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The life of Franklin Roosevelt's most trusted and powerful advisor, Admiral William D. Leahy, Chief of Staff to the Commander-in-Chief “O'Brien's biography at last gives Leahy his due.”—John Lewis Gaddis • “Fascinating… greatly enriches our understanding of Washington wartime power.”—Madeleine Albright • “Beautifully written and thoroughly researched.”—Douglas Brinkley • “Transforms our understanding of America's wartime decision-making.”—Hew Strachan Aside from FDR, no American did more to shape World War II than Admiral William D. Leahy--not Douglas MacArthur, not Dwight Eisenhower, and not even the legendary George Marshall. No man, including Harry Hopkins, was closer to Roosevelt, nor had earned his blind faith, like Leahy. Through the course of the war, constantly at the president's side and advising him on daily decisions, Leahy became the second most powerful man in the world. In a time of titanic personalities, Leahy regularly downplayed his influence, preferring the substance of power to the style. A stern-faced, salty sailor, his U.S. Navy career had begun as a cadet aboard a sailing ship. Four decades later, Admiral Leahy was a trusted friend and advisor to the president and his ambassador to Vichy France until the attack on Pearl Harbor. Needing one person who could help him grapple with the enormous strategic consequences of the war both at home and abroad, Roosevelt made Leahy the first presidential chief of staff--though Leahy's role embodied far more power than the position of today. Leahy's profound power was recognized by figures like Stalin and Churchill, yet historians have largely overlooked his role. In this important biography, historian Phillips Payson O'Brien illuminates the admiral's influence on the most crucial and transformative decisions of WWII and the early Cold War. From the invasions of North Africa, Sicily, and France, to the allocation of resources to fight Japan, O'Brien contends that America's war largely unfolded according to Leahy's vision. Among the author's surprising revelations is that while FDR's health failed, Leahy became almost a de facto president, making decisions while FDR was too ill to work, and that much of his influence carried over to Truman's White House.
King’s life takes a turn with his father’s death on a racetrack. From there, he begins his journey as an orphan who is marooned on an island, and goes on to become a business tycoon and then the leader of the world’s largest democracy. With his best friends, the love of his life, the respect of the people of his country, King’s life is complete and he is on his way to revolutionize the worlds of technology and politics. But with the entry of someone called the Godfather, King begins to lose everything that he holds dear. Will the world’s most powerful man get back what was taken from him, and achieve his goal of making his country the best in the world?
To lead is not to be “the boss,” the “head honcho,” or “the brass.” To lead is to serve. Although serving may imply weakness to some, conjuring up a picture of the CEO waiting on the workforce hand and foot, servant leadership is actually a robust, revolutionary idea that can have significant impact on an organization’s performance. Jim Hunter champions this hard/soft approach to leadership, which turns bosses and managers into coaches and mentors. By “hard,” Hunter means that servant leaders can be hard-nosed, even autocratic, when it comes to the basics of running the business: determining the mission (where the company is headed) and values (what the rules are that govern the journey) and setting standards and accountability. Servant leaders don’t commission a poll or take a vote when it comes to these critical fundamentals. After all, that’s what a leader’s job is, and people look to the leader to set the course and establish standards. But once that direction is provided, servant leaders turn the organizational structure upside down. They focus on giving employees everything they need to win, be it resources, time, guidance, or inspiration. Servant leaders know that providing for people and engaging hearts and minds foster a workforce that understands the benefits of striving for the greater good. The emphasis is on building authority, not power; on exerting influence, not intimidation. While many believe that servant leadership is a wonderful, inspiring idea, what’s been missing is the how-to, the specifics of implementation. Jim Hunter shows how to do the right thing for the people you lead. A servant leader or a self-serving leader: Which one are you? With Jim Hunter’s guidance, everyone has the potential to develop into a leader with character who leads with authority.
"The Most Powerful Idea in the World argues that the very notion of intellectual property drove not only the invention of the steam engine but also the entire Industrial Revolution." -- Back cover.
From the author of the acclaimed biography of Harry Hopkins comes this first full-scale portrait of Franklin D. Roosevelt's top military advisor, Fleet Admiral William D. Leahy. The president's personal chief of staff and chairman of the newly established Joint Chiefs of Staff, Admiral Leahy was the highest-ranking military officer in the nation and one of the most powerful men in Washington during the war years. Along with Hopkins he enjoyed Roosevelt's complete trust. But unlike his better-known White House counterpart and the prominent military leaders of the day, Leahy quietly performed his valuable services behind the scenes. Consequently, he never received the fame of his more dynamic colleagues and soon after retirement faded into history. Henry H. Adams takes this forgotten figure out of the shadows and places him beside the president he so brilliantly and devotedly served. He shows how Leahy, as FDR's confidant, his contributions to the war effort were so valuable that Adams credits Leahy, along with Hopkins, as being chiefly responsible for the smooth transfer of power to Truman upon Roosevelt's death. This biography is equally revealing of Leahy's earlier years of service to the government as chief of naval starting the buildup of what would become a powerful two-ocean navy. It describes his brief but important tenure as governor of Puerto Rico and his later service as ambassador to Vichy France. Witness to Power ensures that Leahy, because of the central role he played during one of America's most important eras, will assume his rightful place on the historical stage.
Veteran legal issues reporter Kim Eisler takes us behind the scenes into mega law firm Williams & Connolly, guiding us on a journey through the many storied cases that have served to shape current policies in public and private sector alike For the past twenty years, author and journalist Kim Eisler has covered the law firm of Williams & Connolly, first at American Lawyer Magazine, then for Legal Times and since 1993 as National Editor of Washingtonian Magazine. More than any other writer, Kim has unprecedented and unusual contacts and relationships with the partners, as well as a background knowledge and familiarity with the firm's history and personnel over the past two decades. In Masters of the Game, Eisler sets out to demonstrate how the disciples of Edward Bennett Williams went beyond anyone's expectations and came to occupy key roles in American culture and business. In the last ten years of his life, Williams, the founder of Williams and Connolly, often said he was building not just a law firm but a monument. Masters of the Game is not only about a law firm, but about how the philosophy and practices of this particular law firm have spread out beyond Washington to dominate business, finance, sports and the American psyche itself through its influence with past, present and future political, corporate and media figures.
U.S. and British naval power developed in quite different ways in the early 20th century before the Second World War. This study compares, contrasts, and evaluates both British and American naval power as well as the politics that led to the development of each. Naval power was the single greatest manifestation of national power for both countries. Their armies were small and their air forces only existed for part of the period covered. For Great Britain, naval power was vital to her very existence, and for the U.S., naval power was far and away the most effective tool the country could use to exercise armed influence around the world. Therefore, the decisions made about the relative strengths of the two navies were in many ways the most important strategic choices the British and American governments ever made. An important book for military historians and those interested in the exercise and the extension of power.
"So you're 22 years old, you've just gotten your commission, you've arrived at your first duty station, you've met with your commander, and you're now 'in charge' of a group of enlisted men and women, all of whom have been in service longer than you, know a whole lot more about military life than you, and are expecting more than you know. To top it all off, your first 'subordinate' happens to be a 30-year veteran of every war you ever read about, and his rank is, yes, E-9. He's not an E-10 only because that rank doesn't exist. Now what do you do? Let me tell you. . . ." In Heirpower! Eight Basic Habits of Exceptionally Powerful Lieutenants, CMSgt Bob Vásquez, an Air Force veteran of more than 30 years, now serving as director of a freshman seminar at the US Air Force Academy's Center for Character Development, shares the views of the enlisted force in a powerful, humorous, anecdotal way that will educate and entertain you. Bob's eight habits will empower you to become an Exceptionally Powerful Lieutenant!
A comprehensive biography of the most powerful naval officer in the history of the United States who was the controversial architect of the American victory in the Pacific. Someone once asked Admiral Ernest J. King if it was he who said, ""When they get in trouble they send for the sonsabitches."" He replied that he was not -—but that he would have said it if he had thought of it. Although never accused of having a warm personality, Ernest J. King commanded the respect of everyone familiar with his work. His is one of the great American naval careers, his place in history forever secured by a remarkable contribution to the Allied victory in the Second World War. ""Lord how I need him,"" wrote Navy Secretary Frank Knox on December 23, 1941, the day he summoned King to take control of the Navy at its lowest point, the aftermath of Pearl Harbor. Raised in a stern Calvinist home in Lorain, Ohio, Ernest King grew interested in a naval career after reading an article in a boys' magazine. After graduating from Annapolis fourth in his class (1901), King's early career was ""rather ordinary"" according to biographer Robert W. Love. But in 1909, at the end of a stint as a drillmaster at the Naval Academy, King distinguished himself by writing an influential essay entitled, ""Organization on Board Ship."" King performed well in a number of commands between 1914 and 1923, when he began a three-year stint as commander of the submarine base at New London, Connecticut. In 1926 his career took an important turn: he completed the shortened flight course at Pensacola, and from that point on, he would see aviation as the decisive element in naval warfare. This conviction deepened when he served as assistant bureau chief under Rear Admiral William Moffett, widely considered the father of American naval aviation. King's career received another boost when he ably commanded his first aircraft carrier, the Lexington, in the early 1930s. But as his prospects for advancement increased, so did his reputation as a difficult character. "He was meaner than hell," commented one junior officer, reflecting the general opinion that King was as much despised as he was respected. This didn't seem to bother him, though. Love observed that he "seemed almost to pride himself on the fact that he had earned his rank solely on his merits as a professional naval officer, rather than as a result of the friendship of others." In the spring of 1939, the sixty-year-old King coveted the job of Chief of Naval Operations. But his personality and decided lack of political skill or tact led President Roosevelt to pass him over in favor of Admiral Harold Stark. Seemingly banished to duty on the General Board in Washington, King's career was resurrected by the war that soon started in Europe. When Stark grew dissatisfied with the commander of his Atlantic Squadron, he looked to King, who took over in December, 1940. With his slogan ""do all that we can with what we have,"" King ably managed the undeclared war with Germany's U-boats. Although his command was limited to the Atlantic, it brought him to Washington frequently and he stayed abreast of developments in the Pacific. The morning after the Japanese attack on Pearl Harbor, Stark called him to Washington; soon after he was running the Navy -—first as Commander in Chief of the U.S. Fleet, soon adding the title Chief of Naval Operations, making him the first man to combine both jobs. In the early months of 1942, King's strategic brilliance earned him the complete confidence of President Roosevelt. When none of the British or American war planners even dared to think of going on the offensive in the Pacific in 1942-43, King successfully lobbied to do just that. "No fighter ever won his fight by covering up -—merely fending off the other fellow's blows," he wrote. "The winner hits and keeps on hitting even though he has to be able to take some stiff blows in order to keep on hitting." It's easy to see why even those who despised Ernest King were glad he was on their side.
An important new history of air and sea power in World War II and its decisive role in Allied victory.