Leadership Ideas, Information and News

Wednesday, October 28, 2009

Wounded Warrior Diaries: 'Failure is Not an Option'

By Navy Lt. Jennifer Cragg
Special to American Forces Press Service

Oct. 28, 2009 - Believing faithfully that failure is not an option is a guiding philosophy for a former Army staff sergeant who, despite his injuries in combat, applies it to his life daily. Staff Sgt. Joe Beimfohr advanced in his military career, serving as a recruiter, then as section sergeant in charge of the health, welfare and training of soldiers. In January 2005, he was assigned to 1st Infantry Division's 2nd Battalion, 34th Armor Regiment, at Fort Riley, Kan., and was deployed to Baqouba, Iraq. He was severely wounded on July 5 of that year when an improvised explosive device exploded on his patrol north of Baghdad.

Beimfohr's 25-vehicle convoy had stopped to investigate a possible IED, and he led a team to inspect the site. The team found and cut a wire that led to the road, disabling the IED. But terrorists were watching, and detonated another IED.

Army Spc. Christopher W. Dickison was killed instantly. Beimfohr lost both his legs, fractured his pelvis and right hand, and suffered abdominal injuries. His team's sacrifice in disabling the first IED directly contributed to saving the lives of other soldiers in the convoy.

Beimfohr was transported from Balad to Landstuhl Regional Medical Center in Germany, and eventually to Walter Reed Army Medical Center here, where he spent nearly a year in recovery. He became involved in many sports-related activities, from mastering martial arts to excelling in hand-cycle marathons.

Beimfohr says he's stubborn by birth, and that he believes his internal drive to persevere and overcome helped him to move past his injuries.

"When I woke up and I was alive, that is what changed everything -- that was the last thing I asked God," he said. "When I woke up and realized I was alive, everything else didn't matter, because I was alive."

During recovery, Beimfohr was different from most of his fellow wounded warriors in that he had less family support to assist him through his recovery. He said he believes this propelled him to move forward and to not feel sorry for himself. In the absence of family support, he relied on the staff at Walter Reed, peer mentors and his comrades in arms, who all helped him recover.

"During that time when I was by myself and didn't have anyone, it was probably the hardest times, and I just had faith that things would work out," he said. "I had faith in myself, and I knew that I wasn't going to call it quits."

Beimfohr drew inspiration from the countless peer mentors, many of them amputees themselves, who came to sit by his bedside to share stories of their own recovery. Another role model he drew life lessons from was champion bicyclist and cancer survivor Lance Armstrong. He recalled reading Armstrong's book and remembering a passage in which Armstrong recalls an e-mail he received from a cancer survivor welcoming him to the "club."

Though he didn't understanding the significance of the club at the time, Armstrong wrote, it served to shape his character later during his personal struggle with the disease, and through this, he truly understood what it meant.

Beimfohr said he identifies with Armstrong, because his injuries have welcomed him into a unique club as well.

"We are a unique club -- we are a unique band of brothers," he said. "Our experiences are one-of-a-kind, and especially with this generation, with the media and the Internet, and a population that supports what we do. They want to learn more about us, and that brings us together."

Wounded warriors have choices during their recovery, Beimfohr said. "You can sit in your hospital bed and complain about your injuries," he said, "or you can accept what happened to you and move forward in a positive direction."

Beimfohr said that wounded warriors forge their bond of brotherhood when they are first injured on the battlefield, lasting through the recovery and beyond. But, healing from those wounds takes some warriors longer than others, he acknowledged.

"Everyone comes around to that direction," he said. "It may take some folks longer than others to accept their injuries and to accept what happened to them. For me, the big part was seeing other people who were at different stages than I was."

Beimfohr said he drew inspiration from watching others in their recovery process when he went to physical therapy.

"I saw an achievable physical goal that I could attain if I worked hard enough and stayed positive enough," he said. "I thought that I could be like that guy. And, I think that is what really helps people turn that corner in a positive direction," he said.

Beimfohr said he doesn't believe he is a hero, but rather servicemembers killed in battle are the true heroes.

"The heroes are the guys like Specialist Dickison -- the guys who didn't come back who sacrificed their lives for their units, for their comrades, for their soldiers," he said.

Beimfohr noted his unit's efforts the day he was injured that resulted in locating three other hidden explosives. "I think Dickison's sacrifice and my sacrifice are what led to 18 other guys being alive," he said. "I went back to Fort Riley and got to see some of the soldiers who were near the explosive that day. One of my soldiers that I knew very well, his wife just had a baby. I think to myself, 'Well, what would have happened if we didn't find that device and disabled it? Then he wouldn't be here."

That, he said, makes his sacrifice worth something. "If I have to go through life without legs, it was worth it," he said.

Beimfohr currently works with the U.S. Fish and Wildlife Offices, but during his off time he doesn't seem to slow down. He is co-founder of the Able Warrior system that teaches self-defense to people with various disabilities – including many wounded warriors who have amputations of the legs and arms.

He also has acquired the passion of hand cycling. He has participated in the Marine Corps and New York City marathons, and is preparing for the Palm Beach, Fla., marathon in December.

Beimfohr is setting his sights high, looking at possibly qualifying for the U.S. Paralympics team for hand cycling. He acknowledged he might not be at the elite status yet, but added that he would like to attain that level and understands it won't happen overnight.

"I think Paralympics is something that is always the top goal for everyone who starts to compete in the higher levels," he said.

(This is the 14th installment of the Wounded Warrior Diaries series. Navy Lt. Jennifer Cragg works in the Defense Media Activity's emerging media directorate.

Monday, October 26, 2009

Wounded Warrior Continues to Lead

By Ignacio Rubalcava
Special to American Forces Press Service

Oct. 26, 2009 - The noncommissioned officer corps often is considered the backbone of the Army, but defining what it means to be a part of that brotherhood is not as easy as it sounds. A wounded warrior now serving in the plans, training, mobilization and security directorate at the U.S. Army garrison here believes that attaining NCO status does not automatically make a soldier a leader.

Though his injuries prevent him from accomplishing the basics such as physical training, weapons training or physically showing other soldiers how to perform tasks, Sgt. 1st Class Chris Edwards has elected to remain in the Army and continue to serve.

After becoming an NCO, Edwards said, a soldier usually goes through a transition period before becoming an effective leader, and learning humility is an important aspect of that transition.

"I think that the easiest way to transfer from being an NCO to a leader is for one, you have to be humble," he said. "In the grand scheme of life, you're not better than anybody else. Yes, you're a higher rank. You've probably been in longer than your troops. But to really be a leader, you have to take the needs of your soldiers before the needs of yourself. Once your troops figure out that you're there for them and not the other way around, that's when you become a leader. That's when they give you the respect.

"You earn the respect; you haven't demanded it," he continued. "They give it to you freely, and it's a much better environment."

An NCO doesn't need to yell and scream to get respect, Edwards said. "It irritates me to no end to see a young NCO yelling and screaming at his guys," he said. "You could get twice as far with just a calm word and explaining to them what they're doing wrong instead of yelling at them."

The transition from being an NCO to being a leader comes with maturity, Edwards said, "because then you're leading your troops, you're not telling them what to do."

Edwards said that being an NCO has taken on a totally different perspective for him since he was injured, but the meaning of being an NCO remains as intact in his mind as when he was able to lead his soldiers into battle.

"Being a wounded warrior, I chose to stay on active duty," he said. "I didn't need to, but it's just that I love being an NCO. I don't think there's any greater honor than leading troops into battle."

But things are much different for him now, Edwards acknowledged. "I'm just being around the guys," he said. "I'm helping out the younger troops with whatever it might be - helping to spread a little bit of knowledge, a little bit of wisdom.

"Being an NCO is a once-in-a-lifetime thing," he continued. "Once you leave, you're done. I mean, you can always retire and sit around reliving the glory days, but I wasn't ready for that, so I chose to stay in and still live them."

(Ignacio Rubalcava works in the public affairs office at U.S. Army Garrison Baumholder.)

Wednesday, October 21, 2009

Airman Prepares for New Challenges

By Air Force Tech. Sgt. Scott T. Sturkol
Special to American Forces Press Service

Oct. 19, 2009 - Though she's personally paid a high price, Air Force Master Sgt. Lisa Peele continues to "pay it forward." A little more than two years ago, Peele suffered a concussion, two broken bones and a torn knee ligament in an accident at Davis-Monthan Air Force Base, Ariz., that claimed the life of her husband, Air Force Master Sgt. Melvin Peele Jr. When the accident happened, the Peeles had been married for nearly 15 years.

"My husband was a leader, mentor and friend to all who came in contact with him," Peele said. "He served our country for 15 and a half years, and he was top in his career field and excelled in everything he did. His airmen loved and respected him so much. The Air Force suffered a great loss, and I lost my best friend, soulmate and wingman."

At the time, both of the master sergeants were acting first sergeants for their respective units: the 612th Air Communications Squadron for him and the 355th Mission Support Squadron for her. They both planned to become full-fledged, diamond-wearing first sergeants, but the accident changed everything.

"My husband had recently attended a first sergeant training seminar and was looking forward to doing more in that role," Peele said. "I was getting ready to submit my formal application for the First Sergeant Academy. The injuries set me back for 18 months while I went through [knee] surgery and months of rehab trying to learn to run again."

During her 18 months of recovery, Peele said, she received an overwhelming outpouring of support from the Davis-Monthan base community. News reports about the accident said "hundreds of airmen were acquainted" with the Peeles and that they were highly regarded in the community.

"They were there for me in my family's time of need," Peele said. "They did more for me and my family than I could ever imagine. The reason I can share this story now is because of them. I was able to find peace very early on because of their support, and for that I am truly grateful."

It's also because of that support that Peele wants to become a full-fledged first sergeant. She said it will be her opportunity to take the support she received and "pay it forward."

"It was after receiving that support I decided I wanted to be a first sergeant more than anything, because if I can do for one person what an entire base did for me, it will all be worth it," she said. "What better way to give than to be an Air Force first sergeant? I am truly blessed."

Peele's date with destiny comes Oct. 25, when she will start the First Sergeant Academy at Maxwell Air Force Base, Ala. But before course attendance was even possible, she needed a little help. That help began with Command Chief Master Sgt. Kenneth Ivey, the 437th Airlift Wing command chief master sergeant here.

With Ivey's help, Peele submitted a package to become a first sergeant to Air Mobility Command headquarters at Scott Air Force Base, Ill. Command Chief Master Sgt. Joseph Barron, AMC's command chief master sergeant, approved it in April. Since then, Peele has been designated to be the first sergeant for Charleston's 14th Airlift Squadron once she completes the First Sergeant Academy.

To accept the first sergeant job, Peele had to re-enlist to have enough retainability. Her re-enlistment also turned into a special event.

"Chief Ivey suggested that I get on a trip to Scott to meet Chief Barron, who had approved my package," she said. "Plus, I would get to finally see what my airmen really do."

The trip was Peele's first flight on a C-17 Globemaster III transport jet, and first time she ever put on a flight suit. While she was at the alterations shop having her flight suit prepared, Peele received a phone call from the military personnel element to pick up her re-enlistment paperwork.

"It was then that it dawned on me that it would be pretty cool to re-enlist on the plane," she said. In addition to Barron, Air Force Gen. Duncan J. McNabb, commander of U.S. Transportation Command, and Air Force Gen. Arthur J. Lichte, AMC commander, would be aboard. McNabb served as her officiating officer for Peele's re-enlistment.

"It just all made sense to get re-enlisted on my first flight for my first unit as a first sergeant," Peele said. "The bonus memory from this experience is my re-enlistment also took place in front of Chief Barron, who had approved my application for the First Sergeant Academy."

Now, Peele said, she is is thrilled to be on the path she and her husband set out upon two years ago. During her re-enlistment ceremony, she said McNabb had said something that brought her to tears as he remembered her husband during his remarks.

"General McNabb said many kind words, but what sticks out most is that he spoke about how my husband would be smiling down on me and be very proud of me that day," Peele said. "I miss him and I know he would be proud of me becoming a first sergeant, and to have a chance to 'pay it forward.'"

(Air Force Tech. Sgt. Scott T. Sturkol serves in the Air Mobility Command public affairs office.)

Monday, October 19, 2009

WHAT A CENTURY-21 LEADER DOES AND WHAT A CENTURY-21 LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 7.0 – As of October 19, 2009 (Ref



Version 7.0 – As of October 19, 2009

BRIEF INTRO (COMMENTARY): The reader, as his intellects speaks to mine these ideas (success precepts for genuine, concrete 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 and www.CyberCV.blogspot.com Honorable Lieutenant Raymond Foster (ret.) wisely invites people to “challenge yourself.” I have done this literally for a number of years. I find the derivatives of this term – to some substantial extent – quite Socratic.

THE BRITISH DIPLOMAT, A TRUE STATESMAN AND LEADER, AND HIS SIMPLE BUT PROFOUND COUNCIL (REAL LIFE): “You go somewhere and you try and understand that country because one day you may need to negotiate with that country.” The extreme incompetence of diplomatic leadership of some public servants in the world is begetting and begetting reckless belligerent actions in the theater of operations as some of the incumbents prefers “issuing” a projectile than a constructive statement. There, too, can be a theater of operation in and for peace. There is no corner in the world that is no needy of truly smart diplomats so this mention is to the entirety of the world. Did you know you can launch a preemptive diplomatic campaign and prevail in peace and without making your counterpart sour or in humiliation? Honorable President Lincoln sentenced: “Am I not destroying my enemies when I make friends of them?"

“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. I do admire an eminent British leader, especially Sir Winton Churchill who stated: “The empires of the future are the empires of the mind.” 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 utilizing the disciplines of Science, a recurrent suggestion he made to the people he cared for. Many authors and academicians – researching the great captain waging wars in history – insist that, at least until 1999, the United States military establishment makes thorough doctrines out of Napoleon’s “best practices.” Corsica, his birthplace, is a Mediterranean isle of extremely proud, well-reasoned and hard-working people. Although Italy and France has fought over Corsica through many years back, Corsicans feel themselves – and make certain the “outsiders” of Earth get it – neither Italians nor French ones, just Corsicans. I am not a 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 immense leader, 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 realpolitik geopolitics at that time. I tendered 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 formidable WISDOM REGARDING EDUCATION AND EDUCATION ALONE, as well as for emphatic interest for Science and the English language. In these two practical traits – and beyond any ambiguity – Voltaire agreed with Napoleon’s view (or otherwise) to immense exactness.

EXPERIENCE AS PER BENJAMIN FRANKLYN! “Experience is a dear teacher, but fools will learn at no others.”


LEADERSHIP SUCCESS TENETS:

# 1 – This Leader Is An Actionable Statesman.

# 2 – This Leader is thoroughly moral and ethical in deed and spontaneously projected example.

# 3 – This Leader is happily located and navigating through Century 21.

# 4 – This Leader is, 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 without paralyzing in the analysis.

# 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 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 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.

# 94 – This Leader reserves consistency between their attempts and actions.

# 95 – This Leader, in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.

# 96 – In each situation, this Leader provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.

# 97 – This Leader thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.

# 98 – For this Leader, the other side information advantage is never in his / her blind spot.

# 99 – This Leader’s First Nature is to wholly trustworthy and never wholly trusting.

# 100 – This Leader is afraid neither the future nor the past but make a mark on the moment.

# 101 – This Leader resists the obvious to embrace the newness of ignored flanks.

# 102 – This Leader does not look through the mirror but every window.

# 103 – This Leader build bridges between failures and sustainable successes.

# 104 – This Leader’s greatest action is to pause to engender cross-pollinated perspectives from pondering, discernment, and actionable reflections.

# 105 – The only stasis this Leader knows is the order tendered by chaotic measures that institute and restore harmony.

NB: I highly appreciate the gracious invitation of Honorable Lieutenant Raymond Foster (ret.) when he kindly invited me to take part with my deep reflections in his prominent and thoughtful 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. It is my greatest honor, privilege, and distinction to have been invited to disseminate some of my ideas on leadership, chiefly stemming from major consideration of the personal cosmosvision embedded in the “risk” portrayed by the human factor.

TO VIEW AND LISTEN TO ANDY'S AUDIO BIO, PLEASE LOG ON TO http://www.slideshare.net/andresagostini/1-2454433

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. At Google.com, write “andres agostini” and click search. Read more at:

http://www.blogger.com/www.AgostiniWorks.blogspot.com

http://www.blogger.com/www.ecademy.com/account.php?op=cv&id=408933

http://www.blogger.com/www.plaxo.com/directory/profile/201864946128/463c7d64/High-Tech/High-Tech+Visionary

http://www.blogger.com/www.BeyondCV.blogspot.com

http://www.blogger.com/www.CyberCV.blogspot.com

http://www.blogger.com/www.AA450.blogspot.com

http://www.blogger.com/www.AA210.blogspot.com

http://www.blogger.com/www.twitter.com/sciczar

http://www.blogger.com/www.linkedin.com/in/andresagostini

http://www.blogger.com/www.slideshare.net/andresagostini

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http://bigthink.com/wwwagostiniworksblogspotcom

http://www.blogger.com/www.youtube.com/andresagostini

http://www.blogger.com/www.blogtalkradio.com/OmniSciCzar

http://www.blogger.com/www.SciEditor.blogspot.com

http://www.blogger.com/www.Omniscieditor.blogspot.com

http://friendfeed.com/OmniSciCzar

http://OmniSciMogul.wordpress.com/

NOTA BENE: "TRANSFORMATIVE AND INTEGRATIVE RISK MANAGEMENT" (TAIRM) is not only a pervasive methodology to exploit sustainable and breakthrough UPSIDES out of DOWNSIDES but also it represents a hyper-catalyzer to amplify the intelligence of your biological computer. Dr. Stephen Hawking mentioned that no one is compelled to study the Universe but that is “foolish” not to do it. By the same token and as AI and massive automation is beyond geometrically exponential, it is “foolish” not to cultivate and expand the mind. View the description at http://www.slideshare.net/andresagostini/definition-of-tranformative-and-integrative-risk-management-authored-by-copyright-2005-andres-agostini-andy-arlington-virginia-usa

From Inconsequential and Suboptimal Leadership Into Breakthrough Leadership! By (c) Copyright 2009 Andres Agostini

Tuesday, October 13, 2009

Program Manager Earns Award Named for Mentor

By Bill Johnson-Miles
Special to American Forces Press Service

Oct. 13, 2009 - Earning a first-time Defense Department award is always nice, but when it's named for the leader who mentored your dad, yourself and your sons, it's extra special. That's exactly what happened to Paul Mann, joint program manager for the mine-resistant, armor-protected vehicle program at Marine Corps Systems Command here. He is the first recipient of the Rear Adm. Wayne E. Meyer Memorial Award, presented at the Pentagon in September.

"No other individual in our department has made a bigger impact for the warfighters in Iraq and Afghanistan than Paul Mann," said Sean Stackley, assistant secretary of the Navy for research, development and acquisition. "His efforts and the vehicles his team delivers have directly led to the saving of countless lives and our ability to accomplish our objectives in this time of war."

Marine Corps Brig. Gen. Michael Brogan, commander of Marine Corps Systems Command, also commended Mann's work in getting the life-saving MRAPS – designed to deflect the blast from roadside bombs – into the combat theater.

"Paul Mann and the entire MRAP team have done an outstanding job," he said. "That, and Paul's professional relationship with Admiral Meyer, made him the perfect selection for the inaugural presentation of this new award. We are very proud of Paul and his entire team. This is a great honor."

The Meyer Memorial Award, created this year to honor extraordinary members of the acquisition community, is named for the father of the Navy's Aegis weapons system, who died in September. Meyer was a senior advisory group chairman on three major projects Mann led from 1996 to 2005. Mann's last day with the admiral was in Bath, Maine, in October 2008 at the christening of a Navy guided-missile Aegis destroyer named for Meyer. The commissioning of USS Wayne E. Meyer took place Oct. 10 at Penn's Landing in Philadelphia.

"Admiral Meyer visited my father in the early 1970s when dad was a master chief fire-control technician in the Navy," said Mann, a resident of Stafford, Va. "Dad and I both served as civil servants, delivering Aegis ships and training their crews to use their missile systems. Admiral Meyer was, is and will always be the 'Father of Aegis.' His genius and love for the Navy cannot be overstated."

Mann's program management philosophies mirrored Meyer's in setting the benchmark for an atmosphere of urgency, cooperation and mutual support. The MRAP program is the Defense Department's highest-priority acquisition program. It started in October 2006, and under Mann's leadership, the program devised and executed a rapid acquisition strategy through competitive prototyping, delivering the first vehicles to the combat theater just months after the program's start.

Since then, the program has delivered more than 16,000 MRAP trucks, along with the support necessary to test, field and sustain the vehicle fleet around the world. Today the MRAP program remains agile as attention shifts from Iraq to Afghanistan and its vastly different terrain. In coordination with the Space and Naval Warfare Systems Command and U.S. Transportation Command, the program delivered the first MRAP all-terrain vehicles to Afghanistan earlier this month.

"Admiral Meyer's dedication and commitment to really big outcomes for the Navy are inspirational and contagious for our entire MRAP team," Mann said. "I can honestly say that many of the achievements in the
joint MRAP enterprise was enabled by the training and mentorship he generously shared with me, and by extension, our entire Joint MRAP team. I am deeply humbled by this recognition, and will share it with the numerous teammates who continue the mission to keep our warfighters safe."

(Bill Johnson-Miles works in Marine Corps Systems Command's communications office. Navy Cmdr. Victor Chen, public affairs officer for the assistant secretary of the Navy for research, development and acquisition, contributed to this article.)

Saturday, October 10, 2009

WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 6.0 – Oct/10/2009



WHAT A CENTURY-21 PRETER-LEADER DOES AND WHAT A CENTURY-21 PRETER-LEADER IS … BY © COPYRIGHT 2009 ANDRES AGOSTINI (ANDY) — Version 6.0 – As of October 10, 2009 (Refined, Expanded, Extended).

Brief Intro (Commentary): The reader, as his intellects speaks to mine these ideas (success precepts for genuine, concrete 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 and www.CyberCV.blogspot.com

THE BRITISH DIPLOMAT, A TRUE STATESMAN AND LEADER, AND HIS SIMPLE BUT PROFOUND COUNCIL (REAL LIFE): “You go somewhere and you try and understand that country because one day you may need to negotiate with that country.” The extreme incompetence of diplomatic leadership of some public servants in the world is begetting and begetting reckless belligerent actions in the theater of operations as some of the incumbents prefers “issuing” a projectile than a constructive statement. There, too, can be a theater of operation in and for peace. There is no corner in the world that is no needy of truly smart diplomats so this mention is to the entirety of the world. Did you know you can launch a preemptive diplomatic campaign and prevail in peace and without making your counterpart sour or in humiliation? Honorable President Lincoln sentenced: “Am I not destroying my enemies when I make friends of them?"

“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. I do admire an eminent British leader, especially Sir Winton Churchill who stated: “The empires of the future are the empires of the mind.” 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 utilizing the disciplines of Science, a recurrent suggestion he made to the people he cared for. Many authors and academicians – researching the great captain waging wars in history – insist that, at least until 1999, the United States military establishment makes thorough doctrines out of Napoleon’s “best practices.” Corsica, his birthplace, is a Mediterranean isle of extremely proud, well-reasoned and hard-working people. Although Italy and France has fought over Corsica through many years back, Corsicans feel themselves – and make certain the “outsiders” get it – neither Italians nor French ones, just Corsicans. I am not a 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 immense leader, 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 tendered 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 formidable WISDOM REGARDING EDUCATION AND EDUCATION ALONE.

Leadership Success Tenets:



# 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.
# 94 – This Leader reserves consistency between their attempts and actions.
# 95 – This Leader, in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.
# 96 – In each situation, this Leader provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.
# 97 – This Leader thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.
# 98 – For this Leader, the other side information advantage is never in his / her blind spot.

NB: I highly appreciate the gracious invitation of Honorable Lieutenant Raymond Foster (ret.) 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.CyberCV.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