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Leadership Lessons of the U.S. Navy SEALS [Hardback]

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  • Formāts: Hardback, 256 pages, height x width x depth: 231x158x23 mm, weight: 535 g
  • Izdošanas datums: 16-Feb-2003
  • Izdevniecība: McGraw-Hill Professional
  • ISBN-10: 0071408649
  • ISBN-13: 9780071408646
Citas grāmatas par šo tēmu:
Leadership Lessons of the U.S. Navy SEALSPalielināt
  • Formāts: Hardback, 256 pages, height x width x depth: 231x158x23 mm, weight: 535 g
  • Izdošanas datums: 16-Feb-2003
  • Izdevniecība: McGraw-Hill Professional
  • ISBN-10: 0071408649
  • ISBN-13: 9780071408646
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780071408646.html
Keywords:
THE NAVY SEAL WAY TO WIN IN BUSINESS Leadership and teamwork techniques of the military elite, where partnering is mandatory, and failure is never an option As increasing focus is placed on fully utilizing and leveraging the value of employees, managers are finding that strong team leadership can be the answer to increasing productivity, reducing turnover, and boosting morale. A coherent, proven approach to teambuilding and leadership is very much in demand. Such an approach exists in today's military, where powerful leadership and effective teamwork are more than just concepts­­they're necessities. Leadership Lessons of the Navy SEALs analyzes the leadership and team-building techniques and strategies of elite Navy SEAL units, and guides business leaders and managers in creating, training, and leading teams that are extraordinarily successful at carrying out the company's mission. Built around inspiring real-life stories from both the military and business worlds, this no-nonsense book outlines a step-by-step approach for boosting morale and increasing productivity. Leaders from every business environment will discover techniques to: Communicate objectives simply and forcefully Build flexible, dynamic organizational structures Acquire and keep important team members Gain the trust and loyalty of team members Prevent bureaucracy within chains of command Effectively train their eventual replacements Plan and prepare for crises Make training relevant

THE NAVY SEAL WAY TO WIN IN BUSINESSLeadership and teamwork techniques of the military elite, where partnering is mandatory, and failure is never an optionAs increasing focus is placed on fully utilizing and leveraging the value of employees, managers are finding that strong team leadership can be the answer to increasing productivity, reducing turnover, and boosting morale. A coherent, proven approach to teambuilding and leadership is very much in demand. Such an approach exists in today's military, where powerful leadership and effective teamwork are more than just concepts­­they're necessities. Leadership Lessons of the Navy SEALs analyzes the leadership and team-building techniques and strategies of elite Navy SEAL units, and guides business leaders and managers in creating, training, and leading teams that are extraordinarily successful at carrying out the company's mission.Built around inspiring real-life stories from both the military and business worlds, this no-nonsense book outlines a step-by-step approach for boosting morale and increasing productivity. Leaders from every business environment will discover techniques to:Communicate objectives simply and forcefullyBuild flexible, dynamic organizational structuresAcquire and keep important team membersGain the trust and loyalty of team membersPrevent bureaucracy within chains of commandEffectively train their eventual replacementsPlan and prepare for crisesMake training relevant
Preface: The Quiet Professionals ix
Acknowledgments xiii
Introduction 1(10)
Setting Goals
Choose a Path or Take Your Chances
11(4)
Get Specific When You Define Your Problem
15(2)
When You Can't Get from A to B, Go to C
17(4)
Your Specific Problem Defines Your Mission
21(3)
Plan Ahead---Prepare for a New Situation That Has Not Yet Been Identified
24(3)
Build Your Goal around a Problem, Not the Other Way Around
27(2)
Avoid Creating a Capability and Then Looking for a Mission to Justify It
29(2)
Define Mission Success
31(3)
Compare the Risks of Alternative Missions
34(1)
Does the Risk of Doing Nothing Outweigh the Risk of Going Forward?
35(2)
Plan Your Team around Your Mission
37(2)
When Time Is an Issue, Plan Your Mission Backward from Your Objective
39(7)
Find Out What the Big Dogs Want
46(2)
Prioritize Long-Term over Short-Term Goals
48(2)
Don't Wait for the No-Risk Solution
50(2)
Take It in Small Steps
52(5)
Organization---Create Structure or Fight Alone
Even a Circus Has a Ringmaster
57(2)
The Key to Accountability Is Structure
59(4)
There Is No Team Unless Everyone Knows the Team Colors
63(3)
Ship Attacks or Ambushes? Choose a Structure That's Based on Your Mission
66(9)
Lines of Communications Equal Chains of Command
75(2)
Limit Access to Your Office
77(3)
Build Boundaries to Prevent Infighting and Cannibalism
80(2)
If a Meeting Is Going Nowhere, Kill It
82(3)
Leadership---The Hardest Easy Thing
Forget the Village Concept---One Person Has to Be in Charge
85(2)
State Your Mission
87(2)
Choose Your Option While the Choice Is Still Yours
89(2)
Stand Up and Take the Hit
91(2)
Make a Goddamned Decision
93(5)
Put Your Stamp on Things Right Away
98(1)
Give Them the Big Picture
99(2)
Point the Boat in the Right Direction
101(2)
Get Comfortable with Chaos
103(3)
The Vast Majority of the Time, You Know What You Should Do
106(2)
If You Think No One Else Can Replace You, You're an Egotistical S.O.B. Who's Failed
108(2)
There's No ``I'' in ``Shut Up and Do the Work''
110(2)
Don't Become One of the Following Stereotypes
112(4)
Know Which Leadership Style to Use
116(1)
Ensure That You Possess the Three Primary Leadership Tools
117(2)
Increase Your Number of Leadership Vehicles
119(4)
Assign an Honest Broker to Bring You Back to Earth
123(2)
Then Seek Out and Listen to the Rest of Your People
125(1)
Be Unapologetic When You Fire Someone
126(2)
Enforce Your Chains of Command
128(3)
Don't Make Work Your Employees' Life
131(2)
There Is a Fine Line between Tradition and Obsolescence
133(1)
Let Them Be Angry When They Have a Right to Be
134(2)
Tell Them When the Ship Is Sinking
136(2)
Communicating Hysteria Won't Drive Production
138(3)
Communicate That You Trust Them
141(3)
Kicking Them Unnecessarily Reveals Your Incompetence
144(5)
The Thundering Herd
Realize That Nobody's Forcing You to Be Here
149(4)
If You're New, You Have to Shut Up and Learn
153(2)
You're the One Who Can Make It Work, and That's Often Thanks Enough
155(2)
Your Value During the Battle Has Nothing to Do with How Close You Are to the Front
157(2)
Help Your Boss and You Help Yourself
159(3)
It's Okay; You're Supposed to Fight with Your Boss
162(2)
Cowboys and Cogs Don't Have Job Security---Team Members Do
164(2)
You Can't Fool People about Being a Team Player
166(2)
There Are Probably Good Reasons Why Your Marching Orders Seem Screwed Up
168(2)
Build Your Team, Build Your Resume
170(1)
It's a Small World, and It's Getting Smaller
171(2)
There Aren't Many Ways to Radically Change a Proven System
173(3)
Own Everything You Do
176(2)
Sweat the Small Rituals
178(3)
Bring Me the Problem Along with a Solution
181(3)
Building a Thundering Herd
Do You Really Want to Build a Quality Team?
184(2)
Continually Set High Standards
186(2)
Retain Your Best People or You'll Pay through the Nose
188(3)
If You're Hiring, Make Them Come to You
191(3)
Your Own People Are Your Best Recruiters
194(2)
Give Real Rewards for Real Achievements
196(1)
Identify Your Lead Dogs, Feed Them Well, and Build a Pack around Them
197(3)
Find Out What Makes Them Tick
200(2)
If You Can't Give Them Fresh Meat, Give Them Reminders of What Fresh Meat Tastes Like
202(3)
Provide Those Other Things So That They Can Focus on Their Jobs
205(5)
If Sharks Stop Swimming Forward, They Stop Being Sharks
210(1)
Let It Be Known That You'll Get Rid of People Who Just Shouldn't Be Part of the Team---Even the Nice People
211(3)
Save Them If You Can, but Recognize When You Can't
214(4)
Now Maintain Your Momentum
If You Need to Scream, You Need to Practice
218(5)
Index 223
Jeff Cannon is the senior vice president of Draft Worldwide's Interactive Department in New York. He is a popular speaker and veteran of the advertising industry. Lieutenant Commander Jon Cannon is a Navy SEAL with experience in Latin America, the Far East, Eastern Europe, the Persian Gulf, and Africa. Cannon has also worked to develop new product launch strategies in Europe and determine marketing strategies for companies in the Middle East.