Title:
Leadership lessons of the Navy Seals : battle-tested strategies for creating successful organizations and inspiring extraordinary results
Personal Author:
Publication Information:
New York : McGraw-Hill, 2003
ISBN:
9780071408646
Added Author:
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010038226 | UB210 C25 2003 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
The authors of this book have reverse-engineered the leadership techniques and strategies used to lead SEAL teams in combat and applied them to the business world. The lessons they present - lessons that focus on the ability to create, manage, and lead effective teams - are as appropriate in the boardrooms of New York as they are on the battlefield. The book will teach leaders how to: . - Effectively communicate objectives in a way that builds loyalty, and educates and motivates your workforce. - Construct and re-enforce organizational structures that optimize communication and decision-making processes. - Acquire and keep essential team members without resorting to pay increases. - Train and maintain an effective, market-leading team. - Leverage team members to expand and contract a workforce rapidly without business risk. - Turn an employee into a profit entrustingg real-life stories from the front lines to illustrate their points as well as examples from the business world, the Cannons' book will provide valuable guidance to managers and leaders
Table of Contents
| Preface: The Quiet Professionals | p. ix |
| Acknowledgments | p. xiii |
| Introduction | p. 1 |
| Chapter 1 Setting Goals | |
| Lesson 1 Choose a Path or Take Your Chances | p. 11 |
| Lesson 2 Get Specific When You Define Your Problem | p. 15 |
| Lesson 3 When You Can't Get from A to B, Go to C | p. 17 |
| Lesson 4 Your Specific Problem Defines Your Mission | p. 21 |
| Lesson 5 Plan Ahead--Prepare for a New Situation That Has Not Yet Been Identified | p. 24 |
| Lesson 6 Build Your Goal around a Problem, Not the Other Way Around | p. 27 |
| Lesson 7 Avoid Creating a Capability and Then Looking for a Mission to Justify It | p. 29 |
| Lesson 8 Define Mission Success | p. 31 |
| Lesson 9 Compare the Risks of Alternative Missions | p. 34 |
| Lesson 10 Does the Risk of Doing Nothing Outweigh the Risk of Going Forward? | p. 35 |
| Lesson 11 Plan Your Team around Your Mission | p. 37 |
| Lesson 12 When Time Is an Issue, Plan Your Mission Backward from Your Objective | p. 39 |
| Lesson 13 Find Out What the Big Dogs Want | p. 46 |
| Lesson 14 Prioritize Long-Term over Short-Term Goals | p. 48 |
| Lesson 15 Don't Wait for the No-Risk Solution | p. 50 |
| Lesson 16 Take It in Small Steps | p. 52 |
| Chapter 2 Organization--Create Structure or Fight Alone | |
| Lesson 1 Even a Circus Has a Ringmaster | p. 57 |
| Lesson 2 The Key to Accountability Is Structure | p. 59 |
| Lesson 3 There Is No Team Unless Everyone Knows the Team Colors | p. 63 |
| Lesson 4 Ship Attacks or Ambushes? Choose a Structure That's Based on Your Mission | p. 66 |
| Lesson 5 Lines of Communications Equal Chains of Command | p. 75 |
| Lesson 6 Limit Access to Your Office | p. 77 |
| Lesson 7 Build Boundaries to Prevent Infighting and Cannibalism | p. 80 |
| Lesson 8 If a Meeting Is Going Nowhere, Kill It | p. 82 |
| Chapter 3 Leadership--The Hardest Easy Thing | |
| Lesson 1 Forget the Village Concept--One Person Has to Be in Charge | p. 85 |
| Lesson 2 State Your Mission | p. 87 |
| Lesson 3 Choose Your Option While the Choice Is Still Yours | p. 89 |
| Lesson 4 Stand Up and Take the Hit | p. 91 |
| Lesson 5 Make a Goddamned Decision | p. 93 |
| Lesson 6 Put Your Stamp on Things Right Away | p. 98 |
| Lesson 7 Give Them the Big Picture | p. 99 |
| Lesson 8 Point the Boat in the Right Direction | p. 101 |
| Lesson 9 Get Comfortable with Chaos | p. 103 |
| Lesson 10 The Vast Majority of the Time, You Know What You Should Do | p. 106 |
| Lesson 11 If You Think No One Else Can Replace You, You're an Egotistical S.O.B. Who's Failed | p. 108 |
| Lesson 12 There's No "I" in "Shut Up and Do the Work" | p. 110 |
| Lesson 13 Don't Become One of the Following Stereotypes | p. 112 |
| Lesson 14 Know Which Leadership Style to Use | p. 116 |
| Lesson 15 Ensure That You Possess the Three Primary Leadership Tools | p. 117 |
| Lesson 16 Increase Your Number of Leadership Vehicles | p. 119 |
| Lesson 17 Assign an Honest Broker to Bring You Back to Earth | p. 123 |
| Lesson 18 Then Seek Out and Listen to the Rest of Your People | p. 125 |
| Lesson 19 Be Unapologetic When You Fire Someone | p. 126 |
| Lesson 20 Enforce Your Chains of Command | p. 128 |
| Lesson 21 Don't Make Work Your Employees' Life | p. 131 |
| Lesson 22 There Is a Fine Line between Tradition and Obsolescence | p. 133 |
| Lesson 23 Let Them Be Angry When They Have a Right to Be | p. 134 |
| Lesson 24 Tell Them When the Ship Is Sinking | p. 136 |
| Lesson 25 Communicating Hysteria Won't Drive Production | p. 138 |
| Lesson 26 Communicate That You Trust Them | p. 141 |
| Lesson 27 Kicking Them Unnecessarily Reveals Your Incompetence | p. 144 |
| Chapter 4 The Thundering Herd | |
| Lesson 1 Realize That Nobody's Forcing You to Be Here | p. 149 |
| Lesson 2 If You're New, You Have to Shut Up and Learn | p. 153 |
| Lesson 3 You're the One Who Can Make It Work, and That's Often Thanks Enough | p. 155 |
| Lesson 4 Your Value during the Battle Has Nothing to Do with How Close You Are to the Front | p. 157 |
| Lesson 5 Help Your Boss and You Help Yourself | p. 159 |
| Lesson 6 It's Okay; You're Supposed to Fight with Your Boss | p. 162 |
| Lesson 7 Cowboys and Cogs Don't Have Job Security--Team Members Do | p. 164 |
| Lesson 8 You Can't Fool People about Being a Team Player | p. 166 |
| Lesson 9 There Are Probably Good Reasons Why Your Marching Orders Seem Screwed Up | p. 168 |
| Lesson 10 Build Your Team, Build Your Resume | p. 170 |
| Lesson 11 It's a Small World, and It's Getting Smaller | p. 171 |
| Lesson 12 There Aren't Many Ways to Radically Change a Proven System | p. 173 |
| Lesson 13 Own Everything You Do | p. 176 |
| Lesson 14 Sweat the Small Rituals | p. 178 |
| Lesson 15 Bring Me the Problem Along with a Solution | p. 181 |
| Chapter 5 Building a Thundering Herd | |
| Lesson 1 Do You Really Want to Build a Quality Team? | p. 184 |
| Lesson 2 Continually Set High Standards | p. 186 |
| Lesson 3 Retain Your Best People or You'll Pay through the Nose | p. 188 |
| Lesson 4 If You're Hiring, Make Them Come to You | p. 191 |
| Lesson 5 Your Own People Are Your Best Recruiters | p. 194 |
| Lesson 6 Give Real Rewards for Real Achievements | p. 196 |
| Lesson 7 Identify Your Lead Dogs, Feed Them Well, and Build a Pack around Them | p. 197 |
| Lesson 8 Find Out What Makes Them Tick | p. 200 |
| Lesson 9 If You Can't Give Them Fresh Meat, Give Them Reminders of What Fresh Meat Tastes Like | p. 202 |
| Lesson 10 Provide Those Other Things So That They Can Focus on Their Jobs | p. 205 |
| Lesson 11 If Sharks Stop Swimming Forward, They Stop Being Sharks | p. 210 |
| Lesson 12 Let It Be Known That You'll Get Rid of People Who Just Shouldn't Be Part of the Team--Even the Nice People | p. 211 |
| Lesson 13 Save Them If You Can, but Recognize When You Can't | p. 214 |
| Chapter 6 Now Maintain Your Momentum | |
| Lesson 1 If You Need to Scream, You Need to Practice | p. 218 |
| Index | p. 223 |
