CG Hale's "21 Key Reads for FY21" Reading List: Titles Available in eBook

Drawing upon a military career spanning more than four decades, General Martin Dempsey, former Chairman of the Joint Chiefs of Staff, examines the limits of loyalty, the necessity of sensible skepticism, and the value of responsible rebelliousness, and explains why we actually should sweat the small stuff. No Time for Spectators takes readers behind the closed doors of the Situation Room, onto the battlefields of Iraq, and to the East German border at the height of the Cold War. It contends that relationships between leaders and followers--employers and employees, politicians and constituents, coaches and athletes, teachers and students--are most productive when based on certain key mutual expectations.

Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.

When Robert M. Gates received a call from the White House, he thought he'd long left Washington politics behind: After working for six presidents in both the CIA and the National Security Council, he was happily serving as president of Texas A & M University. But when he was asked to help a nation mired in two wars and to aid the troops doing the fighting, he answered what he felt was the call of duty. Robert Gates was US Secretary of Defense from 2006 to 2011 serving under both George Bush and Barack Obama. Before that he was Director of the CIA. This is his candid and revealing account of US military engagement in Iraq and Afghanistan, where Gates oversaw the controversial 'surge' of US troops in both countries.

Having led change successfully at three sprawling, monumental organizations—the CIA, Texas A&M University, and the Department of Defense—Robert M. Gates offers the ultimate insider's look at how leaders can transform large organizations and companies. For many Americans, bureaucracy and corporate structure are code words for inertia. Gates knows that it doesn't have to be that way. With stunning clarity, he shares how simple plans, faithfully executed, can cut through the mire of bureaucracy to reform organizational culture.

Since the end of the Cold War, the global perception of the United States has progressively morphed from dominant international leader to disorganized entity, seemingly unwilling to accept the mantle of leadership or unable to govern itself effectively. Robert Gates argues that this transformation is the result of the failure of political leaders to understand the complexity of American power, its expansiveness, and its limitations. He makes clear that the successful exercise of power is not limited to the use of military might or the ability to coerce or demand submission, but must encompass as well diplomacy, economics, strategic communications, development assistance, intelligence, technology, ideology, and cyber. By analyzing specific challenges faced by the American government in the post-Cold War period--Iran, Iraq, Afghanistan, North Korea, Syria, Libya, Russia, China and others--Gates deconstructs the ways in which leaders have used the instruments of power available to them.

Soldier-scholar David Kilcullen asks how, and what, opponents of the West have learned during the last quarter-century of conflict. Applying a combination of evolutionary theory and detailed field observation, he explains what happened to the "snakes"-non-state threats including terrorists and guerrillas-and the "dragons"-state-based competitors such as Russia and China. He explores how enemies learn under conditions of conflict, and examines how Western dominance over a very particular, narrowly-defined form of warfare since the Cold War has created a fitness landscape that forces adversaries to adapt in ways that present serious new challenges to America and its allies. Within the world's contemporary conflict zones, Kilcullen argues, state and non-state threats have increasingly come to resemble each other, with states adopting non-state techniques and non-state actors now able to access levels of precision and lethal weapon systems once only available to governments.

This book examines the importance of "military ethics" in the formulation and conduct of contemporary military strategy. Clausewitz's original analysis of war relegated ethics to the side-lines in favor of political realism, interpreting the proper use of military power solely to further the political goals of the state, whatever those may be. This book demonstrates how such single-minded focus no longer suffices to secure the interest of states, for whom the nature of warfare has evolved to favor strategies that hold combatants themselves to the highest moral and professional standards in their conduct of hostilities. Waging war has thus been transformed in a manner that moves beyond Clausewitz's original conception, rendering political success wholly dependent upon the cultivation and exercise of discerning moral judgment by strategists and combatants in the field. This book utilizes a number of perspectives and case studies to demonstrate how ethics now plays a central role in strategy in modern armed conflict. This book will be of much interest to students of just war, ethics, military strategy, and international relations.

In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions.

Colin Powell is the embodiment of the American dream. He was born in Harlem to immigrant parents from Jamaica. He knew the rough life of the streets. He overcame a barely average start at school. Then he joined the Army. The rest is history—Vietnam, the Pentagon, Panama, Desert Storm—but a history that until now has been known only on the surface. Here Powell himself tells us how it happened, in a memoir distinguished by a heartfelt love of country and family, warm good humor, and a soldier's directness.

While history has been kind to the American generals of World War II--Marshall, Eisenhower, Patton, and Bradley--it has been less kind to the generals of the wars that followed, such as Koster, Franks, Sanchez, and Petraeus. In The Generals, Thomas E. Ricks sets out to explain why that is. In chronicling the widening gulf between performance and accountability among the top brass of the U.S. military, Ricks tells the stories of great leaders and suspect ones, generals who rose to the occasion and generals who failed themselves and their soldiers. In Ricks's hands, this story resounds with larger meaning: about the transmission of values, about strategic thinking, and about the difference between an organization that learns and one that fails.

In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. This book shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

Named a Best Book of the Year By Amazon andForeign AffairsMagazine Through the weaponization of social media, the internet is changing war and politics, just as war and politics are changing the internet. Terrorists livestream their attacks, "Twitter wars" produce realâe'world casualties, and viral misinformation alters not just the result of battles, but the very fate of nations. War, tech, and politics have blurred into a new kind of battle space that plays out on our smartphones. P. W. Singer and Emerson Brooking tackle the mindâe'bending questions that arise when war goes online and the online world goes to war.  Delving into the web's darkest corners,LikeWar outlines a radical new paradigm for understanding and defending against the unprecedented threats of our networked world.