
What I learned in combat about leadership, people, and profit
This book was written to give the aspiring, the reluctant, and the information hungry leader a head start in their personal leadership growth.
It is packed with leadership tips & tools that you can start doing immediately after finishing each chapter.
In the more than 35 years I have been in leadership roles, I have had the privilege to work with, and for, some of the greatest leaders you could ever wish to know. I have also worked for some terrible leaders, but luckily for me, there have only been a handful.
There are many leadership styles, which can be boiled down to two distinct categories: the calm and collected and the loud and angry. Both categories have strengths and weaknesses, and both can and do influence their subordinates to act. But without a doubt, the calm, collected leader more often than not prevails over the loud, angry leader.
I have been in some tough leadership situations. I have led soldiers. I have led paid staff. I have led volunteers. As a team, we responded to some of the most challenging disasters of our time. I look back and am immensely proud to say that I led those people.
Leading people is simultaneously simple and straightforward and extraordinarily complex and challenging. As leaders, we are dealing with the base of Maslow’s hierarchy of needs, the instinctual parts of the human brain that kept our species alive when dinosaurs roamed the earth. At the same time, we are dealing with the complexities of our modern brain—emotions, pride, love, belonging, envy, and more.
Why not put into action what I have learned and make being the boss one of the best experiences like:
Recognition: The leadership skills of the manager may be the most important factor in achieving desired results. And two of the most difficult tasks in dealing with employees are praising and reprimanding.
Motivation: all motivation is self-motivation. Therefore, your job is to help your employees find a cause that compels them to act while achieving the organization’s goals. It is your job, as their manager, to get your people to want to do what needs to be done.
Morale: High morale leads to a more cooperative work force, which in turn leads to higher productivity. Its side effects are fewer grievances, more willingness to accept new ideas, lower turnover, and team spirit. It’s what makes the difference between a team that gets work done and one that really achieves desired results.
Mobilization: Managers get results through the efforts of others. The most basic job of a manager is to help people develop. Do so and you will increase the value of your team and empower them to achieve more for the organization.
Dealing with People: Your success or failure will be a direct result of how well you align your organization’s goals with the career goals of your people and deal with any friction caused by misalignment.
Trust & loyalty: You will never have a fully productive team unless you win the loyalty of your people. A manager cannot persuade, coerce, or force people to be loyal to an organization. Loyalty can only be earned through a fair exchange.