AMERiCA LEARNiNG MEDiA

(ASTD Staff, Washington DC, USA) Using real-life examples of tragedies avoided and also of disasters that did occur, General Stanley McChrystal painted a picture of why it’s necessary for individuals, teams, and entire organizations to be able to adapt organically to various situations. McChrystal, a four-star general and former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command, delivered his keynote address during ASTD 2014 International Conference & Exposition Tuesday’s General Session.

“Life is not always what we expect it to be” he said. And because situations are constantly changing—whether on the battle field or in the meeting room—“we must adapt as individuals and groups in a way that’s organic.”

The early part of McChrystal’s career in the military led him to become “an organization guy,” meaning that he had grown accustomed to how everything operated based on the rigid rules and protocols the military espouses. However, when he began to serve in Afghanistan, he realized that the status quo would be a liability; he had to learn to be flexible and adapt to avoid placing his troops’ lives in danger, McChrystal explained. “Because we can’t predict the future, we have to adapt to it.”

One example he used was the story of Captain Chesley “Sully” Sullenberger, who was the pilot of the plane that crash landed in New York City’s Hudson River in 2009. The plane hit a flock of geese during takeoff and it consequently lost power, so Sullenberger had to act quickly to safely land the plane.

McChrystal credits crew resource management, which is a training program that pilots take, for Sullenberger’s safe landing. The training program focuses on such areas as teamwork, decision making, and risk management. “It’s no longer an expectation that technology will solve our problems. We need to focus on the people.”

Another example he shared was the capture of Osama bin Laden in 2011. The laid-out plan was for a group of Navy Seals to enter at the compound in Pakistan via two helicopters, but one of the aircraft crashed during landing. “Before they’ve begun the operation, 50 percent of their crew has crashed,” McChrystal noted. But despite this setback the mission continued, and resulted in finding bin Laden. “If you don’t do your part, then the group fails.”

Throughout his speech, McChrystal focused on three themes: predictive hubris, shared consciousness and empowered execution, and organic adaptability. These all can be achieved through teamwork, trust, and communication, he explained. “Trust and common purpose grow strong within groups.”

Part of that trust lies in leaders empowering their teams to take ownership of their decisions and certain projects. “Give them power and authority … When people own something, they act differently,” he said. “It’s about the talent you bring together and the talent you give opportunities to, to help prepare them.”

McChrystal advised leaders to identify purpose, have the will to change, create vision, and set the external environment. “I’ve always been part of teams,” he acknowledged.  Through leadership, “you help people get better than they could have without your help … It’s only when we help them and provide leadership that they become something special.”