Ten years ago, on a Tuesday morning, I conducted a parachute jump at Fort Bragg, North Carolina. It was a routine training jump, like many more I'd done since I became a paratrooper 27 years before. We went down to the airfield early because this is the Army and you always go early. You do some routine refresher training, and then you go to put on your parachute and a buddy helps you. And you put on the T-10 parachute. And you're very careful how you put the straps, particularly the leg straps because they go between your legs. And then you put on your reserve, and then you put on your heavy rucksack. And then a jumpmaster comes, and he's an experienced NCO in parachute operations. He checks you out, he grabs your adjusting straps and he tightens everything so that your chest is crushed, your shoulders are crushed down, and, of course, he's tightened so your voice goes up a couple octaves as well. Then you sit down, and you wait a little while, because this is the Army. Then you load the aircraft, and then you stand up and you get on, and you kind of lumber to the aircraft like this, in a line of people, and you sit down on canvas seats on either side of the aircraft. And you wait a little bit longer, because this is the Air Force teaching the Army how to wait.
Prije 10 godina, u utorak ujutro, izveo sam skok s padobranom u Fort Braggu, Sjevernoj Karolini. Bio je to rutinski trening poput mnogih koje sam napravio otkako sam postao padobranac prije 27 godina. Otišli smo u zračnu bazu rano jer to je vojska, i uvijek idete rano. Prođete kroz rutinski trening ponavljanja i zatim odete kako bi stavili na sebe svoj padobran a kolega vam u tome pomaže. I stavite na sebe T10 padobran. I s velikim oprezom pazite kako stavljate remenje, naročito remenje za noge jer oni idu između vaših nogu. I zatim stavite svoj rezervni padobran i zatim stavite na sebe svoj teški ruksak. I zatim dolazi stručnjak za skokove, a on je iskusan podčasnik u padobranskim operacijama. On vas provjeri, zgrabi vaše remenje za prilagodbu i sve zategne tako da su vam prsa slomljena, vaša ramena su potisnuta dolje i, naravno, kako je on sve zategnuo vaš glas povisi za nekoliko oktava. Zatim sjednete i čekate neko vrijeme, jer to je vojska. Zatim ukrcate avion, zatim ustanete, i uđete unutra, i teturate nekako ovako do aviona -- u liniji s drugim ljudima -- i sjednete na platnena sjedala s bilo koje strane aviona. I zatim čekate još malo duže, jer to su zračne snage koje uče vojsku kako čekati.
Then you take off. And it's painful enough now -- and I think it's designed this way -- it's painful enough so you want to jump. You didn't really want to jump, but you want out. So you get in the aircraft, you're flying along, and at 20 minutes out, these jumpmasters start giving you commands. They give 20 minutes -- that's a time warning. You sit there, OK. Then they give you 10 minutes. And of course, you're responding with all of these. And that's to boost everybody's confidence, to show that you're not scared. Then they give you, "Get ready." Then they go, "Outboard personnel, stand up." If you're an outboard personnel, now you stand up. If you're an inboard personnel, stand up. And then you hook up, and you hook up your static line. And at that point, you think, "Hey, guess what? I'm probably going to jump. There's no way to get out of this at this point." You go through some additional checks, and then they open the door.
Zatim uzletite. I već sada je dovoljno bolno -- i mislim kako je to tako i dizajnirano -- dovoljno je bolno pa poželite skočiti. Ne želite zapravo skočiti, samo želite izaći. Dakle, uđete u avion, letite i nakon 20 minuta leta, ti stručnjaci za skokove vam počinju davati naredbe. Daju vam 20 minuta -- to je vremensko upozorenje. Sjedite tamo, u redu. Zatim vam daju 10 minuta. I naravno, vi potvrđujete sve to. A to je kako bi se povećalo pouzdanje svih prisutnih, kako bi se pokazalo da vas nije strah. Zatim vam kažu, "pripremite se". Zatim kažu, "Vanjsko osoblje, ustanite". Ukoliko ste vanjsko osoblje, sada ustanete. Ukoliko ste unutarnje osoblje, ustanete. I zatim vas prikvače i zatim prikvače vašu statičku liniju. I u tom trenutku, pomislite, "Hej, pogodite što? Vjerojatno ću skočiti. Nema načina da se izvučem iz ovoga u ovoj točki." Prođete kroz još neke dodatne provjere i zatim otvore vrata.
And this was that Tuesday morning in September, and it was pretty nice outside. So nice air comes flowing in. The jumpmasters start to check the door. And then when it's time to go, a green light goes and the jumpmaster goes, "Go." The first guy goes, and you're just in line, and you just kind of lumber to the door. Jump is a misnomer; you fall. You fall outside the door, you're caught in the slipstream. The first thing you do is lock into a tight body position -- head down in your chest, your arms extended, put over your reserve parachute. You do that because, 27 years before, an airborne sergeant had taught me to do that. I have no idea whether it makes any difference, but he seemed to make sense, and I wasn't going to test the hypothesis that he'd be wrong. And then you wait for the opening shock for your parachute to open. If you don't get an opening shock, you don't get a parachute -- you've got a whole new problem set. But typically you do; typically it opens. And of course, if your leg straps aren't set right, at that point you get another little thrill. Boom.
A to je bilo u utorak ujutro u rujnu i bilo je prilično lijepo vani. Dakle, lijepi zrak dolazi unutra. Stručnjaci za skokove počinju provjeravati vrata. A zatim kada je vrijeme za skok, upali se zeleno svjetlo i stručnjak za skok kaže, "Idemo". Prvi momak skoči, a vi ste samo u liniji i samo teturate do vratiju. Skok je pogrešan naziv; padnete. Padnete kroz vrata, povučeni ste u klizni tok. Prva stvar koju učinite je da se ukliještite u poziciju zategnutog tijela -- glavu spustite na svoja prsa, ruke ispružene, preko stavite svoj rezervni padobran. Učinite to jer me, 27 godina prije toga, pukovnik zračnih snaga naučio da to učinim. Nemam pojma pravi li to ikakvu razliku, ali činilo se kako priča ima smisla, a i nisam testirao hipotezu kada bi on bio u krivu. I zatim čekate na šok otvaranja kada vam se padobran otvori. Ukoliko ne proživite šok otvaranja, ne dobijete padobran -- zatim imate cijeli niz novih problema. Ali u načelu prođete kroz taj šok; u načelu se otvori. I naravno, ukoliko vaše nožno remenje nije pravilno podešeno, u tom trenutku dobijete još jedno malo uzbuđenje. Boom.
So then you look around, you're under a canopy and you say, "This is good." Now you prepare for the inevitable. You are going to hit the ground. You can't delay that much. And you really can't decide where you hit very much, because they pretend you can steer, but you're being delivered. So you look around, where you're going to land, you try to make yourself ready. And then as you get close, you lower your rucksack below you on a lowering line, so that it's not on you when you land, and you prepare to do a parachute-landing fall. Now the Army teaches you to do five points of performance -- the toes of your feet, your calves, your thighs, your buttocks and your push-up muscles. It's this elegant little land, twist and roll. And that's not going to hurt. In 30-some years of jumping, I never did one. (Laughter) I always landed like a watermelon out of a third floor window.
Tada gledate okolo, nalazite se ispod kupole padobrana i kažete, "Ovo je dobro". Sada se pripremite za neizbježno. Udariti ćete u tlo. To ne možete previše odgađati. I zapravo ne možete odlučiti gdje ćete jako udariti, jer se pretvaraju kako možete upravljati, ali zapravo vi ste dostavljeni. Stoga gledate okolo, gdje ćete sletjeti, pokušavate se pripremiti. I zatim kako se približavate, spustite ruksak ispod vas na liniju spuštanja, tako da nije na vama kada sletite i pripremite se za pristanak padom padobrana. Sada, vojska vas uči da izvedete pet točaka -- nožni prsti, vaši listovi, vaša bedra, vaša stražnjica i vaši trbušni mišići. To je ta elegantna mala zemlja, uvijete se i zakotrljate. I to neće boljeti. U 30 i nešto godina skakanja, nikada nisam učinio nijedan. (Smijeh) Uvijek sam sletio poput lubenice s prozora na trećem katu.
(Laughter)
(Smijeh)
And as soon as I hit, the first thing I did is I'd see if I'd broken anything that I needed. I'd shake my head, and I'd ask myself the eternal question: "Why didn't I go into banking?" (Laughter) And I'd look around, and then I'd see another paratrooper, a young guy or girl, and they'd have pulled out their M4 carbine and they'd be picking up their equipment. They'd be doing everything that we had taught them. And I realized that, if they had to go into combat, they would do what we had taught them and they would follow leaders. And I realized that, if they came out of combat, it would be because we led them well. And I was hooked again on the importance of what I did.
I čim sam udario o tlo, prva stvar koju sam učinio je pogledao jesam li slomio nešto što mi je trebalo. Protresao bih glavom i zapitao se vječno pitanje: "Zašto nisam otišao u bankarstvo?" (Smijeh) I pogledao bih okolo i zatim bih vidio još jednog padobranca, mladog momka ili djevojku i oni su izvukli svoje M-4 karabine i kupili bi svoju opremu. Činili bi sve što smo ih mi naučili. I shvatio sam da, ukoliko bi oni trebali ići u bitku, radili bi ono što smo ih naučili i slijedili bi svoje vođe. I shvatio sam da, ukoliko bi se vratili iz borbe, to bi bilo zato jer smo ih dobro vodili. I ponovno sam se navukao na važnost onoga što sam radio.
So now I do that Tuesday morning jump, but it's not any jump -- that was September 11th, 2001. And when we took off from the airfield, America was at peace. When we landed on the drop-zone, everything had changed. And what we thought about the possibility of those young soldiers going into combat as being theoretical was now very, very real -- and leadership seemed important. But things had changed; I was a 46-year-old brigadier general. I'd been successful, but things changed so much that I was going to have to make some significant changes, and on that morning, I didn't know it.
Dakle, sada učinim taj skok u utorak ujutro, ali to nije bio bilo kakav skok -- to je bio 11. rujan 2001. godine. I kada smo poletjeli iz zračne baze, Amerika je bila u miru. Kada smo sletjeli u zonu izbacivanja, sve se promijenilo. I ono što smo mislili o mogućnosti odlaska tih mladih vojnika u borbu kao nešto teoretsko je bilo sada vrlo, vrlo stvarno -- i vodstvo se činilo važnim. Ali stvari su se promijenile -- ja sam bio 46 godina star general brigadir. Bio sam uspješan, no stvari su se toliko promijenile da sam morao učiniti neke značajne promjene -- a to jutro, nisam to znao.
I was raised with traditional stories of leadership: Robert E. Lee, John Buford at Gettysburg. And I also was raised with personal examples of leadership. This was my father in Vietnam. And I was raised to believe that soldiers were strong and wise and brave and faithful; they didn't lie, cheat, steal or abandon their comrades. And I still believe real leaders are like that. But in my first 25 years of career, I had a bunch of different experiences.
Odrastao sam uz klasične priče o vodstvu: Robert E. Lee, John Buford u Gettysburgu. I isto tako sam odrastao uz osobne primjere vodstva. Ovo je bio moj otac u Vijetnamu. I odgojen sam da vjerujem kako su vojnici snažni i pametni i hrabri i odani -- nisu lagali, varali, krali ili napuštali svoje drugove. I još uvijek vjerujem kako su pravi vođe upravo takvi. Ali u svojih prvih 25 godina karijere, imao sam hrpu različitih iskustava.
One of my first battalion commanders, I worked in his battalion for 18 months and the only conversation he ever had with Lt. McChrystal was at mile 18 of a 25-mile road march, and he chewed my ass for about 40 seconds. And I'm not sure that was real interaction. But then a couple of years later, when I was a company commander, I went out to the National Training Center. And we did an operation, and my company did a dawn attack -- you know, the classic dawn attack: you prepare all night, move to the line of departure. And I had an armored organization at that point. We move forward, and we get wiped out -- I mean, wiped out immediately. The enemy didn't break a sweat doing it. And after the battle, they bring this mobile theater and they do what they call an "after action review" to teach you what you've done wrong. Sort of leadership by humiliation. They put a big screen up, and they take you through everything: "and then you didn't do this, and you didn't do this, etc." I walked out feeling as low as a snake's belly in a wagon rut. And I saw my battalion commander, because I had let him down. And I went up to apologize to him, and he said, "Stanley, I thought you did great." And in one sentence, he lifted me, put me back on my feet, and taught me that leaders can let you fail and yet not let you be a failure.
Jedan od mojih prvih zapovjednika bataljona, radio sam u njegovom bataljonu 18 mjeseci i jedini razgovor koji je ikada vodio s poručnikom McChrystalom je bio na 18. milji 25 milja dugačkog cestovnog marša i žvakao je moju stražnjicu dobrih 40 sekundi. I nisam siguran kako je to stvarna interakcija. Ali zatim, par godina kasnije, kada sam bio zapovjednik kompanije, otišao sam u nacionalni centar za treniranje. I proveli smo operaciju i moja kompanija je izvela napad u zoru -- znate, klasičan napad u zoru: pripremate se cijelu noć, pomaknete se do linije odlaska. I u to vrijeme sam imao oružanu organizaciju. Dođemo naprijed i unište nas -- mislim, potpuno nas unište. Neprijatelj se nije ni oznojio. I nakon bitke, dovedu to mobilno kino i pokažu nam ono što zovu "pregled nakon akcije" kako bi vas naučili što ste učinili krivo. Neka vrsta vodstva ponižavanjem. Stave to na veliki ekran i vode vas kroz sve. "...I niste napravili ovo i niste napravili ono, itd." Izašao sam van osjećajući se malen poput zmijina trbuha na vagonskim tračnicama. I vidio sam svog zapovjednika bataljona jer sam ga razočarao. I otišao sam mu se ispričati, a on je rekao, "Stanley, mislim kako si bio odličan." I u jednoj rečenici, podignuo me, postavio me opet na noge i naučio me kako vođe mogu dopustiti da doživite neuspjeh a ipak vam ne dopustiti da budete neuspjeh.
When 9/11 came, 46-year-old Brig. Gen. McChrystal sees a whole new world. First, the things that are obvious, that you're familiar with: the environment changed -- the speed, the scrutiny, the sensitivity of everything now is so fast, sometimes it evolves faster than people have time to really reflect on it. But everything we do is in a different context. More importantly, the force that I led was spread over more than 20 countries. And instead of being able to get all the key leaders for a decision together in a single room and look them in the eye and build their confidence and get trust from them, I'm now leading a force that's dispersed, and I've got to use other techniques. I've got to use video teleconferences, I've got to use chat, I've got to use email, I've got to use phone calls -- I've got to use everything I can, not just for communication, but for leadership. A 22-year-old individual operating alone, thousands of miles from me, has got to communicate to me with confidence. I have to have trust in them and vice versa. And I also have to build their faith. And that's a new kind of leadership for me.
Kada je došao 9/11, 46-godišnji general brigadir McChrystal vidi potpuno novi svijet. Prvo, stvari koje su očite, s kojima ste upoznati: okolina se promijenila -- brzina, ispitivanje, osjetljivost svega je sada tako brza, ponekad se razvija brže nego što ljudi imaju vremena doista se reflektirati na to. Ali sve što radimo je u drugačijem kontekstu. Još važnije, grupa koju sam vodio je bila raspršena preko više od 20 zemalja. I umjesto da mogu okupiti sve ključne vođe za zajedničku odluku u jednu prostoriju i gledati ih u oči i graditi njihovo pouzdanje i pridobiti njihovo povjerenje, ja sada vodim grupu koja je raspršena i moram koristiti druge tehnike. Moram koristiti video telekonferencije, moram koristiti chat, moram koristiti email, moram koristiti telefonske pozive -- moram koristiti sve što znam, ne samo za komunikaciju, već i za vođenje. 22-godišnji pojedinac koji djeluje sam tisućama milja od mene mora komunicirati sa mnom s pouzdanjem. Moram imati povjerenje u njih i vice versa. I isto tako moram graditi njihovu vjeru. A to je nova vrsta vodstva za mene.
We had one operation where we had to coordinate it from multiple locations. An emerging opportunity came -- didn't have time to get everybody together. So we had to get complex intelligence together, we had to line up the ability to act. It was sensitive, we had to go up the chain of command, convince them that this was the right thing to do and do all of this on electronic medium. We failed. The mission didn't work. And so now what we had to do is I had to reach out to try to rebuild the trust of that force, rebuild their confidence -- me and them, and them and me, and our seniors and us as a force -- all without the ability to put a hand on a shoulder. Entirely new requirement.
Imali smo jednu operaciju koju smo morali koordinirati s više lokacija. Pojavila se iznenadna prilika -- nisam imao vremena da sve okupim. Stoga smo morali skupiti zajedno kompleksne podatke, morali smo uskladiti mogućnost djelovanja. Bilo je osjetljivo, morali smo se penjati prema gore po lancu zapovjedanja, uvjeriti ih kako je to prava stvar i učiniti sve to preko elektroničkog medija. Nismo uspjeli. Misija nije funkcionirala. I sada ono što smo morali učiniti, je da sam ja morao doprijeti do svih kako bi pokušao ponovno izgraditi povjerenje te grupe, ponovno izgraditi njihovo pouzdanje -- ja i oni te oni i ja i naši nadređeni i mi kao grupa -- sve bez mogućnosti stavljanja ruke na rame. Potpuno nova okolina.
Also, the people had changed. You probably think that the force that I led was all steely-eyed commandos with big knuckle fists carrying exotic weapons. In reality, much of the force I led looked exactly like you. It was men, women, young, old -- not just from military; from different organizations, many of them detailed to us just from a handshake. And so instead of giving orders, you're now building consensus and you're building a sense of shared purpose. Probably the biggest change was understanding that the generational difference, the ages, had changed so much. I went down to be with a Ranger platoon on an operation in Afghanistan, and on that operation, a sergeant in the platoon had lost about half his arm throwing a Taliban hand grenade back at the enemy after it had landed in his fire team. We talked about the operation, and then at the end I did what I often do with a force like that. I asked, "Where were you on 9/11?" And one young Ranger in the back -- his hair's tousled and his face is red and windblown from being in combat in the cold Afghan wind -- he said, "Sir, I was in the sixth grade." And it reminded me that we're operating a force that must have shared purpose and shared consciousness, and yet he has different experiences, in many cases a different vocabulary, a completely different skill set in terms of digital media than I do and many of the other senior leaders. And yet, we need to have that shared sense.
Isto tako, ljudi su se promijenili. Vjerojatno mislite kako je grupa koju sam vodio bila sastavljena od komandosa čvrstih pogleda i šaka s velikim zglobovima koji nose egzotično oružje. U stvarnosti, većina grupe koju sam vodio je izgledala poput vas. Bili su muškarci, žene, mladi, stari -- ne samo iz vojske; iz različitih organizacija, mnogi od njih prepuni detalja samo od rukovanja. I umjesto davanja naredbi, sada gradite konsenzus i gradite osjećaj za zajednički smisao. Vjerojatna najveća promjena je bila razumijevanje kako se generacijska razlika, dob, toliko promijenila. Otišao sam dolje kako bih bio s vodom rendžera na operaciji u Afganistanu i na toj operaciji, narednik u vodu je izgubio oko pola ruke bacajući talibansku ručnu granatu natrag prema neprijatelju nakon što je sletjela u njegov pucački tim. Razgovarali smo o toj operaciji i zatim sam na kraju učinio ono što često činim s takvom grupom. Pitao sam, "Gdje ste bili 9/11?" I jedan mladi rendžer u pozadini -- njegova kosa zgužvana a njegovo lice crveno i propuhano vjetrom od toga što je bio u borbi na hladnom afganistanskom vjetru -- rekao je, "Gospodine, ja sam išao u šesti razred." I to me podsjetilo kako upravljamo grupom koja moram imati zajednički cilj i zajedničku svijest, a ipak on ima različita iskustva, u mnogim slučajevima različiti vokabular, potpuno različiti set vještina u terminima digitalnih medija od mene i mnogih drugih starijih vođa. A ipak, moramo imati taj zajednički cilj.
It also produced something which I call an inversion of expertise, because we had so many changes at the lower levels in technology and tactics and whatnot, that suddenly the things that we grew up doing wasn't what the force was doing anymore. So how does a leader stay credible and legitimate when they haven't done what the people you're leading are doing? And it's a brand new leadership challenge. And it forced me to become a lot more transparent, a lot more willing to listen, a lot more willing to be reverse-mentored from lower. And yet, again, you're not all in one room. Then another thing. There's an effect on you and on your leaders. There's an impact, it's cumulative. You don't reset, or recharge your battery every time.
To je isto tako proizvelo nešto što ja zovem inverzijom ekspertize, jer smo imali toliko mnogo promjena na nižim razinama u tehnologiji i taktici i čemu sve ne, da odjednom stvari uz koje smo odrasli radeći ih nisu više ono što je grupa radila. Dakle, kako vođa ostane vjerodostojan i legitiman kada nije učinio ono što ljudi koje vodi čine? I to je potpuno novi izazov vodstva. I prisilio me da postanem puno transparentniji, puno voljniji slušati, puno voljniji da niže razine budu meni mentor. A opet, niste svi u istoj prostoriji. Zatim iduća stvar. Postoji učinak na vas i na vaše vođe. Postoji učinak koji je kumulativan. Ne resetirate ili punite svoje baterije cijelo vrijeme.
I stood in front of a screen one night in Iraq with one of my senior officers and we watched a firefight from one of our forces. And I remembered his son was in our force. And I said, "John, where's your son? And how is he?" And he said, "Sir, he's fine. Thanks for asking." I said, "Where is he now?" And he pointed at the screen, he said, "He's in that firefight." Think about watching your brother, father, daughter, son, wife in a firefight in real time and you can't do anything about it. Think about knowing that over time. And it's a new cumulative pressure on leaders.
Stajao sam ispred zaslona jedne noći u Iraku s jednim od mojih viših časnika i gledali smo vatrenu borbu jedne od naših grupa. I sjetio sam se kako je njegov sin u našoj grupi. I rekao sam, "John, gdje ti je sin? I kako je on?" A on je rekao, "Gospodine, on je u redu. Hvala na pitanju." Rekao sam, "Gdje je on sada?" A on je pokazao na zaslon i rekao, "On je u toj borbi." Pomislite da gledate vašeg brata, oca, kćer, sina, ženu u stvarnom vremenu u oružanoj borbi i ne možete ništa učiniti. Pomislite da znate to cijelo vrijeme. I to je novi kumulativni pritisak na vođe.
And you have to watch and take care of each other. I probably learned the most about relationships. I learned they are the sinew which hold the force together. I grew up much of my career in the Ranger regiment. And every morning in the Ranger regiment, every Ranger -- and there are more than 2,000 of them -- says a six-stanza Ranger creed. You may know one line of it, it says, "I'll never leave a fallen comrade to fall into the hands of the enemy." And it's not a mindless mantra, and it's not a poem. It's a promise. Every Ranger promises every other Ranger, "No matter what happens, no matter what it costs me, if you need me, I'm coming." And every Ranger gets that same promise from every other Ranger. Think about it. It's extraordinarily powerful. It's probably more powerful than marriage vows. And they've lived up to it, which gives it special power. And so the organizational relationship that bonds them is just amazing.
I morate paziti i voditi brigu jedni o drugima. Vjerojatno sam naučio najviše o vezama. Naučio sam kako su oni žila koja drži grupu na okupu. Većinu karijere sam odrastao u regimenti rendžera. I svako jutro u regimenti rendžera, svaki rendžer -- a ima ih više od 2.000 -- kaže rendžersku vjeroispovjest od šest strofa. Možda znate jedan stih koji kaže, "Nikada neću ostaviti poginulog druga da padne u ruke neprijatelja." I to nije besmislena mantra i to nije pjesma. To je obećanje. Svaki rendžer obećava drugom rendžeru bez obzira što se dogodilo, bez obzira koliko me to koštalo, ukoliko me trebaš, stižem. I svaki rendžer dobije to isto obećanje od drugog rendžera. Razmislite o tome. To je nevjerojatno moćno. To je vjerojatno moćnije nego bračni zavjeti. I održali su ta obećanja, što im daje posebnu moć. I tako je organizacijska povezanost koja ih veže naprosto nevjerojatna.
And I learned personal relationships were more important than ever. We were in a difficult operation in Afghanistan in 2007, and an old friend of mine, that I had spent many years at various points of my career with -- godfather to one of their kids -- he sent me a note, just in an envelope, that had a quote from Sherman to Grant that said, "I knew if I ever got in a tight spot, that you would come, if alive." And having that kind of relationship, for me, turned out to be critical at many points in my career.
I naučio sam kako su osobne veze važnije nego ikada. Bili smo u teškoj operaciji u Afganistanu 2007. godine i moj stari prijatelj, s kojim sam proveo mnogo godina u različitim točkama moje karijere -- krsni kum jednom od njihove djece -- poslao mi je obavijest, samo u kuverti, koja je imala citat Shermana Granta koja je išla ovako, "Znao sam da ukoliko se nađem u teškoj situaciji, kako ćeš doći, ako budeš živ." I imajući takvu vrstu veze, za mene, se ispostavilo kao kritičnim u mnogim točkama u mojoj karijeri.
And I learned that you have to give that in this environment, because it's tough. That was my journey. I hope it's not over. I came to believe that a leader isn't good because they're right; they're good because they're willing to learn and to trust. This isn't easy stuff. It's not like that electronic abs machine where, 15 minutes a month, you get washboard abs. (Laughter) And it isn't always fair. You can get knocked down, and it hurts and it leaves scars. But if you're a leader, the people you've counted on will help you up. And if you're a leader, the people who count on you need you on your feet.
I naučio sam kako morate to davati u ovoj okolini, jer je teško. To je bilo moje putovanje. Nadam se kako nije završilo. Shvatio sam kako vođe nisu dobri jer su u pravu; oni su dobri jer su voljni učiti i vjerovati. To nije lako. To nije poput one elektroničke sprave za trbušne mišiće gdje za, 15 minuta mjesečno, dobijete savršene trbune mišiće. (Smijeh) I nije uvijek pravedno. Mogu vas srušiti i to boli i ostavlja ožiljke. Ali ukoliko ste vođa, ljudi na koje računate će vam pomoći. I ukoliko ste vođa, ljudi koji računaju na vas žele da opet budete na nogama.
Thank you.
Hvala vam.
(Applause)
(Pljesak)