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Here are leadership strategies designed for the battlefield, adapted to the boardroom, using maneuver warfare to lead a winning organization.
Here are leadership strategies designed for the battlefield, adapted to the boardroom, using maneuver warfare to lead a winning organization.
Fast. Motivated. Hard-hitting. That's what every business wants to be. And that's why the U.S. Marines excel in every mission American throws at them, no matter how tough the odds. In Corps Business, journalist David H. Freeman identifies the Marine's simple but devastatingly effective principles for managing people and resources -- and ultimately winning. Freedman discusses such techniques as "the rule of three," "managing by end state," and the "70% solution," to show how they can be applied to business solutions.
The Everyday Leader breaks down the 14 Marine Corps Leadership Traits, uses actual stories from real military leaders to bring these traits to life before defining and connecting them back to how they apply in the business world and to the everyday leader. The Everyday Leader isn’t a magic wand to turn people into an incredible leader overnight. However, it does promise that if the advice that is given is followed and these 14 traits are put into practice and leadership traits are developed, then readers will evolve into the type of leader who succeeds in business and in life. The Everyday Leader also takes readers behind the curtain of the US Marine Corps and into the lives of the leaders who help protect their freedom every single day. Men and women who lead through war and times of peace, whose leadership traits and principles are taught from the moment they enter bootcamp, and whose values they carry long after they leave the military. These 14 leadership traits aren’t just concepts; these traits are meant to encourage leaders to establish their own leadership traits that convert to actions and actual strategies to lead confidently in the boardroom and in everyday life.
Sgt. Gary Haun (USMC, Retired) lost his eyesight while servicing on active duty with the Marine Corps. However he did not lose the values and principles that are the characteristics of a United States Marine. In Marine Corps Magic, Sgt. Haun explains how the Corps taught him the values and principles that have helped him in his life. More importantly, he tells how these values can help anyone who is facing adversity or who is interested in self-improvement. Marine Corps Magic covers many different areas of the Corps and will leave the reader no doubts about why the Marine Corps is called The World's Finest Fighting Force.
The instant messaging generation, wired and integrated into broad, flat networks almost from birth, will not function as their predecessors did when injected into the social networks that form their professional organizations. IM’ers are creating their own network styles and content, as well as their own informal, back-channel networks, different from those of their more senior coworkers, and more compatible with their personal styles and loyalties. If their adoption of workplace communications norms indeed differs from that of their predecessors, how will these individuals function differently as employees, and how will organizations need to adapt their training, their managerial styles, and their expectations of employees’ motivations, performance, and loyalty to incorporate these new employees? After reviewing the literature on social networks, the authors explore a few prominent and visible trends that affect employers and employees: (1) changing communications technologies and their implication for social organization; (2) changing perception of fact, technique, and reality, and implications for authority and decision styles; and (3) outsourcing, downsizing, and the erosion of organizational loyalty. They then offer qualitative impressions, as well as insights from an online survey (of 80 respondents), and explore implications for managers and organizations.
What do you do when it’s time to get off the fence? One of the world’s most noted leadership experts, Michael Useem uses dramatic story­telling to show how to master the art and science of being decisive. He places you smack in the middle of people who faced their go point, when actions–or lack of them–determined the fates of individuals, companies, and countries. • Why on earth did Robert E. Lee send General George Pickett on an almost suicidal charge against the Union lines at Gettysburg? • How does the leader of a firefighting crew make life-or-death decisions when one direction means safety, the other danger? • You’ve just assumed responsibility for a scandal-wracked corporation, a company teetering on the brink of disaster. What you decide over the course of the next several days will have consequences for thousands of employees and investors. How do you fulfill your responsibilities? You’ll discover why some decisions were flawless, perfectly on target, and others utterly disastrous. Most of all, you’ll learn how to make the right calls yourself, whether you’re changing your career, launching a product, or deciding on a potential acquisition or merger.
As the magazine of the Texas Exes, The Alcalde has united alumni and friends of The University of Texas at Austin for nearly 100 years. The Alcalde serves as an intellectual crossroads where UT's luminaries - artists, engineers, executives, musicians, attorneys, journalists, lawmakers, and professors among them - meet bimonthly to exchange ideas. Its pages also offer a place for Texas Exes to swap stories and share memories of Austin and their alma mater. The magazine's unique name is Spanish for "mayor" or "chief magistrate"; the nickname of the governor who signed UT into existence was "The Old Alcalde."
Reading these various non-technical articles is undeniably valuable for any person (teachers, executives, students) who is concerned about the behaviour of major companies managers in the context of globalisation and economy liberalisation. Gestion 2000 A profoundly important book for scholars and leaders alike that makes a vital timely contribution to the behavioral perspectives on leadership and governance. Doh and Stumpf, along with their world-renowned contributors, apply solidly anchored academic wisdom to offer fresh ideas on restoring faith in the integrity of American enterprise. Jeffrey Sonnenfeld, Yale School of Management, President and CEO, Chief Executive Leadership Institute and author of Leadership and Governance From The Inside Out Ethics, social responsibility, leadership, governance. These terms are heard in the classroom, in the boardroom, and viewed on the front page of newspapers and magazines. Yet serious attention to the relationships among these concepts is lacking. Although commitments to leadership, ethics, and social responsibility are evident, individuals and companies are falling short in combining these duties into policies and cultures that guide behavior and decisions. The missing element is a broad-based and integrated approach to responsible leadership and governance. This volume provides the leading thinking on these issues and includes a discussion of emerging areas that require future attention. The contributors leading scholars in the fields of leadership, governance and social responsibility summarize the state of the literature, identify complementary insights and perspectives, discuss areas of conflict and disagreement, and include a provocative and stimulating agenda for further investigation. They point up practical consequences of these perspectives in light of developments that have exposed the shortcomings in practice. Several contributors focus specifically on the challenges faced by global companies in developing and maintaining leadership and governance practices that are responsive to different national institutional and cultural settings. Thorough coverage and insightful discussion make this an essential reference for scholars and students of leadership, corporate responsibility and professional ethics, as well as for all those directly responsible for establishing the ethical codes and practices of their organizations.
This publication is about winning in combat. Winning requires many things: excellence in techniques, an appreciation of the enemy, exemplary leadership, battlefield judgment, and focused combat power. Yet these factors by themselves do not ensure success in battle. Many armies, both winners and losers, have possessed many or all of these attributes. When we examine closely the differences between victor and vanquished, we draw one conclusion. Success went to the armies whose leaders, senior and junior, could best focus their efforts-their skills and their resources-toward a decisive end. Their success arose not merely from excellence in techniques, procedures, and material but from their leaders' abilities to uniquely and effectively combine them. Winning in combat depends upon tactical leaders who can think creatively and act decisively.