我寄了张纸条,就放在一个信封里
14:11
that had a quote引用 from Sherman谢尔曼 to Grant格兰特
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是Sherman和Grant书信里的摘录
14:13
that said, "I knew知道 if I ever got in a tight spot,
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说,“我知道如果我困住了,
14:16
that you would come, if alive."
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你是会来的,如果你还活着。”
14:20
And having that kind of relationship关系, for me,
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能有这样的关系 对于我而言
14:22
turned转身 out to be critical危急 at many许多 points in my career事业.
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在职业生涯的很多时候都至关重要
14:25
And I learned学到了 that you have to give that
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我学习到你必须付出
14:27
in this environment环境,
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在这样的环境里,
14:29
because it's tough强硬.
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因为这很艰难
14:32
That was my journey旅程.
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那是我的旅程
14:34
I hope希望 it's not over.
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我希望它还没有结束
14:36
I came来了 to believe
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我开始相信
14:38
that a leader领导 isn't good because they're right;
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一个领导并不是因为他正确了就是好的
14:40
they're good because they're willing愿意 to learn学习 and to trust相信.
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他们是好的,因为他们愿意学习和去信任别人
14:45
This isn't easy简单 stuff东东.
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这不是简单的事情
14:48
It's not like that electronic电子 absABS machine
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这不是一个电子瘦肚机
14:50
where, 15 minutes分钟 a month, you get washboard搓板 absABS.
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那里,一个月15分钟,帮你把肚子搓一下
14:52
(Laughter笑声)
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(笑声)
14:54
And it isn't always fair公平.
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这总不是那么的公平
14:57
You can get knocked被撞 down,
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你可能被击败
15:00
and it hurts伤害
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它会痛
15:02
and it leaves树叶 scars伤疤.
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留下伤疤
15:05
But if you're a leader领导,
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但如果你是一个领导者
15:07
the people you've counted on
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那些人你依赖的人
15:10
will help you up.
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会帮你成长
15:12
And if you're a leader领导,
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如果你是一个领导者
15:15
the people who count计数 on you need you on your feet.
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而那些信任你的人需要你立场坚定
15:18
Thank you.
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谢谢
15:20
(Applause掌声)
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(鼓掌)
Translated by chen xujie
Reviewed by Jenny Yang

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ABOUT THE SPEAKER
Stanley McChrystal - Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations.

Why you should listen

With a remarkable record of achievement, General Stanley McChrystal has been praised for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command (JSOC), which oversees the military’s most sensitive forces. McChrystal’s leadership of JSOC is credited with the December 2003 capture of Saddam Hussein and the June 2006 location and killing of Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq. McChrystal, a former Green Beret, is known for his candor.

After McChrystal graduated from West Point, he was commissioned as an infantry officer, and spent much of his career commanding special operations and airborne infantry units. During the Persian Gulf War, McChrystal served in a Joint Special Operations Task Force and later commanded the 75th Ranger Regiment. He completed year-long fellowships at Harvard’s John F. Kennedy School of Government in 1997 and in 2000 at the Council on Foreign Relations. In 2002, he was appointed chief of staff of military operations in Afghanistan. Two years later, McChrystal was selected to deliver nationally televised Pentagon briefings about military operations in Iraq. From 2003 to 2008, McChrystal commanded JSOC and was responsible for leading the nation’s deployed military counter-terrorism efforts around the globe. He assumed command of all International Forces in Afghanistan in June 2009. President Obama’s order for an additional 30,000 troops to Afghanistan was based on McChrystal’s assessment of the war there. McChrystal retired from the military in August 2010.

More profile about the speaker
Stanley McChrystal | Speaker | TED.com