Ebook Civilian Warriors: The Inside Story of Blackwater and the Unsung Heroes of the War on Terror

Ebook Civilian Warriors: The Inside Story of Blackwater and the Unsung Heroes of the War on Terror

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Civilian Warriors: The Inside Story of Blackwater and the Unsung Heroes of the War on Terror

Ebook Civilian Warriors: The Inside Story of Blackwater and the Unsung Heroes of the War on Terror

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Audible Audiobook

Listening Length: 13 hours and 12 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: Penguin Audio

Audible.com Release Date: November 18, 2013

Whispersync for Voice: Ready

Language: English, English

ASIN: B00GRBO9NU

Amazon Best Sellers Rank:

Civilian Warriors is a easy to read book that takes you inside the life of Erik Prince. While it is very informative and gives the reader an inside look at the life of Blackwater, and gives you a look at the what the political machine has become. I could feel the bitterness that Mr. Prince has towards certain government agencies, and individuals within those agencies. However, I cannot say that I blame him.If you're looking for a different perspective of how the world of private contractors works, the challenges they face, and the type of work they do, this is a great book to read.

If one were to have an informed opinion/point-of-view on contractors use in war zone and specifically on Blackwater then this is required reading.Erik Prince gives an honest take from his position on the company he built and that America needed while also, in my opinion, blowing the lid off of the negative press his company received all these years. I read this book after reading other military books [The Way of the knife, The Red Circle, Honor and Betrayal] and it offered me a completely different look on how far the Government is willing to go to seek (political) cover and hang folks to dry. Overall, Erik Prince does a fine job explaining and offering historical context, very personal accounts and admitting flaws, and perspective...it's really up to the reader to decide to either absorb or ignore after 'hearing' from the other side - the proverbial horse's mouth.I would recommend reading The Way of the Knife as a companion to give a reader an idea of the other half that Erik Prince alludes to but cannot explicitly mention, namely the CIA assassination program via surrogates like Blackwater. In retrospect, the fact remains that despite how divisive contractors are in the war on terror with people, politicians, POTUS...they are still being employed and contracts renewed, even Blackwater or Academi as it is now known. That in itself speaks for itself.

A fascinating account of Eric Prince's creation of Black Water and the evolution of the the company during the war on terror. Eric Prince comes off as extremely sincere and the book does wonders to rehabilitate the image of Black Water as a company of mercenaries who sole goal is to profit from the wars in Afghanistan and Iraq. Instead Prince convincingly creates the image of a company full of dedicated men and women who were no less professional or patriotic than their counterparts in the Armed Services. Pivotal moments in the company's history covered including the killing of 4 contractors in Fallujah and the 2007 killing of Iraqi civilians in Nisour Square. Of particular interest is Blackwater's relationship with the CIA which is covered in a separate chapter by a different author, because Prince to cannot comment on the relationship for confidentiality reasons. The account is much superior to Jeremy Scahill's account of Black Water. Although I respect Scahill and greatly enjoyed Dirty Wars, I feel his own account may have been a tad bit zealous in his attacks on Prince in calling him a modern day conservative Crusader. Prince also freely admits his faults including his infidelity with his wife, and he clearly doesn't try to portray himself as a 'saint'. I would recommend this book to anyone interested in the private security industry and their evolution in the war on terror.

The contents of this book fully demonstrates the idea that, with "things" historical, accuracy increases with distance. I think it important to hear the other side in this, up until now, largely one-sided discussion over the role of PMCs in Iraq and Afghanistan. Prince lays out a solid defense of and argument for the existance of PMC and that these contracted forces, rightly used, provide a necessary service for the United States; providing logistical and manpower support that the current American force structure is unable to provide.The author opens for the reader a window through which one can catch a glimpse of the bzyentime path through which both the Department of State and the Pentagon make decisions and develop guidelines through which contractors must operate (State's guidelines to PMC's included the brand of sunglasses individual contractors were to wear!).I came away from this book with a more complete perspective on the role of PMC's and an informed appreciation of the individual dedication and sacrifice of the men and women who ably served this country as private citizens in the war on terror.

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PDF Download , by Ben Horowitz

PDF Download , by Ben Horowitz

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, by Ben Horowitz

PDF Download , by Ben Horowitz

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File Size: 1332 KB

Print Length: 308 pages

Publisher: HarperBusiness (March 4, 2014)

Publication Date: March 4, 2014

Sold by: HarperCollins Publishers

Language: English

ASIN: B00DQ845EA

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#9,779 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

I think this should be mandatory reading for anyone looking to start a company. Great read, I'd highly recommend it.

If you want to know why The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers is worth buying, here’s the money quote.“Almost all management books focus on how to do things correctly, so you don’t screw up, these lessons provide insight into what you must do after you have screwed up.”If you’re planning to start a company, whether it’s a high-tech company or the kinds of companies that I started and ran, read this book. If you’re going to be someone in charge of anything in any kind of a company, read this book.If all you want are the big ideas, or Horowitz’ philosophy, you can get them from his blog and articles. You don’t need to buy this book. But if you want a handy advisor for that 3 AM moment when you’re thinking about firing someone you like, buy the book. Keep it handy. I’ve had those moments and I wish I’d had it.The Hard Thing About Hard Things has a whole lot of information packed inside it. You can read it from cover to cover and get a lot of value. Or, you can think of it as a series of conversations with bosses and mentors. Horowitz had a lot of those. And his mentors included people like Andy Grove and Jim Barksdale.The wisdom that he shares and credits to them, reminds me of the wisdom that I received from bosses and mentors and which I later shared with protégés. It’s real, it’s practical, and it will help. I think that the discussion of things like firing and laying people off are more than worth the price of the book by themselves. And they’re only a small part of what’s in The Hard Thing About Hard Things.Here are a few quotes from the book to give you an idea of what you’re in for. You don’t have to be a CEO to use what’s here, even though Horowitz aims the book at CEOs. Substitute “leader” for “CEO” in most quotes and use the wisdom.Quotes from The Hard Thing About Hard Things “That’s the hard thing about hard things— there is no formula for dealing with them.”“People always ask me, ‘What’s the secret to being a successful CEO?’ Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves. It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO.”“Don’t take it personally. The predicament that you are in is probably all your fault. You hired the people. You made the decisions. But you knew the job was dangerous when you took it. Everybody makes mistakes. Every CEO makes thousands of mistakes. Evaluating yourself and giving yourself an F doesn’t help.”“One of the most important management lessons for a founder/ CEO is totally unintuitive. My single biggest personal improvement as CEO occurred on the day when I stopped being too positive.”“Management purely by numbers is sort of like painting by numbers— it’s strictly for amateurs.”“The first rule of organizational design is that all organizational designs are bad.”“Embrace the struggle.”There are plenty more in The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers.

This is a book for CEOs of venture capital backed or public companies with 10+ employees. Unless this you are this CEO, this book will not be useful nor give you good advice; it will merely be interesting or a “what if” book.It is probably even more narrow: CEOs of venture capital or public TECH companies IN THE SILICON VALLEY IN CALIFORNIA. The advice is very specific to Silicon Valley culture and a specific job in that culture. I’ve worked in Silicon Valley for 20+ years as an engineer and founded my own tech startup 2 years ago, yet this book still does not apply to me because I do not have the exact job described in this book.That being said, the book made a lot sense, seemed to cover new ground (especially CEO psychology and emotions) and was a quick read. It’s a must-read for the 500 CEOs or so that it’s intended for. My one doubt is that “Is It Okay To Hire From Your Friend’s Company?” is probably illegal in California.I got this book on the recommendation from Jumpcut Viral Academy and they should not have recommended it nor do I recommend that others read it. It’s simply not applicable nor useful to non-CEOs. But it’s easy to be star-struck by the author and inappropriately recommend this book as something that it is not. It’s an “already CEO” guide, not about self motivation, not about how to get promoted to CEO, not how to help your CEO, not how to be a VP, not how to network, not how to get funding, not how to start a business and on and on.

“Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare. The problem with these books is that they attempt to provide a recipe for challenges that have no recipes. There’s no recipe for really complicated, dynamic situations. There’s no recipe for building a high-tech company; there’s no recipe for making a series of hit songs; there’s no recipe for playing NFL quarterback; there’s no recipe for running for president; and there’s no recipe for motivating teams when your business has gone to crap. That’s the hard thing about hard things— there is no formula for dealing with them.” This is how Horowitz begins.Horowitz gives advice to entrepreneurs. And it is not business school-like advice indeed. “People often ask me how we’ve managed to work efficiently across three companies over eighteen years. Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong with my thinking, and I do the same for hi. It works.”I began my review by quoting the first page. I will quote here with his final page: “Hard things are hard because there are no easy answers or recipes. They are hard because your emotions are at odds with your logic. They are hard because you don’t know the answer and you cannot ask for help without showing weakness. When I first became a CEO, I genuinely thought that I was the only one struggling. Whenever I spoke to other CEOs, they all seemed like they had everything under control. Their businesses were always going “fantastic” and their experience was inevitably “amazing”. But as I watched my peers’ fantastic, amazing businesses go bankrupt and sell for cheap, I realized I was probably not the only one struggling.” […] “Embrace your weirdness, your background, your instinct. If the keys are not there, they do not exist.”The book is not an easy read. So you may not enjoy the book if you do not need to apply it now. Still it is a great book.

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