Presidential Idea Program Seeks New Efficiencies

By Gerry J. Gilmore
American Forces Press Service

Sept. 29, 2009 - Federal employees with ideas geared toward boosting workplace efficiency and reducing government cost can submit their suggestions to the Presidential Securing Americans Value and Efficiency Award program. President Barack Obama will select the winning SAVE submission.

During his weekly address to the nation April 25, Obama announced his intent to establish "a process through which every government worker can submit their ideas for how their agency can save money and perform better."

Employees can submit their ideas directly to the Office of Management and Budget through the http://www.saveaward.gov/ Web site. The deadline for submissions is Oct. 14.

Classified information should not be included with any submissions, officials said.

OMB officials will select the most promising ideas and forward them to the president. Submissions will be considered using the following criteria:

-- Does the idea reduce costs in a way that is concrete and quantifiable?

-- Does the idea improve the way government operates by improving output quality at lower costs, simplifying processes to reduce administrative burden or improving the speed of government operations to improve efficiency?

-- Does the idea have a tangible impact on citizens' lives or environment?

-- Does the idea have a clear and practical plan for implementation?

-- Will it be possible to begin realizing savings immediately?

Two awards will be given: one for the best savings proposal and the other for the agency that garnered the most employee idea submissions.

The winning idea will be incorporated into the fiscal 2011 federal budget. Other ideas that show potential also could be incorporated into the budget, officials said.

Winners will be announced in November.

Although the winning entry will not yield a monetary award, the submitter will present the idea personally to the president.

Another Perspective Of Success Capturing And Its Challenges For The Leader

WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 5.0 – As of Septemb

WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 5.0 – As of September 28, 2009 (Refined, Expanded, Extended)

Brief Intro (Commentary): The reader, as his intellects speaks to mine these ideas (success precepts for genuine leadership), should understand that this work is the Agostini Prescription To Ultimate Leadership in Millennium 3! Perhaps this bold approach will prove in practice that you can never reach a new place with an old map, so to speak in metaphors! In my handwriting and power, I have own 45,000 tenets as the ones presented below. – Andres Agostini (Andy) at www.AgostiniWorks.blogspot.com and www.ecademy.com/account.php?op=cv&id=408933

Honorable Lieutenant Raymond Foster (ret) is so right when he states that leaders must challenge themselves. In my case – assuming my personal responsibilities –, I like and permanently challenge myself so that I can overcome my own shortcomings. All humans are flawed but given extraordinary resources to do good and do well. I have done a great deal of research. In no way am I an “expert” on leadership. In dealing with the most complex and dangerous hazards and as a Risk Manager practitioner, I must make a great effort in assessing the “human factor.” Some fine literature has been instrumental in my undertaking. Some of the finest and more distinctive, lucid insights I found in this textbook at http://www.amazon.com/Leadership-Texas-Hold-Em-Style/dp/1419674382/ref=sr_1_10?ie=UTF8&s=books&qid=1254298346&sr=1-10

“Napoleon is the only man in Europe that knows the value of time.” — Czartoryski

WHY NAPOLEON? I mention Napoleon Bonaparte frequently. He finally got defeated by the British. But I don’t admire Napoleon because of his war waging, either winning or losing. What I like about Napoleon is the following: (a) The vital importance he gave to education, (b) The extreme stewardship of the most advanced practices pertaining – as conceived by today’s exact science practitioners – of the Systems Methodology, (c) His grave interest for learning science, (d) His marked ambition in trying to understand and ultimately cope with all kinds of “phenomena” as per the forces of the Universe (strictly speaking from the scientific stance), and (e) His emphatic gusto for learning and speaking the English language and practicing Science, a recurrent suggestion he made to the people he cared for. Many authors and academicians – speaking of the great captains and ther war waging – insist that, at least until 1999, the United States military establishment makes thorough doctrines out of Napoleon’s “best practices.” Corsica, his birthplace, is an isle of extremely proud, rationalistic and hard-working people. Although Italy and France has fought over Corsica through many years back, Corsicans– and make certain the “outsiders” get it – do not feel themselves either Italians or French ones, just Corsicans. I am no deity or official judge to take Napoleon’s military contributions to a trial. That is not my problem. My problem is, fundamentally, the immense degree of avidness for learning and getting prepared by this man, as well as his findings and dissertations. When he first came to France to study military science, he did not speak fluid French. Even many of his most noted friends and colleagues – before his rising as an emperor and a military statesman – used to laugh at him because of his mumble and “foreign” accent and because of his short height. Very much to my luck and proud satisfaction, I made friends with a D-DAY Veteran. A very courageous, civil and a man of faith. We got fascinated in attempting to discuss and exchange ideas on some imbalances of the World’s geopolitics at that time. I gave him a World Atlas as a Christmas present as he gave me, in reciprocity, a treatise on Napoleon for my birthday because of our concurrent admiration of this historic figure – knowledge-driven – still making great inroads in many knowledge fields. In speaking of Napoleon, I do use habitually some vital mentions concerning his wisdom regarding education and education alone.

# 1 – Is An Actionable Statesman.
# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – Happily located and navigating through Century 21.
# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, this Preter-Leader is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew in advance – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe and twigth-light zones are highly stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 – Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 – Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in advance – in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives – in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 – Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This Preter-Leader has the clearest mentality that everything is related to everything else.
# 60 – Thinks “big picture” and wholly to operate comprehensively and multifacetedlly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations – tremendously propelled by foresighting -- offers this Leader a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 – When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), this Leader, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 – This Leader does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities – and that of the crew – while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 – Is forever building up – via transparency, accountability and responsibility – trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act – that is never a daring issue for the wise leader – is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.
# 73 – He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.
# 74 – This Leader becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.
# 75 – This Leader does not retaliate; he / she just prevails.
# 76 – This Leader’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, this Leader maximizes the long-term benefits.
# 77 – This Leader is always encouraging and supporting legitimate justice seeking.
# 78 – This Leader is much more of an asset than a hindrance in interacting with the members of his / her crew.
# 79 – This Leader is both robust, resilient and carries on non-linearly.
# 80 – This Leader is an over-communicator.
# 81 – This Leader is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.
# 82 – This Leader is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.
# 83 – In succeeding, this Leader does not denigrate his / her opponents. He / she treat adversaries with highest decorum.
# 84 – This Leader radiant reasoning is analogically instituted.
# 85 – This Leader uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.
# 86 – This Leader makes more with less.
# 87 – This Leader always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.
# 88 – This Leader is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.
# 89 – This Leader cross-checks everything in its entirety.
# 90 – This Leader chooses and updates and upgrades his / her own appropriate measure of success.
# 91 – In his / her pondering and discerning processes, this Leader emphasizes – to the self and crew member fellows – the need to understand the other side’s perspective in advance and in continuum.
# 92 – This Leader discovers the hidden interests, priorities, constraints, patterns, and subtle ploys of the other side, allowing him / her to create strategic value more efficaciously.
# 93 – This Leader finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.

NB: I highly appreciate the gracious invitation of Honorable Lieutenant Raymond Foster when he kindly invited me to take part with my deep reflections in his prominent leadership website. I am in gratitude, not only for his openness, but for the elevated service to humankind (especially in the West) and also because of his persistent involvement with education, orientation, and guidance.

By © Copyright 2009 Andres Agostini (Andy)
Ich Bin Singularitarian, High-Tech Visionary and Method Developer/Proprietor of: "Transformative And Integrative Risk Management" (with the applied omniscience perspective), Blitzkrieg, Organizational Strategist, TransLeadership /Preter-Leadership Innovist, Iconoclastic Mind Expansionist, Applied Omniscience Activist, so forth. Read more at:

www.AgostiniWorks.blogspot.com
www.ecademy.com/account.php?op=cv&id=408933
www.plaxo.com/directory/profile/201864946128/463c7d64/High-Tech/High-Tech+Visionary
www.AllCV.blogspot.com
www.AA450.blogspot.com
www.AA210.blogspot.com
www.twitter.com/sciczar
www.linkedin.com/in/andresagostini
www.slideshare.net/andresagostini
http://www.docstoc.com/profile/OmniSciCzar
http://bigthink.com/wwwagostiniworksblogspotcom
www.youtube.com/andresagostini
www.blogtalkradio.com/OmniSciCzar
www.SciEditor.blogspot.com
www.Omniscieditor.blogspot.com
http://friendfeed.com/OmniSciCzar
http://OmniSciMogul.wordpress.com/
www.facebook.com/hightechvisionaryandresagostini

WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 4.0 – As of Septemb

WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 4.0 – As of September 27, 2009 (Refined, Expanded, Extended)

Brief Intro (Commentary): The reader, as his intellects speaks to mine these ideas (success precept for genuine leadership), should understand that this work is the Agostini Prescription To Ultimate Leadership in Millennium 3! Perhaps this bold approach will prove in practice that you can never reach a new place with an old map, so to speak in metaphors! In my handwriting and power, I have own 45,000 tenets as the ones presented below. – Andres Agostini (Andy) at www.AgostiniWorks.blogspot.com and www.ecademy.com/account.php?op=cv&id=408933

“Napoleon is the only man in Europe that knows the value of time.” — Czartoryski

WHY NAPOLEON? I mention Napoleon Bonaparte frequently. He finally got defeated by the British. But I don’t admire Napoleon because of his war waging, either winning or losing. What I like about Napoleon is the following: (a) The vital importance he gave to education, (b) The extreme stewardship of the most advanced practices pertaining – as conceived by today’s exact science practitioners – of the Systems Methodology, (c) His grave interest for learning science, (d) His marked ambition in trying to understand and ultimately cope with all kinds of “phenomena” as per the forces of the Universe (strictly speaking from the scientific stance), and (e) His emphatic gusto for learning and speaking the English language, a recurrent suggestion he made to the people he cared for. Many authors and academicians – speaking of the great captain waging wars – insist that, at least until 1999, the United States military establishment makes thorough doctrines out of Napoleon’s “best practices.” Corsica, his birthplace, is an isle of extremely proud, rationalistic and hard-working people. Although Italy and France has fought over Corsica through many years back, Corsicans feel – and make certain the “outsiders” get it – do not feel themselves either Italians or French ones, just Corsicans. I am no deity or official judge to take Napoleon’s military contributions to a trial. That is not my problem. My problem is, fundamentally, the immense degree of avidness for learning and getting prepared by this man, as well as his findings and dissertations. When he first came to France to study military science, he did not speak fluid French. Even many of his most noted friends and colleagues – before his rising as an emperor and a military statesman – used to laugh at him because of his mumble and “foreign” accent and because of his short height. In London (U.K.) I requested a depth study on my heraldic (both paternal and maternal ones) to supplement my own family’s findings. Very much to my luck and proud satisfaction, I made friends with a D-DAY Veteran. A very courageous, civil and a man of faith. We got fascinated in attempting to discuss and exchange ideas on some imbalances of the World’s geopolitics at that time. I gave him a World Atlas as a Christmas present as he gave me, in reciprocity, a treatise on Napoleon for my birthday because of our concurrent admiration of this historic figure – knowledge-driven – still making great inroads in many knowledge fields. In speaking of Napoleon, I do use habitually some vital mentions concerning his wisdom regarding education and education alone.

# 1 – Is An Actionable Statesman.
# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – Happily located and navigating through Century 21.
# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, this Preter-Leader is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew in advance – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe and twigth-light zones are highly stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 – Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 – Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in advance – in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives – in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 – Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This Preter-Leader has the clearest mentality that everything is related to everything else.
# 60 – Thinks “big picture” and wholly to operate comprehensively and multifacetedlly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations – tremendously propelled by foresighting -- offers this Leader a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 – When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), this Leader, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 – This Leader does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities – and that of the crew – while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 – Is forever building up – via transparency, accountability and responsibility – trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act – that is never a daring issue for the wise leader – is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.
# 73 – He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.
# 74 – This Leader becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.
# 75 – This Leader does not retaliate; he / she just prevails.
# 76 – This Leader’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, this Leader maximizes the long-term benefits.
# 77 – This Leader is always encouraging and supporting legitimate justice seeking.
# 78 – This Leader is much more of an asset than a hindrance in interacting with the members of his / her crew.
# 79 – This Leader is both robust, resilient and carries on non-linearly.
# 80 – This Leader is an over-communicator.
# 81 – This Leader is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.
# 82 – This Leader is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.
# 83 – In succeeding, this Leader does not denigrate his / her opponents. He / she treat adversaries with highest decorum.
# 84 – This Leader radiant reasoning is analogically instituted.
# 85 – This Leader uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.
# 86 – This Leader makes more with less.

NB: I highly appreciate the gracious invitation of Honorable Lieutenant Raymond Foster when he kindly invited me to take part with my deep reflections in his prominent leadership website. I am in gratitude, not only for his openness, but for the elevated service to humankind (especially in the West) and also because of his persistent involvement with education, orientation, and guidance.

By © Copyright 2009 Andres Agostini (Andy)
Ich Bin Singularitarian, High-Tech Visionary and Method Developer/Proprietor of: "Transformative And Integrative Risk Management" (with the applied omniscience perspective), Blitzkrieg, Organizational Strategist, TransLeadership /Preter-Leadership Innovist, Iconoclastic Mind Expansionist, Applied Omniscience Activist, so forth. Read more at:
www.AgostiniWorks.blogspot.com
www.ecademy.com/account.php?op=cv&id=408933
www.plaxo.com/directory/profile/201864946128/463c7d64/High-Tech/High-Tech+Visionary
www.AllCV.blogspot.com
www.AA450.blogspot.com
www.AA210.blogspot.com
www.twitter.com/sciczar
www.linkedin.com/in/andresagostini
www.slideshare.net/andresagostini
http://www.docstoc.com/profile/OmniSciCzar
http://bigthink.com/wwwagostiniworksblogspotcom
www.youtube.com/andresagostini
www.blogtalkradio.com/OmniSciCzar
www.SciEditor.blogspot.com
www.Omniscieditor.blogspot.com
http://friendfeed.com/OmniSciCzar
http://OmniSciMogul.wordpress.com/
www.facebook.com/hightechvisionaryandresagostini

WHAT A CENTURY-21 PRETER-LEADER DOES AND IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY)

WHAT A CENTURY-21 PRETER-LEADER DOES AND IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) - Version 3.0 – As of September 25, 2009 (Refined, Expanded, Extended)

Brief Intro (Commentary): The reader, as his intellects speaks to mine these ideas, should understand that this work is the Agostini Prescription To Ultimate Leadership in Millennium 3! Perhaps this bold approach will prove in practice that you can never reach a new place with an old map, so to speak in metaphors! In my handwriting and power, I have own 4,500 tenets as the ones presented below. – Andres Agostini (Andy) at www.AgostiniWorks.blogspot.com

# 1 – Is An Actionable Statesman.
# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – Happily located and navigating through Century 21.
# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, this Preter-Leader is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew in advance – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe and twigth-light zones are highly stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 – Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 – Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in advance – in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives – in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 – Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This Preter-Leader has the clearest mentality that everything is related to everything else.
# 60 – Thinks “big picture” and wholly to operate comprehensively and multifacetedlly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations – tremendously propelled by foresighting -- offers this Leader a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 – When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), this Leader, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 – This Leader does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities – and that of the crew – while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 – Is forever building up – via transparency, accountability and responsibility – trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act – that is never a daring issue for the wise leader – is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in lucid judgment, as he / she avidly ponders above and beyond wholly.
# 73 – He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.

NB: I highly appreciate the gracious invitation of Honorable Lieutenant Raymond Foster when he kindly invited me to take part with my deep reflections in his prominent leadership website. I am in gratitude, not only for his openness, but for the elevated service to humankind (especially in the West) and also because of his persistent involvement with education, orientation, and guidance.

By © Copyright 2009 Andres Agostini (Andy)
Ich Bin Singularitarian, High-Tech Visionary and Method Developer/Proprietor of: "Transformative And Integrative Risk Management" (with the applied omniscience perspective), Blitzkrieg, Organizational Strategist, TransLeadership /Preter-Leadership Innovist, Iconoclastic Mind Expansionist, Applied Omniscience Activist, so forth. Read more at:
www.AgostiniWorks.blogspot.com
www.ecademy.com/account.php?op=cv&id=408933
www.plaxo.com/directory/profile/201864946128/463c7d64/High-Tech/High-Tech+Visionary
www.AllCV.blogspot.com
www.AA450.blogspot.com
www.AA210.blogspot.com
www.twitter.com/sciczar
www.linkedin.com/in/andresagostini
www.slideshare.net/andresagostini
http://www.docstoc.com/profile/OmniSciCzar
http://bigthink.com/wwwagostiniworksblogspotcom
www.youtube.com/andresagostini
www.blogtalkradio.com/OmniSciCzar
www.SciEditor.blogspot.com
www.Omniscieditor.blogspot.com
http://friendfeed.com/OmniSciCzar
http://OmniSciMogul.wordpress.com/
www.facebook.com/hightechvisionaryandresagostini

CRUCIAL LITERATURE ON PROVEN LEADERSHIP: Please consider acquiring this splendid text book.

http://www.amazon.com/Leadership-Texas-Hold-Em-Style/dp/1419674382/ref=sr_1_1?ie=UTF8&s=books&qid=1253923412&sr=1-1

Summation of what a Century-21 leader DOES and what a leader IS … By Andres Agostini (Andy)

Summation of what a Century-21 leader DOES and IS … By Andres Agostini (Andy)

# 1 – Is An Actionable Statesman.
# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – Happily located and navigating through Century 21.
# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-teach to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and visionary.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs a la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.

What a Leader DOES and IS in Century 21! By Andres Agostini (Andy)

In sum, What the Leader Does And Is in Century 21! By Andres Agostini (Andy) at www.AgostiniWorks.blogspot.com,www.AA450.blogspot.com,www.AllCV.blogspot.com, www.twitter.com/SciCzar

View more documents from Andres Agostini.

PI Community Observes National Domestic Violence Awareness Month

API Community Leaders and Organizations Join Campaign & Call Attention to the Effects of Domestic Violence on Youth

San Gabriel, CA – To mark National Domestic Violence Awareness Month, the Asian and Pacific Islander (API) Domestic Violence Task Force announces its fifth annual training event to call attention to the issues of domestic violence in the API community with special emphasis on the effects of domestic violence on youth. The training will be held on October 1st, at the Asian Youth Center, 100 W. Clary Avenue, San Gabriel, CA, beginning with a Press Conference at 9:30 am.

“There is no other crime that impacts society on so large a scale and so thoroughly devastates families as does domestic violence in all its forms. People hear ‘domestic violence’ and they think, ‘it’s between two adults,’ but it is not,” said Maria Foster, Chair of the API DV Task Force. “The courts are heavily burdened with aggressors who inflict pain and injury on their intimate partners. Thousands of homicides are committed every year leaving orphaned children in the care of family members or as wards of the State. Tens of thousands of teens run away every year to get away from the violence in their homes putting themselves at risk of being exploited, of criminal attack and even of death by exposure to the elements. Children are abusing alcohol and drugs in an effort to numb the pain of what they witness in what is supposed to be the safety of their home.”

The API DV Task Force, in conjunction with local government officials, community and social agencies, law enforcement and private citizens, are committed to eliminating domestic violence and reaching out to victims of domestic violence.

Maria Foster adds, “Domestic violence is a learned behavior. We see it cross from generation to generation. With education, support, and resources, we can increase awareness and safety for thousands of persons today, and at the same time and make better lives for families tomorrow.”

The API DV Task Force is supported by Assemblymember Mike Eng, San Gabriel City Mayor Juli Constanzo, Soroptimist International of Monterey Park/Rosemead, the Asian Youth Center, Neighborhood Legal Services of Los Angeles County, Asian Pacific Family Center of Pacific Clinics, the Asian Pacific Women’s Center, Chinatown Services Center Los Angeles, A Window Between Worlds, Center for Pacific Asian Families, Peace Over Violence, and the South Asian Network.

More information and registration
www.apidvtf.org

Amazon Top 50 Reviewer Praises Leadership: Texas Hold ‘em Style

Charles Ashbacher, a Top 50 Reviewer on Amazon.com posted a review of Leadership Texas Hold ‘em Style. According to Amazon.com, a “Top 50 Reviewer” identifies Ashbacher as having “helped their fellow customers make informed purchase decisions on Amazon.com with their consistently helpful, high-quality reviews.” Charles Ashbacher has reviewed over 4,800 books and received nearly 14,000 votes from readers with an 88% ranking as finding his reviews helpful.

He said, in part, about Leadership: Texas Hold ‘em Style, “This is without question one of the best books on effective leadership ever written and it is profound and entertaining as one of the most unusual yet best possible analogies is used.” And, “Many books on leadership tend to be correct in their content but dull in their delivery. In this case the content is superb and the delivery is even beyond that, the comparisons between poker and quality leadership are apt, educational and make this book one that should be read, re-read and intellectually digested.”

ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."

MORE INFORMATION
www.pokerleadership.com

Mullen Reveals Lessons that Shaped His Stance on Diversity

By John J. Kruzel
American Forces Press Service

Sept. 17, 2009 - During the summer of 1965, after his first year at the U.S. Naval Academy, Mike Mullen watched on television from his parents' surburban Los Angeles home as the black neighborhood of Watts erupted in violence. He recalls those images to this day. For nearly a week that August, a race riot engulfed Watts, resulting in 34 deaths and injuring more than a thousand. On a map of Los Angeles, the white middle-class suburb where Mullen grew up is close to Watts, but for the young midshipman, the two neighborhoods were worlds apart.

"I was watching my black-and-white television 15 miles from Watts, and Watts was burning," Mullen recalled today as he helped launch a commission to improve diversity in the military. "And I didn't have a clue where it was, except that it was somewhere down by the coliseum where I would go as a kid to watch the Lakers play.
"It was a searing experience for me because I didn't know, and yet I was so close," he continued. "And that stays with me today, in terms of what I know and what I don't know, and what I can know having grown up where I did."

For Mullen, the Watts riots represent an early lesson in an understanding of American race relations that evolved across a Navy career which has brought him to his current post as an admiral and chairman of the Joint Chiefs of Staff, the nation's highest-ranking military officer.

Mullen, the senior military advisor to the country's first black president, places diversity in the military ranks as one of his top priorities. But during a conference on the subject here today, the admiral discussed how his recognition of the value of a diverse U.S. fighting force is an education that spans his time in uniform.

One influence on Mullen was Charles Bolden, a retired Marine major general who made news this year when President Barack Obama appointed him as the first African American to head NASA. But before the two men ascended to the leadership roles they now hold, Mullen and Bolden were classmates at the Naval Academy in Annapolis, Md.

Bolden hailed from Columbia, South Carolina, which was then part of the Jim Crow South where racial discrimination was often the rule, not the exception.

"We came from different places, believe me," Mullen said. "And Charlie taught me that. And he taught me in such a graceful, dignified way ... as he was blazing trails that I didn't even understand."

A few years after the two midshipmen graduated from the academy, Mullen was a junior officer when then-Chief of Naval Operations Adm. Elmo R. Zumwalt, Jr. instituted reforms to improve race relations in the Navy.

"Zumwalt said, 'Boom! We're changing,'" Mullen said of jarring shifts the top Naval officer ushered in. "I was open to this."

In hindsight, the chairman recalled that this period of sweeping reform was a "very dangerous" and "extremely painful" time in Navy history. It was during this era in 1972 when two nefarious incidents aboard American ships in Southeast Asia highlighted underlying racial tension.

On the evening of Oct. 12, 1972, a series of incidents broke out wherein a group of black sailors, armed with chains, wrenches and other dangerous weapons, "went marauding through sections of the ship disobeying orders to cease, terrorizing the crew and seeking out white personnel," according to a Congressional Record report available on a U.S. Navy Web site.

Following the fighting aboard the U.S.S. Kitty Hawk, three men were seriously injured, and many others, including black Navy personnel, required medical treatment. The incident on the Kitty Hawk and a disruption with similar racial overtones a month later on the U.S.S. Constellation were a cry for change, according to Mullen.

"I would argue that [today] we're better than that in terms of making this a priority and execution of change," Mullen said. But he added that change should flow down from top military leaders, many of whom don't act aggressively enough on behalf of diversity or simply don't understand its importance.

"If we don't understand it, we can't lead it," Mullen said, "even if we make it a priority."

Describing another episode that shaped his outlook on military diversity, Mullen recalled an incident from his days as chief of naval operations. In an Aug. 17, 2005 speech to the National Naval Officers Association in New Orleans – just weeks before Hurricane Katrina devastated the city and highlighted racial inequities there -- Mullen told the audience that diversity is critical to the Navy's success. A Navy news article quoted him as saying "I believe from my heart that diversity strengthens the very fabric of who we are."

But Mullen today acknowledged that his presence sent mixed signals. The staff of Navy personnel he had surrounded himself with -- comprised entirely of white males -- did not square with the message he espoused.

"I walked in there with an all-white-male staff," he recalled. "One of the pieces of feedback I got from that visit was, 'Nice try, but what about your staff?' It was a big message." As a result, Mullen redoubled efforts to diversify his staff, exemplifying the kind of diversifying change he saw as necessary.

Two years after his speech in New Orleans -- and after he had adopted the kind of policies he had championed -- Mullen attended a poignant farewell ceremony for several outgoing members of his personal staff.

"It was absolutely the best staff I'd ever had," he recalled. "And I can't remember if there was a white male on that staff."

The chairman said that when he considers the time he spent in uniform surrounded by his own demographic group, it's a reminder of opportunities lost.

"What was sad to me about that as I looked at that picture was [to] look at what I have missed," he said, referring to a photograph taken the night of the staff's farewell ceremony. "It took me until I got to be [chief of naval operations]. So that's what we've been missing, and you don't know that until you figure out you're missing it."

The conference Mullen helped launch today was the kick-off of the Military Leadership Diversity Commission, a congressionally-mandated group established last year to look into how to best diversify the U.S. military. Some of the diversity challenges that remain are a dearth of minorities – women, Hispanics, African Americans and other groups – in senior leadership positions, officials said.

In a bold endorsement of military diversity, Mullen today said having a military that reflects the demographics of the United States is "a strategic imperative for the security of our country." One of the ways to create more parity among the makeup of senior officers is to give minorities more opportunities to shine, the admiral said.

"There are key jobs, and everybody knows that," he said. "And I'm a big believer of putting somebody who's qualified in it and giving them an opportunity – and they either sink or swim."

After acknowledging some of the challenges associated with his push, Mullen cited a promising statistic that came from his alma mater. At the Naval Academy, where four decades ago his classmate Charles Bolden blazed trails as one of the few black midshipmen, this year's incoming class comprises a student body in which one in three students is a minority.

Underscoring the urgency at hand, Mullen said such midshipmen and other junior officers of today embody the flag officers of the future.

"Whatever decisions we make right now, that's where we are for 30 years," he said.

(To comment on this article or if you have questions, e-mail John J. Kruzel at John.Kruzel@osd.mil.)

Senior Defense Official Earns Leadership Award

By Gerry J. Gilmore
American Forces Press Service

Sept. 16, 2009 - A senior Defense Department executive was honored for her superb leadership and professionalism during a ceremony at the Pentagon's Hall of Heroes here yesterday. Gail H. McGinn, deputy undersecretary of defense for plans since 2002, received the DoD Senior Professional Women's Association's Excellence in Leadership Award, which recognizes exemplary leadership, professionalism and advocacy in breaking down barriers and creating opportunities for women.

"Being a leader means you get to do exciting things," said McGinn, noting that she was "very honored and humbled" to receive the award.

McGinn said she also is thankful for the counsel and assistance provided by mentors and colleagues she has worked with during her career.

"You don't become a leader on your own," McGinn pointed out.

The award ceremony was attended by Deputy Defense Secretary William J. Lynn III; Michele Flournoy, undersecretary of defense for policy; David S.C. Chu, former undersecretary of defense for personnel and readiness; and other senior officials.

Appointed a member of the senior executive service in 1992, McGinn also is performing the duties of the undersecretary of defense for personnel and readiness.

McGinn oversees programs and policies that manage and support servicemembers -- including those wounded in war -- as well as civilians, military families and veterans. She also manages military policies that address sexual assault, gender and diversity issues.

McGinn also serves as the senior language authority for the Office of the Secretary of Defense. She is responsible for improving foreign language capability within the department and also oversees policy development for the diversity and equal opportunity programs.

Lynn praised McGinn's efforts as "the top expert and advocate" for family and personnel support, including management of personnel programs that affect more than 2 million servicemembers and civilian workers.

McGinn also is "a tireless advocate of our wounded warriors and a leading liaison with the Department of Veterans Affairs to make sure the federal government provides world-class support to those who've served," Lynn said.

And McGinn's performance as acting undersecretary of defense for personnel and readiness over the past several months, Lynn said, has been "brilliant."

Flournoy, the department's most senior woman executive, noted that McGinn's exemplary achievements highlight efforts to place more women in senior leadership positions.

"Tremendous change" has occurred across the defense work force over the past 10 to 15 years, Flournoy pointed out. Women today make up about 37 percent of the department's civilian labor force and about 12 percent of active-duty military members, she said.

Women who hold senior defense posts as undersecretaries, deputy undersecretaries, assistant secretaries and agency chiefs, Flournoy said, realize that their opportunities came about because of "the grit and the determination and talent of so many women who've come before us." She predicted that more and more women will achieve senior civilian and military leadership roles in the not-so-distant future. Women, she said, are just as capable as men in just about every conceivable military setting.

"And, I think we'll eventually get to the point where we'll have a woman secretary of defense, a woman service chief, a woman combatant commander, and maybe a chairman of the Joint Chiefs of Staff, some day," she said.

McGinn's award is about leadership, Chu said during his remarks. It was a pleasure working with McGinn, he recalled, noting that during his tenure she demonstrated superb leadership and provided valued and trusted advice during discussions of important policy issues such as the prevention of sexual assault in the military and how to care for victims.

Chu also praised McGinn's trustworthy character and her ability to provide "a dispassionate and even-handed appraisal" of Pentagon policies and programs under her purview to the politically appointed leadership.

"And, no finer tribute, in my judgment, can be paid to a leader in our nation's civil service," Chu concluded.

Established in 1977, the DoD Senior Professional Women's Association is a nonprofit organization that seeks to expand opportunities for the personal and professional development, training and education of women in mid- and senior-level positions in the Defense Department. Toward these ends, the association supports opportunities to expand professional contacts, serves as a forum for the exchange of ideas across multiple disciplines, sponsors venues for personal and professional education and growth and, recognizes exemplary work in public service through its annual Excellence in Leadership Award.

Today, the association includes more than 100 members from across the Defense Department, including the Office of the Secretary of Defense, the military departments, the defense agencies and the department's field activities.

Reflecting on Some Assumptions Made On Leadership! By Andres Agostini (Andy)

Leadership Degree

UNION INSTITUTE & UNIVERSITY LAUNCHES TWO PROGRAMS: THE BS IN EMERGENCY SERVICES MANAGEMENT AND THE BS IN LEADERSHIP

Both are consistent with the university’s mission to foster creative leadership through socially relevant degree programs

Union Institute & University (UI&U), a private, non-profit university headquartered in Cincinnati with centers in Sacramento and Los Angeles, Miami, and Montpelier and Brattleboro, VT, today announced the launch of two programs: the Bachelor of Science in Emergency Services Management (ESM), and Bachelor of Science in Leadership. The two new degree options reinforce the university’s commitment to provide timely, relevant degree options to adult learners.

BS in Emergency Services Management

The new ESM major is ideal for both those already in a career related to emergency services or disaster response, and those seeking to join a rapidly growing field.
Jobs in emergency services have grown since the September 11 terrorist attacks and Hurricane Katrina. According the recent careerbuilder.com article, “Seven emerging jobs poised for growth,” jobs in emergency services are estimated to grow by 7-13 percent in the upcoming years. “Our world is changing and, despite the economic outlook, the field of emergency service continues to grow,” said Dr. James Rocheleau, dean of UI&U’s California centers.

UI&U’s emergency services management program prepares graduates for careers in emergency services industries where a high level of understanding in organizational dynamics and interpersonal skills are required. Graduates of the program will be able to solve administrative problems, fine-tune strategic plans, enhance human resource potential, increase productivity, and address internal organizational issues. “We are essentially preparing learners for leadership roles within the field of emergency service,” said Dr. Rocheleau.

Learners in the ESM program have several degree completion options. They can attend on-ground classes that meet face-to-face five times in an eight-week session or select a distance learning option and earn eight credits in eight weeks. Learners may also be able to transfer credits from other regionally accredited colleges and universities and request credit for knowledge gained outside the classroom through work or professional experience. Law enforcement officers and firefighters may be able to apply credits earned in their training towards their ESM degree requirements.

BS in Leadership

Union’s new Bachelor of Science in Leadership program is tailored toward the learner’s chosen career path.

Dr. Carolyn Turner, dean of Undergraduate Studies at the Cincinnati Center, is serving as the program’s chair. “Learners will work with faculty who will help them design and follow a degree plan that suits their chosen profession. It is an ideal program for those in business, the arts, information technology, health professions, culinary studies, and in non-profit management,” said Dr. Turner. “The leadership major is really for anyone who wants to make lasting change in their professions. Learners will learn how to articulate a perspective on power in the world and forge their own place in the global community,” said Dr. Turner.

Learners will apply, analyze, and evaluate a variety of concepts and theories of leadership to their own professional practice experiences; discuss and evaluate effective management and leadership behaviors and their implications in professional practice; and describe the connections between ethics and leadership. In addition, they will learn to apply ethical principles to issues in their chosen practice; deepen understanding of the complexity of leadership and how to enhance their capacity to be effective leaders in their chosen field; and identify, assess, lead, and manage change in the professional environment.

For more information on the new Emergency Services Management program contact Fatemeh Fazely, faculty advisor, at fatemeh.fazely@myunion.edu or 800-486-3116, ext. 1511. For more information on the BS in Leadership program, contact Victor Gray, BS enrollment counselor at 800.486.3116, ext 1241 or victor.gray@myunion.edu.

Union Institute & University is a private, accredited university that has, since 1964, redefined higher education by placing learners at the center of their own education. Union serves more than 2000, self-motivated, socially conscious adults in rigorous faculty- mentored programs without interrupting professional, family, and community commitments. UI&U offers individualized programs of study leading to the baccalaureate, master’s, and doctoral degrees. In addition to its distance learning programs, academic centers are located in Cincinnati (OH), Los Angeles and Sacramento (CA), Miami (FL), and in Montpelier and Brattleboro (VT).

Face of Defense: Sailor Demonstrates Leadership, Adaptability

By Marine Corps Lance Cpl. Samuel A. Nasso
Special to American Forces Press Service

Sept. 2, 2009 - When Navy Petty Officer 2nd Class Traci Inniss enlisted in 1995, she followed in the footsteps of her military family members, even choosing to become a corpsman at the influence of her brother and sister, who had joined the Marine Corps. But Inniss, a team leader with Marine Aircraft Group 40's casualty evacuation team in Marine Expeditionary Brigade Afghanistan, quickly laid her own path, according to those who serve with her, proving her leadership of junior sailors and an adaptability for various deployments and situations.

"Her ability to adapt to a completely different kind of mission is impressive," said Navy Petty Officer 2nd Class Brandon Arnold, a corpsman who serves on Inniss' team in Afghanistan and previously deployed with her to Iraq. "Her leadership style makes us strong and is the reason why we are as tight as we are."

It was because of her leadership and adaptability that Inniss recently became the brigade's first Sailor of the Quarter, a recognition program created to acknowledge sailors who lead by example, accept responsibility and adapt to and overcome any hardship.

"I think my willingness to do anything, to take on any challenge, is the reason why I was recognized," Inniss said.

A native of Lyndon, Ill., Inniss joined the Navy in February 1995, influenced by her family's military service. In 2008, she deployed for eight months to Asad, Iraq, and now faces new challenges and different missions in Afghanistan.

Focusing on her junior sailors has been a key attribute to Inniss' leadership style for the past 14 years.

"You have to listen to your junior troops and know who they are," she said. "My junior troops always come before me," she said, adding that she helps them to grow and advance in their careers by teaching them things they need to learn.

"She puts her sailors before herself, which is evident by the success of her junior sailors, who are 100 percent [Fleet Marine Force] qualified and their 100 percent advancement to [petty officer 3rd Class]," said Petty Officer 1st Class Craig Pasanen, leading petty officer for the casualty evacuation corpsmen.

Although the end of her deployment is far beyond the horizon, Inniss has no plans to stop leading her corpsmen to excel. Once her deployment ends, she said, she plans to do what she loves most: spending time with her two children, Wynter and Aydan. Until then, her fellow sailors will continue to look to her for the leadership she has become known for.

"She takes charge, delegates fairly and is not afraid of responsibility," Arnold said. "She's always willing to get her hands dirty to help get whatever task that needs to be done, done."

(Marine Corps Lance Cpl. Samuel A. Nasso serves in the Marine Aircraft Group 40 public affairs office.)

Making Money with a Computer Virus

Running a large number of websites and a small office network has certainly given me a lot of experience in being exposed to the dangers of Viruses, Trojans and other MalWare. Also, having taught an introductory course in computer crime and written a book on technology - well, I have at least a pretty good idea about the dangers of the Internet. But, I didn’t think I would ever fall into a way to make money with computer viruses.

It started over a year ago. The first indication was the network slowing - then, several of the more popular websites were hacked. How a keylogger program became installed - well, I have my suspicions. I did some research and found an online computer repair company. Rather than take all the computers in or call a technician to the office, I figured I’d roll the dice.

I was very pleased an hour later. Remotely, the company found, killed and then restored - for a single - very reasonable price - my computer. Heck, I signed up with for year which included tuning and optimizing all computers. For the next year, every once a while, we went online and the company remotely scanned and optimized.

The year was great - but, not having had any recurrences, I let the contract lapse. Six months later, I did it this time. In an effort to improve broadcast sound quality - I did something stupid. I disable the firewall and virus protection. Really, it should have been okay. I had I remembered to re-activate the programs. The next day - we were slammed.

My fault. I contacted the remote technicians. This time - same great service, but the Trojan had burrowed deep into a single machine. It took longer - but they were able to restore everything. I was so pleased, I told the technician via chat that I would be blogging about my satisfaction; and, link to them. This honest guy says, “You ought to just become an affiliate.”

That was an easy decision. Over the last 18 months I have referred dozens of people to them - each one was as satisfied as I was. I never imagined I could become an affiliate. Because of my websites, I am an affiliate with several companies. None was this easy - nor, do I have such a personal connection. I signed up, they created a page - at no cost to me. I then registered a domain, pointed to the sub-domain they had created - and, well I am in business.

There is one last cool part - I can sign up people to be affiliates and - well, get a small commission of the people they refer. Can you imagine - all the people, all the computers, all the knotheads creating viruses - now I can make a little money helping people clean their machines!

First, if your machine is infected, or slow, I strongly recommended these technicians - it’s done remotely and very cool to watch your cursor move on its own. Second, if you would like be an affiliate - that’s right, make money with computer viruses, I encourage to click on the link and sign up!

Computer Repair

If you scroll down, on the right hand bottom you will see a link to become an affiliate.