The Royal Navy of Nelson's time was such a huge organization, that it is sometimes hard to comprehend its full scope. Indeed, during the Napoleonic Wars it was by far the largest employer in the entire world. The Royal Navy was often Britain's last line of defense and many of its most successful officers became superstars, although none eclipsed Admiral Lord Nelson, who became the personification of the navy. The whole country reveled in their successes and 'Jolly Jack Tar' became a source of national pride and a huge number of naval terms were taken into normal life and many are often still used to this very day. Nelson's Navy in 100 Objects investigates all aspects of this incredible organization and the lives of the men who served within it, including Nelson himself, using historical artifacts and naval terms that are now part of everyday language to illustrate them.

This exciting new volume presents every ship in which Admiral Horatio Nelson served, in full detail, for the first time. Includes a comprehensive background of each vessel and the incidents that occurred when Nelson was aboard each ship. 45 photos. 40 line drawings.

In the summer of 1773 the 14-year old Horatio Nelson took part in an expedition to the Arctic, which came close to ending his naval career before it had begun. The expedition was to find a navigable northern passage between the Atlantic and Pacific, and was supported by the Royal Society and King George III. Two bomb vessels HMS Racehorse and Carcass were fitted out and strengthened under the command of Captain Hon. Constantine Phipps. It was an extremely cold Arctic summer and the ships became locked in ice far from Spitzbergen and were unable to cut their way out until days later when the wind changed and the ice broke up. The ships were extricated and returned home. On the trip, the young Nelson had command of one of the smaller boats of the ships, a four-oared cutter manned by twelve seamen. In this he helped to save the crew of a boat belonging to the Racehorse from an attack by a herd of enraged walruses. He also had a more famous encounter with a polar bear, while attempting to obtain a bearskin as a present for his father, an exploit that later became part of the Nelson legend. Drawing on the ship's journals and expedition commander Phipps' journal from the National Archives, the book creates a picture of the expedition and life on board. Using the ships' muster books it also details the ship's crews giving the different roles and ranks in the ships. The book is illustrated using some of the ship's drawings and charts and pictures of many objects used on the ship, while a navigational chart of the route taken has been created from the logbooks. The book also looks at the overall concept of naval exploration as set in train by Joseph Banks and the Royal Society. The fact that the expedition failed as a result of poor planning with potentially tragic results demonstrates the difficulties and uncertainties of such an expedition. It also looks at a great naval commander at the earliest stage of his career and considers how the experience might have shaped his later career and attitudes. Other great captains and voyages are discussed alongside Nelson, including Captain Cook and his exploration of the south seas and the later ill-fated northern journeys of Franklin and Shackleton.

Nestled deep in the Surrey countryside stands the Brookwood 1939-1945 Memorial. Maintained by the Commonwealth War Graves Commission, its panels contain the names of nearly 3,500 men and women of the land forces of Britain and the Commonwealth who died in the Second World War and who have no known grave. Among the men and women who names are carved on the memorial are Special Operations Executive agents who died as prisoners or while working with Allied underground movements, servicemen killed in the various raids on enemy occupied territory in Europe, such as Dieppe and Saint-Nazaire, men and women who died at sea in hospital ships and troop transports, British Army parachutists, and even pilots and aircrew who lost their lives in flying accidents or in aerial combat. But the panels also hide a dark secret. Entwined within the names of heroes and heroines are those of nineteen men whose last resting place is known, and whose deaths were less than glorious. All were murderers who, following a civil or military trial, were executed for the heinous offence they had committed. The bodies of these individuals, with the exception of one, lay buried in un-consecrated ground. As Paul Johnson reveals, the cases of the ‘Brookwood Killers’ are violent, disturbing and often brutal in their content. They are not war crimes, but crimes committed in a time of war, for which the offender has their name recorded and maintained in perpetuity. Something that is not always applied in the case of the victim.

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.