In The Media

Sharing what we've learned

July 13, 2015

12 Books to Inspire You and Your Career This Summer

Even if you’re only taking a staycation this year, look at this summer a chance to relax, recuperate and renew. Healthier habits and fresh foods come naturally during this sunny season, and taking advantage of the longer hours of daylight can mean breathing new life into your year.

And to add to the motivation, here are 12 books to inspire you and your career this summer, ranging from business tycoon biographies to economy think-pieces to social security insights, with some more lighthearted selections as well.

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July 21, 2015

3 Steps To Vastly Improving Your Company’s Communication

Fix your email problem once and for all, let go of the hierarchy, and finally get clear communication flowing with these tips.

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January 6, 2014

Leading at Scale with Agility: Intuit President & Chief Executive Officer Brad Smith on CrossLead and how to be agile at scale

Today’s pace of change and innovation is accelerating at unprecedented speed. The tools to innovate have never been more broadly available – making barriers to entry lower, and customer expectations higher. This new dynamic marketplace presents organizations with two choices: either move faster than the market and define the standard, or become yesterday’s news. There is no third option.

Everyone loves the pace and efficiency that small, agile teams can provide. In fact, we organize Intuit into small, fast-moving teams. Amazon’s “two pizza team” concept is also well documented, and the list of other successful companies embracing the concept is long. But many of today’s problems cannot be solved by a small team alone. They require the coordination of many small teams working in unison, leaving today’s leaders with a daunting challenge: how to be as agile and innovative as a small two pizza team, at scale?

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March 19, 2014

Reinventing the Way the World Does Business with CEO David Silverman

We are focused on leadership for this edition of the Business Builders Show.

Our guest David Silverman is the co-founder and CEO of McChrystal Group.  David is a graduate of the United States Naval Academy.  He served in the United States Navy as a SEAL Officer for 13 years and David is an experienced and combat decorated veteran with six operational deployments worldwide. It is an understatement when I tell you how honored I am David took the time to talk to us about “reinventing the way the world does business.” Connect with David and his team at

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May 13, 2015

The Hard Line: CEO David Silverman Discusses “Team of Teams”

CEO of CrossLead joins The Hard Line to discuss his new book, “Team of Teams” which examines how to apply how challenges faced in the military to principles of business and organizations here in the U.S.

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August 4, 2015

The Misconception of Navy Seals

Most people think of Navy SEALs as superheroes who work together like a real-life Avengers team.

The SEALs are undeniably remarkable, but for a different reason, says retired four-star Gen. Stanley McChrystal in his book “Team of Teams,” co-written with Tantum Collins, David Silverman, and Chris Fussell

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November 10, 2014

Three Things Business Can Learn From a Former Navy Seal: CEO David Silverman

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July 13, 2015

Washington Times Book Review: “Team of Teams is required reading for anyone aspiring to 21st century leadership”

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June 26, 2015

What are the Top 4 Lessons Business Leaders Can Learn from “Team of Teams?” NRP’s Dale Tyler shares perspectives.

Summer reading material usually consists of lighter subjects such as popular novels. However, many business leaders are taking a book with a little more substance to the beach with them this year. One of the hottest selling business books is Team of Teams: New Rules of Engagement for a Complex World

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June 8, 2015

What Makes an Organization “Networked”? Greg Satell references Team of Teams in a Harvard Business Review online article.

In 1904, the great sociologist Max Weber visited the United States.  As Moises Naim describes in The End of Power, travelling around the vast country for three months, he believed that it represented “the last time in the long-lasting history of mankind that so favourable conditions for a free and grand development will exist.”

Yet while Weber saw vast potential and boundless opportunities, he also noticed problems.  The massive productive capacity that the industrial revolution had brought about was spinning out of control.  Weber saw that traditional and charismatic leadership would have to give way to a more bureaucratic and rational model.

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