A Quote by William R. Looney III
In Leading with Honor, Lee uses gripping stories from the POW camps to engage the reader and teach invaluable principles of leadership. I highly recommend this book for developing leaders at all levels in any organization, military of civilian.
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The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.
Control is not leadership; management is not leadership; leadership is leadership is leadership. If you seek to lead, invest at least 50% of your time leading yourself-your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. If you don't understand that you work for your mislabeled 'subordinates,' then you know nothing of leadership. You know only tyranny.
Such leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.
In any case, decisions on troop levels in the American system of government are not made by any general or set of generals but by the civilian leadership of the war effort.
I refused to adopt civilian way of life and slowly influenced my civilian surroundings to do things the military way. My civilian career as an entrepreneur and founder of a defense contracting company has been an extension of my military service.
Dave Stark has taken the best of recent marketplace management concepts and married them to timeless biblical principles of leadership, translating business jargon into ministry language. The combination is an encouraging and practical guide to Christ-centered ministry leadership. This book will be helpful to anyone involved in leading a church or serious about modeling servant leadership.
The intellectual and moral failures common to America's general officer corps in Vietnam and Iraq constitute a crisis in American generalship. Any explanation that fixes culpability on individuals is insufficient. No one leader, civilian or military, caused failure in Vietnam or Iraq. Different military and civilian leaders in the two conflicts produced similar results. In both conflicts, the general officer corps designed to advise policymakers, prepare forces and conduct operations failed to perform its intended functions.
I've buried six Guardian Angels who have been shot and killed in the line of duty. I was stalked myself, had a gunman go pow, pow, pow, pow, pow, pow, five hollow point bullets, God save me. What do you think this is? This isn't Zimmerman. But unfortunately, he's become the face of Block Watch, Crime Watch.
Winning companies win because they have good leaders who nurture the development of other leaders at all levels of the organization.
Mark Twain's Roughing It is a book that many people don't know about, but I highly recommend to anybody at any age.
ISIS has leadership, just like al Qaeda has leadership. It's important to be able to eliminate the individuals that are leading the organization.
The demands of leadership have changed. The highest levels if leadership require mastery of a new task: job creation. Traditional leadership through politics, military force, religion, or personal values won't work in the future like it has in the past.
If you don't have people that the reader cares about and stories that are gripping, you've got nothing.
It's important. One of the principles in the United States is civilian control of the military.
Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.
I liked the military life. They teach you self-sufficiency early on. I always say that I learned most of what I know about leadership in the Marine Corps. Certain basic principles stay with you - sometimes consciously, mostly unconsciously.
