Sublime

George Marshall was the US Army chief of staff during World War II, meaning that he essentially ran the entire war effort. His name might not be as well known as Dwight Eisenhower (whom Marshall hand-selected for advancement), but those who were involved in the war credit Marshall as a key figure—if not the key figure—in coordinating the Allies’

community. That same year William McRaven, who eventually rose to command USSOCOM, published his landmark study on SOF direct-action missions (McRaven 1995). McRaven turned his master’s thesis into one of the best theoretical treatments available on how SOF direct action can exploit enemy weaknesses. He distinguishes between catching the enemy

Leadership: The Single Most Important Factor PART I: WINNING THE WAR WITHIN Chapter 1: Extreme Ownership Chapter 2: No Bad Teams, Only Bad Leaders Chapter 3: Believe Chapter 4: Check the Ego PART II: LAWS OF COMBAT Chapter 5: Cover and Move Chapter 6: Simple Chapter 7: Prioritize and Execute Chapter 8: Decentralized Command PART III: SUSTAINING

1 This work examines the processes whereby SOE was created, including how its doctrine was formulated and subsequently disseminated, both to its own agents and to its American counterpart, the Office of Strategic Services (OSS).

Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes.

Sefton Delmer,