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

Stanley McChrystal:傾聽,學習……然後領導

Filmed:
3,015,268 views

四星將軍Stanley McChrystal 分享了他在幾十年軍旅生涯中學到的領導能力。如何在一群不同年齡和能力的人中建立起共同的目標感?通過傾聽和學習——以及考慮到失敗的可能性。
- 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,一個星期二的早上,
00:18
I conducted進行 a parachute降落傘 jump at Fort Bragg布拉格, North Carolina卡羅來納州.
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我在北卡羅萊納的布拉格堡指揮帶領一次跳傘
00:21
It was a routine常規 training訓練 jump, like many許多 more I'd doneDONE
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這就是一次例行的跳傘訓練,
00:24
since以來 I became成為 a paratrooper傘兵
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和我27年前成為一名傘兵後
00:26
27 years年份 before.
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的許多次跳傘沒什麼不同。
00:28
We went down to the airfield機場 early
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我們提前到達機場
00:30
because this is the Army軍隊 and you always go early.
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因為軍隊就是這樣,你永遠都要提前。
00:33
You do some routine常規 refresher複習 training訓練,
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做了一些例行的複習訓練,
00:36
and then you go to put on your parachute降落傘 and a buddy夥伴 helps幫助 you.
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然後就在一個同伴的幫助下,穿上降落傘,
00:39
And you put on the T-T-10 parachute降落傘.
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降落傘的型號是T10。
00:41
And you're very careful小心 how you put the straps,
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你要非常留意綁帶子的環節,
00:43
particularly尤其 the leg straps because they go between之間 your legs.
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尤其是腿上的帶子,因為它們穿過兩腿中央。
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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然後再背上備用傘,然後是死沉的帆布背包。
00:48
And then a jumpmaster跳傘 comes,
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接著一位跳傘指揮員走過來,
00:50
and he's an experienced有經驗的 NCO軍士 in parachute降落傘 operations操作.
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他是有著豐富跳傘訓練經驗的軍士。
00:53
He checks檢查 you out, he grabs爭奪 your adjusting調整 straps
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他負責檢查你的裝備,抓著你調整那些帶子,
00:56
and he tightens收緊 everything
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把能拉緊的都拉緊。
00:58
so that your chest胸部 is crushed,
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緊到胸口被擠壓,
01:00
your shoulders肩膀 are crushed down,
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肩膀被拉扯向下,
01:02
and, of course課程, he's tightened收緊 so your voice語音 goes up a couple一對 octaves八度 as well.
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當然隨著他的收緊,你的聲音都會高上幾個八度。
01:07
Then you sit down, and you wait a little while,
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然後就坐下來,等上一會兒,
01:09
because this is the Army軍隊.
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因為軍隊就是這樣。
01:11
Then you load加載 the aircraft飛機, and then you stand up and you get on,
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然後就要登機了,你站起來,走上飛機
01:14
and you kind of lumber木料 to the aircraft飛機 like this, in a line of people,
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你登機的樣子有點笨拙像這樣——排成一排——
01:17
and you sit down on canvas帆布 seats on either side of the aircraft飛機.
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然後坐在飛機兩側的帆布椅子上。
01:19
And you wait a little bit longer,
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這時你要等的時間會稍微長些,
01:21
because this is the Air空氣 Force teaching教學 the Army軍隊 how to wait.
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因為空軍就是這麼教給我們陸軍的。
01:26
Then you take off.
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然後就起飛了。
01:28
And it's painful痛苦 enough足夠 now --
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到這會已經非常不舒服了——
01:30
and I think it's designed設計 this way --
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而我覺得它是故意這麼設計的——
01:32
it's painful痛苦 enough足夠 so you want to jump.
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它就是讓你不舒服到想趕緊跳下去
01:34
You didn't really want to jump, but you want out.
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你並不是真的想跳,但你想出去。
01:36
So you get in the aircraft飛機, you're flying飛行 along沿,
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於是你爬上飛機,飛到半空中,
01:39
and at 20 minutes分鐘 out, these jumpmastersjumpmasters start開始 giving you commands命令.
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飛了大概20分鐘以後,這些跳傘指揮員開始給你下指令。
01:41
They give 20 minutes分鐘 -- that's a time warning警告.
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他們告訴還有20分鐘——這是一個倒計時提醒。
01:43
You sit there, OK.
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你坐在那裡,好吧。
01:45
Then they give you 10 minutes分鐘.
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接著他們告訴你還有10分鐘。
01:47
And of course課程, you're responding響應 with all of these.
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當然,你要對這些一一做出回應。
01:49
And that's to boost促進 everybody's每個人的 confidence置信度, to show顯示 that you're not scared害怕.
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那是為了鼓舞大家的士氣,告訴別人你不害怕。
01:52
Then they give you, "Get ready準備."
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然後他們會說:“準備。”
01:54
Then they go, "Outboard舷外 personnel人員, stand up."
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然後說:“出艙人員,全體起立。”
01:57
If you're an outboard舷外 personnel人員, now you stand up.
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如果你是一個要出艙的人員,你現在就要站起來了。
02:00
If you're an inboard內側 personnel人員, stand up.
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而如果你是一名艙內人員,你也要站起來。
02:02
And then you hook up, and you hook up your static靜態的 line.
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然後你要掛上鉤,就是鉤上你的強制開傘拉繩。
02:05
And at that point, you think, "Hey, guess猜測 what?
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到這一刻,你會想:“嘿,怎麼樣?
02:07
I'm probably大概 going to jump.
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可能我還是要跳。
02:09
There's no way to get out of this at this point."
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到了這會兒已經沒別的退路了。”
02:11
You go through通過 some additional額外 checks檢查, and then they open打開 the door.
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你再做些額外的檢查工作,然後他們就打開了機艙門。
02:14
And this was that Tuesday星期二 morning早上 in September九月,
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就在那個九月的星期二早晨,
02:17
and it was pretty漂亮 nice不錯 outside.
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外面一切都很美好。
02:19
So nice不錯 air空氣 comes flowing流動 in.
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新鮮空氣涌進機艙,
02:22
The jumpmastersjumpmasters start開始 to check the door.
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跳傘指揮員開始檢查艙門,
02:24
And then when it's time to go,
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然後時間到了,
02:26
a green綠色 light goes and the jumpmaster跳傘 goes, "Go."
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一盞綠燈亮了,跳傘指揮員說了聲“跳”!
02:28
The first guy goes, and you're just in line,
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第一人跳下去了,你在後面排著,
02:30
and you just kind of lumber木料 to the door.
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你搖搖晃晃走到門口,
02:32
Jump is a misnomer用詞不當; you fall秋季.
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說跳其實不太恰當,你其實是掉下去。
02:34
You fall秋季 outside the door,
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你從艙門掉出去,
02:36
you're caught抓住 in the slipstream滑流.
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掉進螺旋槳捲起的氣流裏。
02:38
The first thing you do is lock into a tight body身體 position位置 --
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你首先要做的就是擺出一個緊張的姿勢——
02:41
head down in your chest胸部, your arms武器 extended擴展,
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頭貼近胸部,雙臂張開,
02:43
put over your reserve保留 parachute降落傘.
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抱住你的備用傘。
02:46
You do that because, 27 years年份 before,
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之所以這麼做是因為27年前,
02:49
an airborne空降 sergeant軍士 had taught me to do that.
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一位空警就是這麼教我的。
02:52
I have no idea理念 whether是否 it makes品牌 any difference區別,
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我也不知道這麼做有什麽意義,
02:54
but he seemed似乎 to make sense,
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但他似乎有他的道理。
02:56
and I wasn't going to test測試 the hypothesis假設 that he'd他會 be wrong錯誤.
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我也不想驗證假設他是不是錯的。
03:00
And then you wait for the opening開盤 shock休克
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然後你等待降落傘打開的瞬間
03:02
for your parachute降落傘 to open打開.
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把你嚇上一跳。
03:04
If you don't get an opening開盤 shock休克, you don't get a parachute降落傘 --
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如果你沒被嚇一跳,那就是你沒帶降落傘——
03:06
you've got a whole整個 new problem問題 set.
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那你面對的就是另外一類問題了。
03:09
But typically一般 you do; typically一般 it opens打開.
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但一般來說,你會被嚇一跳;一般來說,你的傘會打開。
03:12
And of course課程, if your leg straps aren't set right,
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當然,如果你腿上的帶子綁的不對的話,
03:15
at that point you get another另一個 little thrill顫抖.
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傘打開的時候你還會額外吃一驚。
03:17
Boom繁榮.
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嘭!
03:19
So then you look around,
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然後你環顧四周,
03:21
you're under a canopy華蓋 and you say, "This is good."
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你的副官說:“還不錯。”
03:23
Now you prepare準備 for the inevitable必然.
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現在你要為之後無可避免的事做好準備。
03:25
You are going to hit擊中 the ground地面.
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你就要降落到地面了。
03:27
You can't delay延遲 that much.
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你拖不了太久。
03:29
And you really can't decide決定 where you hit擊中 very much,
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而且你也不太能決定自己降落的地點。
03:31
because they pretend假裝 you can steer駕駛,
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因為雖然他們假設你可以掌握方向,
03:33
but you're being存在 delivered交付.
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但你其實是被丟擲下來的。
03:36
So you look around, where you're going to land土地,
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所以你東張西望,看看自己將會落在什麽地方,
03:38
you try to make yourself你自己 ready準備.
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努力讓自己準備好。
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,
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當你逐漸靠近地面時,把你背後的背包放低一些,
03:43
so that it's not on you when you land土地,
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這樣當你降落的時候它不會砸到你身上。
03:45
and you prepare準備 to do a parachute-landing降落傘著陸 fall秋季.
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這樣你就做好了跳傘著陸的準備了。
03:47
Now the Army軍隊 teaches you
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這時部隊教過你
03:49
to do five points of performance性能 --
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要注意5個地方——
03:51
the toes腳趾 of your feet,
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腳趾,
03:53
your calves小牛, your thighs大腿,
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腿肚子,大腿,
03:55
your buttocks臀部 and your push-up俯臥撑 muscles肌肉.
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屁股,和你的背肌。
03:58
It's this elegant優雅 little land土地, twist and roll.
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就是類似這樣帶點小優雅的著陸,蜷起身,一滾。
04:01
And that's not going to hurt傷害.
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這樣就不會受傷。
04:03
In 30-some-一些 years年份 of jumping跳躍, I never did one.
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在30年來的跳傘生涯里,我一次都沒完成過。
04:06
(Laughter笑聲)
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(觀眾笑聲)
04:08
I always landed登陸 like a watermelon西瓜 out of a third第三 floor地板 window窗口.
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我的著陸總像從三樓窗戶扔出來的西瓜。
04:11
(Laughter笑聲)
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(觀眾笑聲)
04:13
And as soon不久 as I hit擊中,
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我一落地,
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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第一件事就是看看有沒有把什麽地方摔斷了。
04:19
I'd shake my head,
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我搖搖頭,
04:21
and I'd ask myself the eternal永恆 question:
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總是問自己那個問題:
04:24
"Why didn't I go into banking銀行業?"
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“當初我爲什麽不去搞金融業?”
04:26
(Laughter笑聲)
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(觀眾笑聲)
04:28
And I'd look around,
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然後我環顧四周,
04:30
and then I'd see another另一個 paratrooper傘兵,
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看到其他的降落傘,
04:32
a young年輕 guy or girl女孩,
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年輕的男兵或女兵,
04:34
and they'd他們會 have pulled out their M4 carbine馬槍
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他們已經端起他們的M-4自動步槍
04:36
and they'd他們會 be picking選擇 up their equipment設備.
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收拾起他們的裝備。
04:38
They'd他們會 be doing everything
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他們所做的一切
04:40
that we had taught them.
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都是我們之前教給他們的。
04:42
And I realized實現
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我意識到,
04:44
that, if they had to go into combat戰鬥,
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如果他們不得不投入戰鬥,
04:47
they would do what we had taught them and they would follow跟隨 leaders領導者.
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他們做的都是我們教給他們的,而且他們將跟隨他們的指揮官。
04:50
And I realized實現 that, if they came來了 out of combat戰鬥,
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我還意識到,如果他們能從戰鬥中安全歸來,
04:53
it would be because we led them well.
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那也是因為有我們好好的帶領他們。
04:55
And I was hooked迷上 again on the importance重要性 of what I did.
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我再次感受到我的工作的重要性。
04:59
So now I do that Tuesday星期二 morning早上 jump,
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這就是那個星期二清晨的跳傘訓練,
05:01
but it's not any jump --
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但那是一次不同尋常的訓練——
05:03
that was September九月 11th, 2001.
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那天是2001年的9月11日。
05:07
And when we took off from the airfield機場, America美國 was at peace和平.
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當我們從機場起飛時,美國還是太平無事。
05:10
When we landed登陸 on the drop-zone拖放區, everything had changed.
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而當我們在降落區著陸時,一切都不同了。
05:14
And what we thought
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曾經我們以為
05:16
about the possibility可能性 of those young年輕 soldiers士兵 going into combat戰鬥
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這些年輕士兵投入戰鬥的可能性
05:18
as being存在 theoretical理論
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只是理論上的,
05:20
was now very, very real真實 --
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但現在卻是非常非常真切的了——
05:22
and leadership領導 seemed似乎 important重要.
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而此時領導力似乎非常重要。
05:24
But things had changed;
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但情況已經發生變化——
05:26
I was a 46-year-old-歲 brigadier準將 general一般.
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那時我是一名46歲的準將。
05:28
I'd been successful成功,
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我一直都是順風順水。
05:30
but things changed so much
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但是在劇變發生時,
05:33
that I was going to have to make some significant重大 changes變化,
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我不得不做出一些重大改變——
05:35
and on that morning早上, I didn't know it.
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而在那個清晨,我對此還一無所知。
05:38
I was raised上調 with traditional傳統 stories故事 of leadership領導:
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我是讀著傳統經典將領的故事長大的:
05:41
Robert羅伯特 E. Lee背風處, John約翰 Buford佈福德 at Gettysburg葛底斯堡.
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如李將軍和巴福德的格底斯堡戰役。
05:44
And I also was raised上調
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在我成長過程中,
05:46
with personal個人 examples例子 of leadership領導.
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身邊就有軍事領導能力的活榜樣。
05:49
This was my father父親 in Vietnam越南.
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就是參加過越戰的父親。
05:52
And I was raised上調 to believe
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我從小就堅信
05:54
that soldiers士兵 were strong強大 and wise明智的
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戰士就應該是精明強幹,
05:56
and brave勇敢 and faithful可信;
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勇敢堅定——
05:58
they didn't lie謊言, cheat作弊, steal
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他們不欺騙不作弊不偷竊,
06:00
or abandon放棄 their comrades同志.
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也不會拋棄他們的戰友。
06:02
And I still believe real真實 leaders領導者 are like that.
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我至今仍相信真正的領袖都是這樣的。
06:09
But in my first 25 years年份 of career事業,
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但是在我的軍事生涯的頭25年,
06:11
I had a bunch of different不同 experiences經驗.
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我的很多經驗卻大相徑庭。
06:14
One of my first battalion commanders指揮官,
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最早期的營長之一,
06:16
I worked工作 in his battalion for 18 months個月
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我曾在他的營隊呆過18個月,
06:18
and the only conversation會話 he ever had with LtLT. McChrystal麥克里斯特爾
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他和身為少尉的我的唯一一次談話
06:22
was at mile英里 18 of a 25-mile-英里 road march遊行,
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發生在某次25英里行軍的第18英里。
06:25
and he chewed咀嚼 my ass屁股 for about 40 seconds.
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他狠狠教訓了我大概40秒。
06:27
And I'm not sure that was real真實 interaction相互作用.
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我甚至不敢肯定那算不算真正的互動。
06:30
But then a couple一對 of years年份 later後來, when I was a company公司 commander指揮官,
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但是幾年後,當我成為一名連長,
06:33
I went out to the National國民 Training訓練 Center中央.
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來到全國訓練中心
06:35
And we did an operation手術,
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我們進行一次軍事演習,
06:37
and my company公司 did a dawn黎明 attack攻擊 --
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而我的連隊要發動一次拂曉進攻——
06:39
you know, the classic經典 dawn黎明 attack攻擊:
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你知道,就是最經典的拂曉進攻:
06:41
you prepare準備 all night, move移動 to the line of departure離開.
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你整夜備戰,然後運動到衝鋒線上。
06:43
And I had an armored裝甲 organization組織 at that point.
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當時我的團隊都是全副武裝。
06:45
We move移動 forward前鋒, and we get wiped out --
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我們沖上去,然後就被幹掉了——
06:47
I mean, wiped out immediately立即.
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我是說:秒殺。
06:49
The enemy敵人 didn't break打破 a sweat doing it.
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敵人完全不費吹灰之力就把我們幹掉了。
06:52
And after the battle戰鬥,
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戰鬥結束後,
06:54
they bring帶來 this mobile移動 theater劇院 and they do what they call an "after action行動 review評論"
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他們搞了一出活報劇,進行所謂的“事後回顧”
06:57
to teach you what you've doneDONE wrong錯誤.
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來教育你什麽地方做的不對。
06:59
Sort分類 of leadership領導 by humiliation屈辱.
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通過羞辱你來培養你的領導能力。
07:01
They put a big screen屏幕 up, and they take you through通過 everything:
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他們架起一個大屏幕,帶你回顧整個過程。
07:03
"and then you didn't do this, and you didn't do this, etc等等."
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“那時你沒做這個,然後你又沒做這個,等等。”
07:06
I walked out feeling感覺 as low
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我走出去的時候感到
07:08
as a snake's蛇的 belly肚皮 in a wagon車皮 rut發情.
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自己簡直一文不如。
07:10
And I saw my battalion commander指揮官, because I had let him down.
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我找到我的營長,因為我讓他丟臉了,
07:13
And I went up to apologize道歉 to him,
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於是就跑過去向他道歉,
07:15
and he said, "Stanley斯坦利, I thought you did great."
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然而他說,“斯坦利,我覺得你做的很好。”
07:18
And in one sentence句子,
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就這麼一句話,
07:20
he lifted取消 me, put me back on my feet,
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他就讓我振作起來,重新抬起了頭,
07:23
and taught me that leaders領導者 can let you fail失敗
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他教會我,領袖可以讓你不及格,
07:26
and yet然而 not let you be a failure失敗.
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但又不會讓你成為一個失敗者。
07:31
When 9/11 came來了,
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當911來臨,
07:33
46-year-old-歲 Brig布里格. Gen. McChrystal麥克里斯特爾 sees看到 a whole整個 new world世界.
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46歲的我作為一名準中將看到了一個全新的世界。
07:37
First, the things that are obvious明顯, that you're familiar with:
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首先,形勢很明顯,那些你所熟知的:
07:40
the environment環境 changed --
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環境在改變——
07:42
the speed速度, the scrutiny審查,
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每件事的節奏,監管,
07:44
the sensitivity靈敏度 of everything now is so fast快速,
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以及敏感性現在都加快了,
07:46
sometimes有時 it evolves演變 faster更快
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有時它們變得如此之快
07:48
than people have time to really reflect反映 on it.
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以至於人們幾乎沒時間去真正思考。
07:50
But everything we do
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但我們現在做的每一件事
07:52
is in a different不同 context上下文.
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都處於一個不同的背景。
07:55
More importantly重要的, the force that I led
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更重要的是,我所領導的隊伍
07:57
was spread傳播 over more than 20 countries國家.
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散佈在20多個國家。
08:00
And instead代替 of being存在 able能夠 to get all the key leaders領導者
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現在已經不可能做到召集所有的主要領導
08:02
for a decision決定 together一起 in a single room房間
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聚集在一個房間里一起做一個決定
08:04
and look them in the eye and build建立 their confidence置信度
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也無法直視他們的眼睛堅定他們的信心
08:06
and get trust相信 from them,
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并獲得他們的信任,
08:08
I'm now leading領導 a force that's dispersed分散,
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我現在所領導的隊伍是分散的,
08:11
and I've got to use other techniques技術.
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我必須利用其他手段。
08:14
I've got to use video視頻 teleconferences電話會議, I've got to use chat,
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我必須利用視頻會議,聊天軟件,
08:17
I've got to use email電子郵件, I've got to use phone電話 calls電話 --
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電子郵件,以及電話——
08:19
I've got to use everything I can,
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我必須利用我所能用的一切手段
08:22
not just for communication通訊,
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不僅是為了溝通,
08:24
but for leadership領導.
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更是爲了領導他們。
08:26
A 22-year-old-歲 individual個人
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一名22歲的單兵,
08:28
operating操作 alone單獨,
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孤身行動
08:30
thousands數千 of miles英里 from me,
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距離我幾千英里
08:32
has got to communicate通信 to me with confidence置信度.
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他可以確定可以和我溝通。
08:35
I have to have trust相信 in them and vice versa反之亦然.
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我們必須彼此信任對方。
08:38
And I also have to build建立 their faith信仰.
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我也必須樹立他們的信心。
08:41
And that's a new kind of leadership領導
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這是一種新的領導方式
08:43
for me.
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對我而言。
08:45
We had one operation手術
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曾經有一次行動
08:47
where we had to coordinate坐標 it from multiple locations地點.
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我們必須在多個地點協同作戰。
08:49
An emerging新興 opportunity機會 came來了 --
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一個偶然的機會出現了——
08:51
didn't have time to get everybody每個人 together一起.
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沒時間知會所有人。
08:54
So we had to get complex複雜 intelligence情報 together一起,
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所以我們必須都瞭解這一複雜的情報,
08:57
we had to line up the ability能力 to act法案.
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我們必須依次逐級採取行動。
08:59
It was sensitive敏感, we had to go up the chain of command命令,
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這件事很敏感,所以我們又必須逐級上報,
09:02
convince說服 them that this was the right thing to do
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說服他們這樣做是正確的,
09:04
and do all of this
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所有這一切
09:06
on electronic電子 medium.
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都要通過電子通訊。
09:09
We failed失敗.
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結果我們失敗了。
09:12
The mission任務 didn't work.
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任務沒能完成。
09:14
And so now what we had to do
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所以現在我們必須要做的就是,
09:16
is I had to reach達到 out
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我必須四處活動
09:18
to try to rebuild重建 the trust相信 of that force,
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試圖重建那支部隊的信任
09:20
rebuild重建 their confidence置信度 --
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重樹他們的信心——
09:22
me and them, and them and me,
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他們對我以及我對他們的信心和信任
09:24
and our seniors老年人 and us as a force --
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以及我們的上級單位和我們之間作為一個團體的信心——
09:27
all without the ability能力 to put a hand on a shoulder.
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在做這些努力的時候都不具備和對方促膝長談的條件。
09:30
Entirely完全 new requirement需求.
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這是全新的要求。
09:34
Also, the people had changed.
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而且,人員也在發生變化。
09:37
You probably大概 think that the force that I led
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你可能以為我所帶領的部隊
09:39
was all steely-eyed鋼鐵般的眼睛 commandos突擊隊 with big knuckle指關節 fists拳頭
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都是眼神堅毅的突擊隊員,四肢粗壯,
09:42
carrying攜帶 exotic異國情調 weapons武器.
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裝備精良武器。
09:45
In reality現實,
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事實上,
09:47
much of the force I led
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我所領導的大部份人
09:49
looked看著 exactly究竟 like you.
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看起來就像在座各位。
09:52
It was men男人, women婦女, young年輕, old --
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就是些男人,女人,年輕人,年長者——
09:55
not just from military軍事; from different不同 organizations組織,
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不僅僅來自軍隊;也來自其他組織,
09:58
many許多 of them detailed詳細 to us just from a handshake握手.
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很多人都只是一面之緣,就開始合作。
10:01
And so instead代替 of giving orders命令,
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所以我要做的不是發號施令,
10:03
you're now building建造 consensus共識
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而是要取得一致,
10:05
and you're building建造 a sense of shared共享 purpose目的.
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建立其一種共同的使命感。
10:09
Probably大概 the biggest最大 change更改
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最大的變化可能就是
10:11
was understanding理解 that the generational difference區別,
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理解不同時代的差異,
10:14
the ages年齡, had changed so much.
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年齡的變化太大了。
10:17
I went down to be with a Ranger遊俠 platoon
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有一次我帶領一個排的突擊隊員
10:20
on an operation手術 in Afghanistan阿富汗,
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在阿富汗斯坦執行一個任務,
10:22
and on that operation手術,
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在這次行動中,
10:24
a sergeant軍士 in the platoon
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排里的一個中士
10:26
had lost丟失 about half his arm
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失去了他的半個手臂
10:28
throwing投擲 a Taliban塔利班 hand grenade手榴彈
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因為他把一個塔利班的手雷
10:30
back at the enemy敵人
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扔回給敵人,
10:32
after it had landed登陸 in his fire team球隊.
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那個手雷之前正落在他的隊友中間。
10:36
We talked about the operation手術,
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我們聊起了那次行動,
10:38
and then at the end結束 I did what I often經常 do with a force like that.
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一般在和部隊進行這樣的懇談的最後,
10:41
I asked, "Where were you on 9/11?"
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我都會問,“911發生的時候你們在哪?”
10:45
And one young年輕 Ranger遊俠 in the back --
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一個坐在後面的年輕突擊隊員——
10:47
his hair's頭髮的 tousled and his face面對 is red and windblown風吹
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他的頭髮亂糟糟的,臉被風吹的通紅,
10:49
from being存在 in combat戰鬥 in the cold Afghan阿富汗 wind --
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那是在阿富汗的寒風中戰鬥的結果——
10:53
he said, "Sir先生, I was in the sixth第六 grade年級."
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他回答道,“長官,那時我在六年級。”
10:57
And it reminded提醒 me
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而這提醒了我
11:00
that we're operating操作 a force
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我們現在所領導的部隊
11:02
that must必須 have shared共享 purpose目的
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必須有著共同的目標
11:04
and shared共享 consciousness意識,
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共同的觀念,
11:06
and yet然而 he has different不同 experiences經驗,
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但卻有著不同的經驗,
11:08
in many許多 cases a different不同 vocabulary詞彙,
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在很多時候甚至使用不同的詞彙,
11:11
a completely全然 different不同 skill技能 set
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整體上完全不同的技術,
11:13
in terms條款 of digital數字 media媒體
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尤其是在使用數字媒體時,
11:16
than I do and many許多 of the other senior前輩 leaders領導者.
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與我和其他很多年長領導者所使用的已經大相徑庭。
11:20
And yet然而, we need to have that shared共享 sense.
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但即便如此,我們也需要擁有共同的感受。
11:25
It also produced生成 something
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而這也產生出
11:27
which哪一個 I call an inversion逆溫 of expertise專門知識,
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我稱之為專業知識的倒置,
11:29
because we had so many許多 changes變化 at the lower降低 levels水平
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因為我們在底層有太多的變化
11:32
in technology技術 and tactics策略 and whatnot諸如此類,
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在技術和戰術以及之類的方面
11:34
that suddenly突然 the things that we grew成長 up doing
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以至於突然之間,我們一直以來所做的
11:37
wasn't what the force was doing anymore.
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已經不再是部隊目前的做法了。
11:40
So how does a leader領導
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那麼一個領導
11:42
stay credible可信的 and legitimate合法
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如何能讓自己是值得信任和勝任的,
11:44
when they haven't沒有 doneDONE
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當他沒做過
11:46
what the people you're leading領導 are doing?
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所領導的人做的事?
11:49
And it's a brand new leadership領導 challenge挑戰.
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這是對領導能力的全新挑戰。
11:51
And it forced被迫 me to become成為 a lot more transparent透明,
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它迫使我讓自己變得更為透明,
11:54
a lot more willing願意 to listen,
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更願意去傾聽,
11:56
a lot more willing願意 to be reverse-mentored反向輔導 from lower降低.
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更願意接受來自下級的反向指引。
12:01
And yet然而, again, you're not all in one room房間.
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而且,再重申一次,所有這些人都不是面對面在一起的。
12:05
Then another另一個 thing.
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另外一件事。
12:07
There's an effect影響 on you and on your leaders領導者.
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有一種東西正在影響著你和你的領導。
12:09
There's an impact碰撞, it's cumulative累積的.
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這種衝擊是逐漸積累的。
12:12
You don't reset重啟, or recharge充值 your battery電池 every一切 time.
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你並不是每次都對你的電池重新設置或充電。
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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有天夜裡在伊拉克,我站在一個大屏幕前
12:18
with one of my senior前輩 officers長官
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身邊是我的一個資深軍官,
12:20
and we watched看著 a firefight交火 from one of our forces軍隊.
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我們正在目睹我們其中一支隊伍和敵人交火。
12:22
And I remembered記得 his son兒子 was in our force.
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這時我想起他的兒子也在我們部隊。
12:25
And I said, "John約翰, where's哪裡 your son兒子? And how is he?"
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於是我問,“約翰,你兒子在哪裡?他怎麼樣了?”
12:28
And he said, "Sir先生, he's fine. Thanks謝謝 for asking."
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他回答,“長官,他很好。謝謝你的關心。”
12:30
I said, "Where is he now?"
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我問,“那他現在在哪裡?”
12:32
And he pointed at the screen屏幕, he said, "He's in that firefight交火."
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他指了指大屏幕,說,“他正在交戰中。”
12:35
Think about watching觀看 your brother哥哥, father父親,
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設想一下目睹你的兄弟,父親
12:38
daughter女兒, son兒子, wife妻子
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女兒,兒子,妻子
12:41
in a firefight交火 in real真實 time
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正身處槍林彈雨中,
12:43
and you can't do anything about it.
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而你對此卻無能為力。
12:45
Think about knowing會心 that over time.
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設想一下在整個過程中你都要面對這個情況。
12:47
And it's a new cumulative累積的 pressure壓力 on leaders領導者.
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這是一種新的逐漸積累在領導者身上的壓力。
12:49
And you have to watch and take care關心 of each other.
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你必須彼此守望照顧。
12:54
I probably大概 learned學到了 the most about relationships關係.
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我學到的最多的可能就是人和人之間的關係。
12:58
I learned學到了 they are the sinew腱子
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我知道這些關係是支柱
13:01
which哪一個 hold保持 the force together一起.
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將部隊凝聚在一起。
13:03
I grew成長 up much of my career事業 in the Ranger遊俠 regiment.
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我的軍旅生涯的大多數時間都在突擊隊部隊度過。
13:06
And every一切 morning早上 in the Ranger遊俠 regiment,
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在突擊隊,每天早上,
13:08
every一切 Ranger遊俠 -- and there are more than 2,000 of them --
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每一個隊員——大約2000多人——
13:10
says a six-stanza六節 Ranger遊俠 creed信條.
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都要念一個六句話的突擊隊軍規。
13:13
You may可能 know one line of it, it says,
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你們可能知道其中一條是這樣的,
13:15
"I'll never leave離開 a fallen墮落 comrade同志 to fall秋季 into the hands of the enemy敵人."
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“永遠不丟下受傷的戰友落在敵人之手。”
13:18
And it's not a mindless沒頭腦 mantra口頭禪,
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這並不是一句不經思考的頌歌,
13:20
and it's not a poem.
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也不是一句詩歌,
13:22
It's a promise諾言.
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它是一個承諾。
13:24
Every一切 Ranger遊俠 promises許諾 every一切 other Ranger遊俠,
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每一個突擊隊員對其他隊員的承諾
13:26
"No matter what happens發生, no matter what it costs成本 me,
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無論發生什麽,無論要我付出多大代價
13:29
if you need me, I'm coming未來."
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如果你需要我,我一定會來。
13:32
And every一切 Ranger遊俠 gets得到 that same相同 promise諾言
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每一個突擊隊員也從其他隊員那裡
13:34
from every一切 other Ranger遊俠.
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得到同樣的承諾。
13:36
Think about it. It's extraordinarily異常 powerful強大.
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想想看。這是多麼超乎尋常的力量。
13:38
It's probably大概 more powerful強大 than marriage婚姻 vows誓言.
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它可能比婚姻的山盟海誓更強大。
13:43
And they've他們已經 lived生活 up to it, which哪一個 gives it special特別 power功率.
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而且他們就是這樣實踐的,這給予它特別的力量。
13:46
And so the organizational組織 relationship關係 that bonds債券 them
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這種將人麼團結起來的組織關係
13:50
is just amazing驚人.
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是令人驚訝的。
13:52
And I learned學到了 personal個人 relationships關係
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我學習到人和人的關係
13:54
were more important重要 than ever.
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比以往任何時候都重要。
13:56
We were in a difficult operation手術 in Afghanistan阿富汗 in 2007,
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2007年在阿富汗斯坦,我們有一次艱苦的行動。
13:59
and an old friend朋友 of mine,
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我有一個老朋友,
14:01
that I had spent花費 many許多 years年份
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多年以來
14:03
at various各個 points of my career事業 with --
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我軍旅生涯的很多關鍵時刻他都和我一起渡過——
14:05
godfather教父 to one of their kids孩子 --
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我還是他其中一個孩子的教父——
14:08
he sent發送 me a note注意, just in an envelope信封,
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他給我發來一張紙條,就放在一個信封裏,
14:11
that had a quote引用 from Sherman謝爾曼 to Grant格蘭特
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那是引自謝爾曼將軍(南北戰爭的北軍將領)給格蘭特總統(南北戰爭北軍司令,總統)的一段話,
14:13
that said, "I knew知道 if I ever got in a tight spot,
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“我知道任何時候如果我處於危急關頭,
14:16
that you would come, if alive."
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你一定會趕來,如果你還活著。”
14:20
And having that kind of relationship關係, for me,
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對我來說,擁有這樣一種關係,
14:22
turned轉身 out to be critical危急 at many許多 points in my career事業.
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在我的軍人生涯中的很多時候,都有著至關重要的意義。
14:25
And I learned學到了 that you have to give that
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我學習到,你必須做出這樣的承諾,
14:27
in this environment環境,
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在這樣的情況下,
14:29
because it's tough強硬.
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因為情況是如此艱苦。
14:32
That was my journey旅程.
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這就是我的人生。
14:34
I hope希望 it's not over.
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我希望它遠未到頭。
14:36
I came來了 to believe
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我逐漸相信
14:38
that a leader領導 isn't good because they're right;
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領導的優秀之處不在於他們是正確的;
14:40
they're good because they're willing願意 to learn學習 and to trust相信.
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而是因為他們願意去學習和信任。
14:45
This isn't easy簡單 stuff東東.
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做到這點并不容易。
14:48
It's not like that electronic電子 absABS machine
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這不像電動腹肌健身器
14:50
where, 15 minutes分鐘 a month, you get washboard搓板 absABS.
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一個月15分鐘,你能讓你的腹部練得好像洗衣板。
14:52
(Laughter笑聲)
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(觀眾笑聲)
14:54
And it isn't always fair公平.
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事情并不總是公平的。
14:57
You can get knocked被撞 down,
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你可能會被打倒,
15:00
and it hurts傷害
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受到傷害,
15:02
and it leaves樹葉 scars傷疤.
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留下傷疤。
15:05
But if you're a leader領導,
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但如果你是一個領導者,
15:07
the people you've counted on
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那些你所信靠的人們
15:10
will help you up.
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會幫助你站起身。
15:12
And if you're a leader領導,
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如果你是一個領導者,
15:15
the people who count計數 on you need you on your feet.
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那些信靠你的人們需要你站起來。
15:18
Thank you.
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謝謝大家。
15:20
(Applause掌聲)
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(觀眾掌聲)
Translated by yuanyuan liang
Reviewed by Nova Upinel Altesse

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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