Chapter 10. CREATING URGENCY AND INSPIRING YOUR TEAM

Robert Morris

On September 11, 2001, the enemy attacked us. My rifle company was engaged in a war game exercise on the island of Oahu, and our opposition had used the cover of darkness to try to penetrate our defensive position. At 3:30 a.m., the company leadership had gathered to plan our counterattack when my radio operator interrupted me. "Sir," he implored, "you are needed on the radio. I think it is important." Although I heard the radio operator, the urgency of our planning process muted his request. Our company was on the verge of accomplishing a demanding mission for which we had been preparing for the past six months. At the outset of this half-year journey, that same company could not ...

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