Leadership Ideas, Information and News

Friday, February 26, 2010

American Heroes Radio 100th Anniversary Show Update

American Heroes Radio will broadcast its 100th show, tonight, February 26, 2010, at 1700 hours Pacific. Guest for the Anniversary Show will include:

Former USMC Major Richard Botkin; Private Investigator Jimmie Mesis; former San Francisco Police Department Detective Linda Flanders, former Deputy Sheriff Brian Kinnard; former marine and Howard County Police Department police officer James H. Lilley; Vietnam Veteran Arthur Wiknik; former St. Louis County Police Department law enforcement official Ken Dye; the son of Colonel James R. Haun, a World War II fighter pilot; attorney and former police officer Sean Rogers; Senior Sergeant Martin Katz, Broward County Sheriff’s Office (ret.); Special Agent Bob Hamer, Federal Bureau of Investigation (ret.); Vietnam Veteran and former New York Police Department police officer Joe Sanchez; Vietnam Veteran and retired New York Police Department Detective Alan Sheppard; Retire New York State Correction Officer Al Bermudez Pereira; retired Sergeant Gregory Allen Doyle, Upland Police Department; Lieutenant Art Adkins Gainesville Police Department; Dr. Andrew J. Harvey, retired police captain, educator and author; Detective Don Howell, Huntington Beach Police Department (ret.); and, Captain Frank Root, Arizona Department of Public Safety (ret.).

Listen Live
http://www.blogtalkradio.com/lawenforcement/2010/02/27/100th-anniversary-show

Son Inspires Marine to Succeed


By Marine Corps Lance Cpl. Daniel Boothe
Special to American Forces Press Service

Feb. 26, 2010 - Inspired by his son, a noncommissioned officer here shattered the glass roof of his dream by wrestling his way to the top. "It's pretty hard to be a single dad in the Marine Corps," said Gunnery Sgt. Ignacio Ramirezlazos, training staff noncommissioned officer for the Installation Personnel Administration Center. "I did it to set the example for my son and to show him that the patience and discipline wrestling teaches you will get you a long way."

Ramirezlazos's championship journey began in February 2007, after criticism from his son rekindled his childhood gold medal aspirations. Seven-year-old Marco was competing in a local tournament when his father expressed disappointment in his performance. "I remember telling him to stop slacking and give it more effort," Ramirezlazos said. "He had pinned the kid several times before, and was close to beating him again."

After the match, Marco stopped, turned to his father and said, "You are not the one out there wrestling." Ignacio fell silent. From then on, Ramirezlazos said, he knew he would have to lead by example.

Ramirezlazos joined the Marine Corps right out of high school, and was now returning to the mat 15 years later. The former high school wrestler began competing at local tournaments and found nothing less than discouragement.

"To tell you the truth, I didn't want to show up to the next match," he said. "I was wrestling college students that were fresh from high school."

He pushed forward though, and spent a majority of 2008 competing at local tournaments, fine-tuning his techniques. At the urging of his friends, Ramirezlazos registered for the 2009 USAA National Wrestling Championship in Las Vegas the following year.

He entered the 152-pound weight class and competed in the Veteran Freestyle and Greco Roman categories. Contenders were scored on the best of three matches. Ignacio lost his first match.

With victory now unlikely and nothing to lose, he dominated his next opponent. Ramirezlazos continued into the finals, and after a riveting first-round rematch, he won the wrestling championship for his weight class. This win qualified him in both categories for the Olympic World Wrestling Championship competitions in Turkey and Sweden.

Ramirezlazos was unable to attend the Olympic wrestling competitions, but the 34-year-old NCO is OK with that. Just being able to say he made it, he said, was enough for himself and his son.

"It's awesome that my dad made it to the world championship," Marco said. "I hope one day I can make it there too."

(Marine Corps Lance Cpl. Daniel Boothe serves at Camp Pendleton, Calif.)

Going beyond out-of-the-box leadership By Andres Agostini



In leading my own self, I like to execute execution through this:

1.- Picture mentally radiantly.
2.- Draw outside the canvas.
3.- Color outside the vectors.
4.- Sketch sinuously.
5.- Far-sight beyond the mind’s intangible exoskeleton.
6.- Abduct indiscernible falsifiable convictions.
7.- Reverse-engineering a gene and a bacterium or, better yet, the genome.
8.- Guillotine the over-weighted status quo.
9.- Learn how to add up—in your own mind— colors, dimensions, aromas, encryptions, enigmas, phenomena, geometrical and amorphous shapes, enigmas, phenomena, methods, techniques, codes, written lines, symbols, contexts, semantic terms, magnitudes, longitudes, hunches, so forth.
10.- Project your wisdom wealth onto communities of timeless-connected wikis.
11.- Cryogenize the infamous illiterate by own choice and reincarnate (multiverse teleporting out of a warped passage) Da Vinci, Bonaparte, and Einstein.
12.- Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community.
13.- Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D+Innovation.
14.- Kaisen it all unthinkably and thoroughly by recombinant, Gendaken&Gestalt-motorized judgment.
15.- Provide a road-map for drastically compressing the time it will take you to get on the top of the job, nonetheless of your organizational level.
16.- With the required knowledge and relationships embedded in organizations, create support for, and carry out transformation initiatives.
17.- Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure.
18.- Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility.
19.- Institute coalitions that translate into swifter organizational adjustments to the inevitable stream of changes in personnel and environment.
20.- Mobilize the overriding energy of many others in your organization.
21.- Step outside the boundaries of the framework system when seeking a problem solution.

Thursday, February 25, 2010

Sergeant Major Reflects on Career


By Marine Corps Sgt. Juan D. Alfonso
Special to American Forces Press Service

Feb. 25, 2010 - After a 30-year military career, Marine Corps Sgt. Maj. James Roberts Jr. is hanging up his uniform for the last time. His fellow Marines here say Roberts leaves behind a legacy of Marines who have learned and carry on his traditions of being a leader who truly cares about his troops, always remains positive and never is comfortable sitting behind a desk.

Roberts, the sergeant major for Headquarters and Service Battalion, Marine Forces Pacific, may be best remembered for spending time with his Marines.

"I think I walk the halls a lot," said Roberts, who hails from Allendale, S.C. "I'm always in someone else's office, talking to the Marines, getting to know the Marines. I've got to stay in touch with them. If they have questions, I want to be there to answer them. I've always preferred being hands-on."

Roberts described his early years as always having something to do while growing up in a small town. It was in Allendale, he said, that he learned a work ethic that propelled him through his career as a Marine. He joined the Marine Corps after watching a recruiter enter a convenience store he worked in as a teenager. Blown away by how the sergeant presented himself, Roberts took his first step toward becoming a Marine.

"I thought to myself, 'Man that's a nice-looking uniform. I want to be a Marine,'" he said. "Back then I didn't think a whole lot about serving my country. I'd seen the commercials on TV, but what really did it was when I saw that Marine and that way he carried himself."

Roberts enlisted as a field wireman in November 1980. He attended recruit training at Marine Corps Recruit Depot, Parris Island, S.C.

One of the unique aspects of his career is that he never requested to be stationed anywhere. The Corps moved him from duty stations on the East Coast to Japan. He never complained and made the best of where the Corps needed him.

One such occasion was in 1984. Shortly after arriving to Albany, Ga., Roberts learned his section was overmanned and that he would not be working in the section in which he'd expected to serve.

"They offered me a couple of different jobs," he said, chuckling. "I took assistant athletic director because it sounded better."

It was during his time in Georgia that he decided to change his career field to utilities.

Roberts said he enjoyed working as a utilities technician because it made life better for Marines. He worked with water purification, generators and air conditioning systems -- everything a unit needs to improve the quality of life for deployed Marines.. But it took some time before he mastered his craft. Changing career fields as a sergeant required him to take advice and learn from his juniors, an experience that helped to shape his leadership style today.

"Because I [changed career fields] as a sergeant, I had to rely on my lance corporals and corporals to correct me," Roberts said. "They knew the job, and I didn't. That experience taught me to never lose touch with the Marines and to always have that level of communication. Sometimes, they just have a better way of doing it that you haven't thought about. It's all about teamwork."

You don't have to go far here to find people who like Roberts' style.

"He was just driven," said Elger Talley, a retired Marine who served with Roberts in Japan and now works here as a civilian contractor. "He and I were staff sergeants together in Iwakuni, and I just thought he was dynamic. He's one of the top 10 Marines I've ever known. He was always well received, squared away. When I ran into him working here, and saw that he was a sergeant major, I could see that. Even back then as a staff sergeant, I saw that he had it in him."

Marine Corps Sgt. Diamond Robinson, Marine Forces Pacific operations section administrative chief, said he's learned a lot from Roberts "because of his leadership and who he is as a man." said

"He's impacted my life in a lot of ways," he said. "He's very, very, very understanding. He's not the kind of leader that hounds his Marines. He's straight and to the point, but you can tell there's some compassion, that he really cares about his Marines. Just [from] the way he carries himself and all the activities he does outside of the Marine Corps, you can tell he's a man of morals and values, and that's something to look up to."

With his retirement ceremony scheduled for April 16, Roberts is taking advantage of the time he has left to pass his secrets of success to the Marines under his charge.

"Be where you're supposed to be, when you're supposed to be there, in the right uniform and in the right frame of mind," he said. "Keep a positive attitude with everything you do, and everything you do should be positive.

"You've got to embrace change," he continued. "If you're plan is to just do four years and get out, that's fine, but take the opportunities to do certain things you thought you couldn't do. The Marine Corps is a great way of life."

He paused, and then grinned from ear to ear. "Oh, and one more thing," he said. "Save your money. We can't stay [in the Corps] forever. We have to prepare for the day we take off the uniform."

Roberts officially retires Sept. 1, and he said he will dedicate the rest of his life to his college education, mentoring at-risk teenagers and working on his golf swing.

(Marine Corps Sgt. Juan D. Alfonso serves with Marine Forces Pacific.)

Wednesday, February 24, 2010

Guard's Youth ChalleNGe Nears 100,000 Grads

By Army Staff Sgt. Jim Greenhill
Special to American Forces Press Service

Feb. 24, 2010 - With increasing government and private support, a National Guard program that helps high school dropouts transform their lives is closing in on its 100,000th graduate. "The National Guard is proud of the success of the National Guard Youth ChalleNGe Program," said Air Force Gen. Craig R. McKinley, chief of the National Guard Bureau. "It is essential that we reduce the number of high school dropouts, and Youth ChalleNGe is part of the solution."

McKinley was hosted by retired Air Force Lt. Gen. John B. Conaway, chairman of the National Guard Youth Foundation, along with several other corporate and military leaders, politicians and celebrities at the 2010 Challenge Champions Gala last night.

"General McKinley and the National Guard are not only fighting our nation's wars overseas and helping here inside the United States, ... but they have another mission – helping to save America's youth, so they can be productive citizens," Conaway said.

Highlights for the nation's second-largest mentoring program in the last year include a jump in the percentage of federal dollars contributed to each state from 60 percent to 75 percent; an Office of Management and Budget-directed $20 million boost in Defense Department money for the program for the 2011 fiscal year; and increasing private support despite a challenging economy.

"I'm not doing it for nobody else," said Jameka Micchell, a 17-year-old ChalleNGe cadet from Georgia, who was selected to attend the gala. She is in the 17-month voluntary intervention program and has her heart set on joining the 92,850 young people who have graduated since 1993.

"I'm doing this for myself," Micchell said, "because I realize that I need to change."

About 1.3 million students drop out of high school each year, costing the nation more than $335 billion in lost wages, revenues and productivity over their lifetimes, Youth ChalleNGe officials said.

"This is a national epidemic, and it is a national shame," said Louisiana U.S. Sen. Mary Landrieu. "We must do something about it, and this program does."

High school dropouts are more likely to live in poverty, receive public assistance, go to prison and face health problems and divorce. Life expectancy is nine years shorter than a high school graduate. Of the $50 billion the federal government spends on incarceration, $45 billion is spent on individuals who did not get a high school diploma.

"Not only does this dropout rate cost our economy billions of dollars each year, but it means that fewer and fewer Americans are able to succeed in this economy," Landrieu said. "It is our responsibility to provide opportunities – not guarantees, but opportunities."

The National Guard has been doing that since 1993, when the congressionally mandated program was founded.

Twenty-seven states and Puerto Rico currently have the program; another five states and the Virgin Islands have requested to add the program, which targets 16-to-18-year-old high school dropouts.

At the gala, J. Randolph Babbitt, administrator of the Federal Aviation Administration, gave out the first two pilots' licenses he has personally presented since he took office to two graduates of the Youth ChalleNGe Program. Rick Hendrick, owner of Hendrick Motor Sports – home of NASCAR driver Dale Earnhardt Jr. – announced 10 mechanic internships for cadets. And WWE superstar MVP told of how he got caught up in street gangs and served a nearly 10-year prison sentence before turning his life around.

"Crime pays, but you have to pay it all back with interest," MVP said. "It is through dedication, hard work and sacrifice you can achieve your dreams – not through crime."

"The cadets are just very, very inspirational," said Indy 500 champion Dan Wheldon of Panther Racing. "It really drives us on to be able to represent the National Guard and the Youth ChalleNGe Program."

Earnhardt said he sees the cadets as the true stars. "Their paths in life are inspirational to all of us," he said. "I don't give them advice: I listen."

(Army Staff Sgt. Jim Greenhill serves at the National Guard Bureau.)

Monday, February 22, 2010

'Snake Man' Embodies Humor


By Army Spc. Spencer Case
Special to American Forces Press Service

Feb. 22, 2010 - Army Staff Sgt. Steven C. Staley, an information network analyst for the 580th Signal Company here, is known for his selfless volunteerism and his sense of humor. But most of all, he is known by the Afghan vendors of the local bazaar as 'Snake Man' for a beautifully executed prank he pulled at the beginning of his deployment in August.

Each time he visited the bazaar, Staley would ask the vendors if they could catch a cobra for him. He told them he wanted to take a picture of one with its hood spread.

"They all agreed the second trip I went out there that they couldn't do it," said Staley, an avid hunter and a member of the Choctaw Indian tribe who calls Seminole, Okla., his home. "But they pointed to the hills, north of us I guess, and said, 'If you go over there, you can catch one.'"

Staley told the vendors he'd try to catch a cobra while on a patrol the following week. "And that's when I started cooking up this little plan," he said.

Staley found an empty sand bag and placed a curled segment of a rubber fuel hose inside it. With some clever acting, he convinced the vendors that he had a live cobra inside.

"I held the sandbag away from my body just to give them the impression I had really caught one," Staley said. "And they saw me coming, and they were like, 'Sergeant Staley, you got one? You got a cobra?' and I said, 'Well, yeah, but I didn't catch it,' because they already knew I was scared of them. So, when I got closer to them, two of them started backing away and the other two put their hands on the top of the sandbag, because they didn't want me to open it up."

As the vendors began to communicate frantically in Pashtu, the joke culminated in Staley's reaching his hand into the bag, pretending to get bit, and throwing the hose up. Two of the vendors screamed and a third began backpedaling in his sandals, kicking up rocks and dirt as he went. Two U.S. soldiers watching the performance from a distance said if it had been caught on video it would have become a YouTube classic.

Now, as soon as Staley steps into the gate of the bazaar area he hears, "Snake Man, come over here!" he said.

Staley stands out in his unit not only for his antics, but for his strong sense of duty to others. Staley said he is proud to be a part of a unit that fosters a volunteer-friendly command environment, and that he follows the examples of Army Lt. Col. Ivan Montanez, the commander of the 25th Signal Battalion, and others in lending a helping hand.

When the first sergeant of the combat surgical hospital sent out a request for help during mass-casualty events, Staley answered the call. Now, Staley can be found at the hospital during every such event, helping the medics prepare for the incoming patients. Following the Dec. 31 attack on the CIA compound at Combat Outpost Chapman, Staley stayed behind to clean the stretchers and stretcher carts.

"If I can do that -- bring in the wounded -- that frees up the medical people to do the patching and repairing. I can do that, [and] it's going to save somebody's life," he said.

Staley also spends a few hours a week as a scribe for A Company, 405th Civil Affairs Battalion, which meets with local Afghans who want to discuss grievances and request humanitarian assistance. Staley said he believes that volunteering is the right thing to do and that it's contagious. Already, three noncommissioned officers from his unit have started volunteering with him, he noted.

"That's my deal, to challenge NCOs and soldiers alike to volunteer at something," Staley said. "It makes the time go by over here faster and it gives you a good feeling."

Staley joined the active-duty Army in 1990 and became an Oklahoma National Guardsman in 1994. In his civilian career, he was a policeman in Seminole from 1995 to 2001 before he went into the Active Guard Reserves. Staley enjoyed his job in the Reserves but was discontented because circumstances had separated him from his two children, who live in Regensburg, Germany. So, last year he decided to take a gamble and return to active duty in the hopes that he would eventually end up in Germany.

It's beginning to look as if his gamble is going to pay off, as his request for duty in Germany has been approved.

Staley said he looks forward to seeing his children when his deployment ends in July. He plans to stay in the Army until his 20-year mark and beyond, he said, because he loves it. He also is nearing completion of his Bachelor of Science degree in ethics and management.

"The man doesn't think about himself — ever," said Army 2nd Lt. Kevin Kirk, a direct signal support team officer in charge in the 580th Signal Company. "He's a very funny guy; he keeps things light around here. We're very lucky to have him here."

(Army Spc. Spencer Case serves with the 304th Mobile Public Affairs Detachment.)

Mullen Helps to Honor Ward, Other Black Engineers


By Navy Petty Officer 2nd Class Elizabeth Vlahos
Special to American Forces Press Service

Feb. 22, 2010 - The chairman of the Joint Chiefs of Staff helped to honor he accomplishments of Army and Navy members here Feb. 20 during the 24th Annual Black Engineer of the Year Awards gala. Navy Adm. Mike Mullen presented Army Gen. William E. "Kip" Ward, commander of U.S. Africa Command, with the Lifetime Achievement Award for his leadership and mentoring throughout his 39 years in the Army.

Ward is the only active-duty four-star African-American general, and is only the fifth African-American to achieve this rank. Mullen spoke warmly of Ward as he presented the award, saying he represents "the best of the best."

"I've watched him influence [and] lead people in peace and war," Mullen said, "and everyone I know thinks the world of who he is and who and what he represents. He's a dear friend, an exceptional soldier, [and] a wonderful family man."

"It's truly humbling to enter the ranks of the Lifetime Achievement Award winners," Ward said, crediting his success to the "women and men who make our nation great by the contributions they make each and every day."

Ward stressed the importance of a strong education.

"This is a time when we see so many challenges, but in those challenges reside such great opportunities," he said. "Those opportunities are at the hands of these men and women who, having a sound education, can achieve success in life because of mastering that fundamental. A college education teaches people how to unlock the totality of their potential."

Maria V. Thorpe, head of the avionics system integration branch at Naval Air Systems Command, was the first Navy Department employee to be honored at the gala, receiving the Community Service Award for her volunteer efforts.

Jeremy D. Laster, a structural engineer for the Army Corps of Engineers' New Orleans district, was recognized as the Most Promising Engineer or Scientist in Government for his work in the design and development of the Hurricane Risk Reduction System in New Orleans.

"Jeremy Laster is a bright young star in the Corps of Engineers," said Army Lt. Gen. Robert L. Van Antwerp, commander of the Army Corps of Engineers, as he presented the award. "He's emerging as one of our most outstanding young engineers and leaders."

Van Antwerp recited a litany of Laster's many projects, including the development of structural designs, flood walls, coffer dams, and the evaluations of foundation requirements for difficult soils in southern Louisiana.

"When I was in high school," Laster said in his acceptance speech, "my tenth-grade chemistry professor told me something that changed my life. 'If I were in your shoes, I would go to Jackson State University [and] major in engineering.' ... Well, I took his advice, and I stand before you tonight, and I will continue to stand before you, as a structural engineer for the Corps of Engineers," he said.

Steffanie Easter, assistant commander for acquisition at Naval Air Systems Command, and Sharon Smoot, assistant deputy commander of Naval Sea Systems Command, received Professional Achievement in Government awards.

"It's an extreme honor. ... I am humbled," Easter said. "An individual has to work hard and prove themselves, but it's also very helpful to have people that support you. I've had great mentors throughout my career who have encouraged me to do things that I would never have even considered doing, people who have pushed me out of my comfort zone and challenged me to do more than I had ever dreamed of. I am thankful to all of them for this honor, because it's really theirs as well as mine."

Smoot noted that she and Easter do some speaking engagements together. "We take everything that everyone has poured into us in our careers and we try to pour it into the work forces here, in encouraging our children to enter into [science, technology, engineering and mathematics] careers and STEM fields," she said. "We really do go out and reach out to community, those we oversee in our day job, and even further out from that to ensure that we have a future work force out there to support the Navy's requirements."

Davede Alexander, former director of strategic outreach at the U.S. Naval Academy in Annapolis, Md., received the Diversity Leadership in Government award.

"[Davede's] outstanding record led to his nomination as director of the newly established Strategic Outreach Office [in 2005]," said Navy Adm. Gary Roughead, chief of naval operations, who presented the awards to all the Navy honorees. "Today, this department has generated dramatic results, increasing awareness and interest in the Naval Academy, and producing a spectacular 40 percent rise in applications for the Class of 2013 over the previous year.

"Through nationwide marketing campaigns, encouraging young people to become leaders and professional engineers at the Naval Academy," he continued, "Davede is helping young people find the Navy and all its great opportunities."

Alexander noted that he and his mother started in humble surroundings in Savannah, Ga.

"God -- ironically, through the U.S. Army -- issued us a tremendous husband and father," he said. "Our new life experiences spanned from Germany to Washington, D.C. Through those experiences, I learned that diversity means more than trite descriptions like race or ethnicity.

"It goes far beyond that," he continued. "It includes varied talents, unique experiences, intelligence, perseverance, confidence [and] leadership. Those terms are the ones that actually legitimize the concept of diversity. ... When you look beyond color, and actually go after talent, the outcome really isn't that surprising."

The Black Engineers of the Year awards program recognizes servicemembers, students, executives, educators and professionals who demonstrate outstanding performance and help to shape the course of engineering, science and technology for the future.

(Navy Petty Officer 2nd Class Elizabeth Vlahos serves at Defense Media Activity Anacostia.)

Sunday, February 21, 2010

Leadership: Texas Hold 'em Style

According to a recent reader of Leadership: Texas Hold ‘em Style, “I want to weigh in on this book written by Raymond Foster and his cohort Andrew Harvey. I returned to school last year after 30 years of working and raising my family. In the process I have bought a plethora of books in the last year or so. I bought this book as I studied leadership from a an academic point view as well as using it in my profession. I have enjoyed a great career in law enforcement and in recent years I find myself in positions of leadership, both at work and within our police union. With the advent of the current economic crash leadership skills are in huge demand. I can't believe I waited to read this book until now. I needed to read this book years ago as I found myself leading people through these times.

But hey, better late than never! The authors of this book are incredibly educated and insightful in their perceptions and philosophies on leadership. They are not writing from theory, they are writing from experience, adding to the credibility factor of this book! The poker analogies used in this book are awesome and very to the point. They take the topic of leadership and deliver their thoughts in a down to earth fashion that anyone can comprehend and apply. This book is so easy to read but yet makes one ponder and consider some very insightful principles. They both have had success in their lives and know from which they speak. I would recommend this book to anyone considering taking a leadership role. It is a meat and potato approach that should be mandatory reading for every leadership course.


Buy it, read it, apply it, and live it! Great book!

Friday, February 19, 2010

Attorney General Holder Announces Creation of Tribal Nations Leadership Council

February 19, 2010 - Attorney General Eric Holder today announced the creation of the Justice Department’s Tribal Nations Leadership Council (TNLC), a group of tribal leaders from around the country that will advise him on issues critical to tribal communities. The TNLC marks the first time a council composed of tribal leaders selected by tribal governments will advise Justice Department leadership on an ongoing basis. The creation of the TNLC fulfills a pledge made by Attorney General Holder at the department’s Tribal Nations Listening Session in October 2009.

"The Tribal Nations Leadership Council will play an important role in continuing the critical dialogue between the department and tribal governments on matters including public safety," said Attorney General Holder. "The creation of the council has been a priority for me since my visit with tribal leaders last year and I believe it is a critical step in our work to improve coordination and collaboration with tribal communities."

The TNLC, which will meet twice a year, will be composed of one tribal leader from each of the twelve regions of the Bureau of Indian Affairs. The TNLC member for each region will be chosen by the tribes of that region. Solicitations are being distributed to all federally-recognized tribes seeking their region’s delegate.

Today’s announcement is another step in the Justice Department’s ongoing initiative to increase engagement, coordination and action on public safety in tribal communities. This effort is driven largely by input gathered from the department’s own 2009 Tribal Nations Listening Session, the department’s annual tribal consultation on violence against women, and from written comments submitted by tribal governments, groups and organizations to the Justice Department.

Obsolete Thinking Worse Than Obsolete Weapons

By John J. Kruzel
American Forces Press Service

Feb. 19, 2010 - The only thing worse than obsolete weapons in war is obsolete thinking, a top U.S. commander cautioned in remarks on revitalizing America's military officer corps. Marine Gen. James N. Mattis, commander of U.S. Joint Forces Command, yesterday emphasized the role education plays in enabling military officers to adapt quickly to strategic and tactical changes they encounter.

"It's opening the aperture," he said, describing the value afforded through education. "Once you stretch the mind open, it's hard for it to go back to how it was before."

Mattis delivered his remarks at an event hosted by the Center for a New American Security, a policy think tank, in conjunction with a study by the center on improving the way military officers are trained, evaluated and promoted.

"The U.S. military must develop a model that trains and educates officers for the complex interactions of the current threat environment while being agile and versatile enough to adapt to a swiftly changing world beyond," contributors John Nagl and Brian Burton wrote in the CNAS study published ahead of yesterday's panel discussion. Mattis underscored the importance of complementing experience operating as part of a coalition on a battlefield with study of history and wars of the past.

"Through education built on an understanding of history and through experience gained on joint coalition operations, and probably commencing earlier in officers' careers," he said, "we can create an officer corps at ease with complex joint and coalition operations."

Mattis stressed the need for a new "strategic reawakening" among military officers, making an apparent reference to the design in place before the U.S. invasion of Iraq in March 2003.

"By setting the problem first and spending a lot of time up front getting it right, you don't invade a country, pull the statue down and say, 'Now what do I do?'" he said, in an allusion to the iconic image of deposed dictator Saddam Hussein's likeness being pulled down by a U.S. military recovery vehicle.

Focusing on the culture of the senior military officer corps, Mattis bemoaned that senior-ranking military members aren't allowed ample time to reflect critically on important issues.

"I believe the single primary deficiency among senior U.S. officers today is the lack of opportunity for reflective thought," he said. "We need disciplined and unregimented thinking officers who think critically when the chips are down and the veneer of civilization is rubbed off -- seeing the world for what it is, comfortable with uncertainty and life's inherent contradictions and able to reconcile war's grim realities with human aspirations."

Importance of Families, Leadership

By Carmen L. Gleason
American Forces Press Service

WASHINGTON, Feb. 19, 2010 - During a week-long tour through Southwest Asia, the chairman of the Joint Chiefs of Staff spent time focusing on what he calls his No. 1 priority: servicemembers and their families.

"No matter what happens in the world, no matter what equipment I buy, no matter what concepts I adopt for the future, it's really you that make the difference," Navy Adm. Mike Mullen told troops during a town hall gathering Feb. 17. "You are the center of gravity for the adjustments that must be made as we move to the future."

And families, the admiral said, have emerged as more important than ever.

"Families were critical before, but I've watched what families have been doing since 9/11 in supporting multiple deployments. That service and sacrifice is special at a really critical time," Mullen said, noting that many families have gone through as many as five deployments within a 10-year period.

"We couldn't do it without you and your families," the admiral told members of the 380th Air Expeditionary Wing during a town hall yesterday. "You couldn't be here, deploy and rest easy if things weren't going well at home and for the support that your families have given."

Family support, Mullen said, "is vital to everything that we do."

"And what our families have done and our extended families have done that make it possible for us to serve at this extraordinary time has truly been exceptional," he added. "So I am extremely grateful for that as well."

Mullen said that he hasn't seen a more challenging time in his 42-year military career, and the current force is the best he has ever seen.

"We move forward into the future in better shape than we've ever been," he said, "and whatever the challenges are there that are to be met, they will be met because of you, because of our people and our families."

Speaking passionately about another of his priorities, Mullen encouraged troops at all levels to be good leaders. "I focus on [speaking about] leadership wherever I go," he said, "because I believe anything is possible with great leadership."

Mullen emphasized that leaders are present at every pay grade, and aren't necessarily the most senior members of the organization.

"I have been greatly influenced throughout my career by courageous leaders that made a difference when things really got tough," he said. "I have seen the toughest problems we've ever had be solved by nothing else than ... individual leaders who are willing to take risks in the toughest kinds of situations."

Leading during a time of change is the toughest time for a leader, Mullen said. Nothing, he added, is more important to military success than good leaders.

"I have great expectations for ... everybody wearing a uniform to continue to lead," Mullen said. "Take care of those around you, take care of those who are in your charge, take care of your peers, and also take care of your seniors."

The admiral reminded the servicemembers that everyone who has experienced success has had leaders who contributed to that success. "We got here because somebody made a difference in our lives," he said, "whether it was a coach, a teacher, a command sergeant major, a senior chief petty officer, a second lieutenant."

Mullen urged servicemembers to try to make that same difference in someone else's life. "We are a growing institution that depends on that," he said. "This extends across the full spectrum of who we are, how we take care of ourselves [and] how we treat each other, which should be exactly like we want to be treated."

Thursday, February 18, 2010

Leadership Book

One reader of Leadership: Texas Hold ‘em Style said, “I write police promotional textbook exams and assessments for a living [...]. I'm always seeking out new and cutting edge books in the fields of police supervision, management and leadership. So, I was very pleasantly surprised after I finished reading this unique leadership book. It presents an impressive amount of information on leadership in a fun and interesting format - with liberal use of relevant and humorous quotes, experiences and analogies. Your retention of the material will be extremely high because of the author's unique writing style and the attention-grabbing format. Both authors are highly qualified and experienced to present this material - but that's not the primary reason you should consider this book. If you are in law enforcement, entering law enforcement or looking to advance your law enforcement career, this book not only covers the basic leadrship experience in a way that is lively and interesting, it makes you relate to and almost experience the hardcore, daily struggle all law enforcement supervisors and managers have with how to select, train and "grow" quality law enforcement personnel. It took a lot of guts to write a leadership book in such a unique format. And guts is what you'll need in Poker .. and in Leadership ... and this book, if nothing else, will make you see how you can embody these leadership skills.”

Cases in Leadership

The Ivey Casebook Series is a co-publishing partnership between SAGE Publications and the Richard Ivey School of Business at The University of Western Ontario. Due to their popularity in more than 60 countries, approximately 200 new cases are added to the Ivey School of Business library each year. Each of the casebooks comes equipped with instructor’s resources on CD-ROM. These affordable collections will not only help students connect to real-world situations, but will benefit corporations seeking continued education in the field as well.

Cases in Leadership is a unique collection of 30 real-world leadership cases from Ivey Publishing plus fourteen practitioner readings from the Ivey Business Journal. This casebook helps business students gain a better understanding of leadership and enables them to be more effective leaders through their careers. The selected cases are about complex leadership issues that require the attention of the decision-maker in each case.

Key Features
• Presents real-world cases related to leadership: Cases illustrate the complex nature of leadership in organizations from around the world.
• Provides an entire chapter on Strategic Leadership: This chapter introduces students to a concise description of leading-edge thinking on Strategic Leadership.
• Generates classroom discussion: Cases let students grapple with actual decisions that real-world managers have faced.
• Offers much more than a packet of cases: The author provides summaries of concepts, helpful discussion questions, and readings for each chapter.

Accompanied by High-Quality Ancillaries!

Additional instructor material including cases notes, preparation questions, discussion questions, and suggested further readings are available on CD.

Intended Audience
This supplemental text is intended for advanced undergraduate and graduate leadership courses taught in management departments, schools of public administration, and communication departments. It is organized to work especially well in conjunction with the Fourth Edition of Peter Northouse’s Leadership: Theory and Practice, (SAGE, 2007), but is suitable for use with any standard textbook on leadership.

Leadership: Theory and Practice

According to the book description of Leadership: Theory and Practice, the “Fifth Edition is the market-leading survey text for leadership courses across disciplines. Author Peter Northouse combines an academically robust account of major theories, approaches, models, and themes of leadership with an accessible style and numerous practical exercises to allow students to apply what they learn about leadership both to themselves and to specific contexts and situations. The book is divided into fifteen chapters, which cover all of the key aspects in the leadership field: defining leadership; trait approaches; skills approaches; style approaches; situational approach; contingency theory; path-goal theory; leader-member exchange theory; authentic leadership; transformational leadership; team leadership; psychodynamic approach; diversity and leadership; culture and leadership, and leadership ethics. Enhancing the academic coverage are new case examples, questions for reflection, and leadership instruments and questionnaires that promote a more interactive and enriching experience for students.
Features and Benefits
• Breadth of theory coverage is substantial yet synthesized in such a way as to leave room for specific application and greater discussion of discipline- or program-specific issues
• Numerous, contemporary case studies supplement each major theory or topic to allow students to apply leadership concepts to specific scenarios
• Leadership instruments and questionnaires provide effective reflection opportunities and often add a a significant and immediate reality check to the theory presented
• New coverage of authentic leadership and servant leadership expose students to additional contemporary theories and concepts of leadership
• The chapter on Women and Leadership is expanded to broader diversity issues, to still include gender
• The enhanced Instructor Resources offer more test items, new cases, and access to academic journal articles, organized by topic and/or discipline.
• A new accompanying Study Site- featuring additional topics, exercises, projects, cases, chapter summaries, video clips, and social networking tools- encourages active participation and learning among groups inside or outside the classroom

Wooden on Leadership: How to Create a Winning Organization

According to the book description of Wooden on Leadership: How to Create a Winning Organization, “A compelling look inside the mind and powerful leadership methods of America’s coaching legend, John Wooden

Praise for Wooden on Leadership:

“What an all-encompassing Pyramid of Success for leadership! Coach Wooden’s moral authority and brilliant definition of success encompass all of life. How I admire his life’s work and concept of what it really means to win!”

--Stephen R. Covey, author, The 7 Habits of Highly Successful People and The 8th Habit: From Effectiveness to Greatness

“Wooden On Leadership offers valuable lessons no matter what your endeavor. 'Competitive Greatness' is our goal and that of any successful organization. Coach Wooden’s Pyramid of Success is where it all starts.”

--Jim Sinegal, president & CEO, Costco

John Wooden’s goal in 41 years of coaching never changed; namely, to get maximum effort and peak performance from each of his players in the manner that best served the team. Wooden on Leadership explains step-by-step how he pursued and accomplished this goal. Focusing on Wooden’s 12 Lessons in Leadership and his acclaimed Pyramid of Success, it outlines the mental, emotional, and physical qualities essential to building a winning organization, and shows you how to develop the skill, confidence, and competitive fire to “be at your best when your best is needed”--and teach your organization to do the same.

Though he was better at it than almost anyone in American history, building a sports dynasty was never a goal for UCLA head coach John Wooden. Rather, it was Wooden’s passionate desire to teach his players how to become the best team they could be. To Wooden, “Competitive Greatness” was a tangible and teachable force.

One of the lesser-known aspects of Wooden’s career is the private notebooks in which he regularly recorded his observations, goals, and leadership concepts as they applied to basketball, success, and life. Wooden on Leadership draws from those personal notes to share practical and powerful leadership skills that anyone can use to improve performance and overcome self-imposed limitations.

Wooden on Leadership contains the best of Wooden’s observations, covering everything from teamwork (“It takes 10 hands to score a basket”) and self-control (“Emotion is the enemy”) to concentration (“Don’t look at the scoreboard”) and dealing with defeat (“Things turn out best for those who make the best of the way things turn out”). Featuring pivotal moments in Wooden’s own leadership journey, it explores the 15 fundamental leadership qualities--building blocks--of his famous Pyramid of Success, illustrating their relevance in building a winning organization. Each chapter concludes with Wooden’s “Rules to Lead By,” point-by-point action steps covering the chapter’s key concepts. along with pivotal moments in his own leadership journey.

“On Wooden” summary sections throughout the book feature penetrating insights on Coach Wooden’s leadership methods from players and coaches who worked with him during his career, including All-Americans Kareem Abdul-Jabbar, Gail Goodrich, and David Meyers and assistant coaches Denny Crum, Gary Cunningham, and Eddie Powell. As participants and contributors to Wooden’s legacy, their words provide a revealing and personal perspective.

Wooden on Leadership reveals the leadership wisdom of John Wooden. It presents the core concepts, methods, and beliefs that Wooden used to teach his teams how to attain Competitive Greatness, and true personal success.”

LEADERSHIP SUCCESS TENETS (#1 THROUGH #142) BY (c) ANDRES AGOSTINI -- UPDATED, UPGRADED

As of Thursday, Feb/18/2010 (11:05 p.m. USA EST) – UPDATED, ENHANCED


LEADERSHIP SUCCESS TENETS (#1 THROUGH #142) BY © COPYRIGHT 2010 ANDRES AGOSTINI —ALL RIGHTS RESERVED — At www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar

# 1 — This Leader archetype (in facing Millennium 3) is An Actionable Statesman.

# 2 — This Leader archetype (in facing Millennium 3) is thoroughly moral and ethical in deed and spontaneously projected example.

# 3 — This Leader archetype (in facing Millennium 3) is happily located and navigating through Century 21.

# 4 — This Leader archetype (in facing Millennium 3) is, by far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.

# 5 — This Leader archetype (in facing Millennium 3) is Self-Pedagogue forever. This Leader archetype (in facing Millennium 3) teaches to self-tech to his / her crew for Life.

# 6 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) is Intuitive, Counterintuitive, and seamlessly blends both of the above without paralyzing in the analysis.

# 8 — This Leader archetype (in facing Millennium 3) Takes all — encompassing curiosity as it is operated in real time — beyond known and unknown extremes.

# 9 — This Leader archetype (in facing Millennium 3) makes every mistake — own or that of the competitor — at the expense of adversaries into his / her won victory.

# 10 — This Leader archetype (in facing Millennium 3) doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.

# 11 — This Leader archetype (in facing Millennium 3) can strategize and prevail through many operational frameworks at once without getting bewildered.

# 12 — This Leader archetype (in facing Millennium 3) challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.

# 13 — This Leader archetype (in facing Millennium 3) Learns something practical, meaningful, and decisively productive and significant every day.

# 14 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) operates multidimensionally and cross-functionally.

# 17 — This Leader archetype (in facing Millennium 3) constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.

# 18 — This Leader archetype (in facing Millennium 3) always selects and develops his / her leadership constituency.

# 19 — This Leader archetype (in facing Millennium 3) creates and applies his / her own — along with that of the team — body of knowledge.

# 20 — This Leader archetype (in facing Millennium 3) does never ever institute “best practices,” but UNIQUE, premium-graded approaches.

# 21 — This Leader archetype (in facing Millennium 3) carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.

# 22 — This Leader archetype (in facing Millennium 3) does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.

# 23 — This Leader archetype (in facing Millennium 3) harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, This Leader archetype (in facing Millennium 3) is a peace maker.

# 24 — This Leader archetype’s leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.

# 25 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) continuously learns lessons — and improves those — both from incurred mistakes and from captured successes.

# 27 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) wins only based on merit, principle, legitimacy and lawfulness.

# 29 — This Leader archetype (in facing Millennium 3) 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, “terra incognita” and fuzzy-logic zones are highly stimulating to his / her starving intellect.

# 30 — This Leader archetype (in facing Millennium 3) embraces leading-edge (even weird) science and its stemming technological derivatives immediately.

# 31 — This Leader archetype (in facing Millennium 3) enjoys phenomena and prevails as he / she navigates through said phenomena.

# 32 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) instills how to operate autonomously and jointly — in pursuit of the same goals and objectives — to his / her followers and co-leaders.

# 35 — This Leader archetype (in facing Millennium 3) learns from his / her mistakes, but empathizes to learn also from the mistakes of others.

# 36 — This Leader archetype (in facing Millennium 3) fluidly shares experience and practical knowledge across every incumbent in the crew.

# 37 — This Leader archetype (in facing Millennium 3) only thinks and performs à la unthinkable thinking.

# 38 — This Leader archetype (in facing Millennium 3) disrupts the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.

# 39 — This Leader archetype (in facing Millennium 3) transforms new problems and old problems into actionable breakthrough opportunities.

# 40 — In his / her case and exercising this type of leadership, this Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.

# 43 — This Leader archetype (in facing Millennium 3) shares of defined values as they get collegially upgraded for Life.

# 44 — This Leader archetype (in facing Millennium 3) elicits conceptions of practiced futures to deal with and countermeasure way in advance.

# 45 — This Leader archetype (in facing Millennium 3) fuses technology innovation with business strategy as a tool for competitive advantage.

# 46 — This Leader archetype (in facing Millennium 3) conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.

# 47 — This Leader archetype (in facing Millennium 3) ascertains that there is not a single stone left unturned.

# 48 — This Leader archetype (in facing Millennium 3) short-circuits to shortcut.

# 49 — This Leader archetype (in facing Millennium 3) possesses innate ideas — in addition as those incubated by the crew — positioning himself / herself in the tabula rasa’s antipodes.

# 50 — This Leader archetype (in facing Millennium 3) is determined to supporting his / her fellow crew members even beyond his own skin.

# 51 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).

# 53 — This Leader archetype (in facing Millennium 3) does not simply leverage trust when it is present; he / she builds trust when is absent.

# 54 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) alleviates fears and builds trust.

# 56 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) has the clearest mentality that everything is related to everything else.

# 60 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 fore-sighting -- offers This Leader archetype (in facing Millennium 3) a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring and flowingly 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 archetype, 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 archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) 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 — This Leader archetype (in facing Millennium 3) is forever building up — via transparency, accountability and responsibility — trusting 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 — This Leader archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.

# 75 — This Leader archetype (in facing Millennium 3) does not retaliate; he / she just prevails.

# 76 — This Leader archetype’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, This Leader archetype (in facing Millennium 3) maximizes the long-term benefits.

# 77 — This Leader archetype (in facing Millennium 3) is always encouraging and supporting legitimate justice seeking.

# 78 — This Leader archetype (in facing Millennium 3) is much more of an asset than a hindrance in interacting with the members of his / her crew.

# 79 — This Leader archetype (in facing Millennium 3) is both robust, resilient and carries on non-linearly.

# 80 — This Leader archetype (in facing Millennium 3) is an over-communicator.

# 81 — This Leader archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.

# 83 — In succeeding, This Leader archetype (in facing Millennium 3) does not denigrate his / her opponents. He / she treat adversaries with highest decorum.

# 84 — This Leader archetype’s radiant reasoning is analogically instituted.

# 85 — This Leader archetype (in facing Millennium 3) uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.

# 86 — This Leader archetype (in facing Millennium 3) makes more with less.

# 87 — This Leader archetype (in facing Millennium 3) always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.

# 88 — This Leader archetype (in facing Millennium 3) is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.

# 89 — This Leader archetype (in facing Millennium 3) cross-checks everything in its entirety.

# 90 — This Leader archetype (in facing Millennium 3) chooses and updates and upgrades his / her own appropriate measure of success.

# 91 — In his / her pondering and discerning processes, This Leader archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) 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 archetype (in facing Millennium 3) finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.

# 94 — This Leader archetype (in facing Millennium 3) reserves consistency between their attempts and actions.

# 95 — This Leader archetype (in facing Millennium 3) , 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 archetype (in facing Millennium 3) provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.

# 97 — This Leader archetype (in facing Millennium 3) thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.

# 98 — For This Leader archetype (in facing Millennium 3) , the other side information advantage is never in his / her blind spot.

# 99 — This Leader archetype (in facing Millennium 3) ’s First Nature is to wholly trustworthy and never wholly trusting.

# 100 — This Leader archetype (in facing Millennium 3) is afraid neither the future nor the past but make a mark on the moment.

# 101 — This Leader archetype (in facing Millennium 3) resists the obvious to embrace the newness of ignored flanks.

# 102 — This Leader archetype (in facing Millennium 3) does not look through the mirror but every window.

# 103 — This Leader archetype (in facing Millennium 3) build bridges between failures and sustainable successes.

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

# 105 — The only stasis This Leader archetype (in facing Millennium 3) knows is the order tendered by chaotic measures that institute and restore harmony.

# 106 — This Leader archetype (in facing Millennium 3) is the host of his / her co-leaders (Hostmanship).

# 107 — This Leader archetype (in facing Millennium 3) generates a lot of ideas and plans; looks for good ideas, not just his / her own but those of the crew.

# 108 — This Leader archetype (in facing Millennium 3) never abandons the power of saying what he / she believes and believing and executing what he / she says.

# 109 — This Leader archetype (in facing Millennium 3) operates based on that a good working relationship will work even better when all work on it together (esprit de corps).

# 110 — This Leader archetype (in facing Millennium 3) knows, that in engaging in a major initiative, the first moments are apt to be the most lively and decisive.

# 111 — While co-leaders are occupied with training, This Leader archetype (in facing Millennium 3) must set the tone for all of his / her consistency.

# 112 — This Leader archetype (in facing Millennium 3) takes care of his / her co-leader and looks after him / her in detail.

# 113 — This Leader archetype (in facing Millennium 3) listens to his / her co-leaders’ complaints, inspects their tools and equipment, and satisfies himself / herself that co-leaders do not lack anything.
# 114 — This Leader archetype (in facing Millennium 3) demonstrates that takes his / her responsibilities seriously and devotes himself / herself completely to the co-leader, which in turn inspires the co-leader’s confidence.

# 115 — Before committing to any serious enterprise, This Leader archetype (in facing Millennium 3) and respective co-leaders perform frequent “drill evolutions” exercises.

# 116— In dealing with real-life business undertakings and struggling with competitor, maneuvers, strategies and tactics exceptionally mastered by This Leader archetype (in facing Millennium 3) knowing that the least hesitation could compromise the entire integrity of his / her crew and corresponding objectives and goals.

# 117 — This Leader archetype (in facing Millennium 3) makes his / her co-leaders acquaint with tactical skills. This Leader archetype (in facing Millennium 3) explains the THEORY to his / her co-leaders in a way that theory and practice become co-leader’s second nature.

# 118 — Under this type of Leadership good leaders, good cares, good organization, good instruction (theoretical and practical), and good discipline can provide good co-leaders regardless of the challenge they compete against.

# 119 — For This Leader archetype (in facing Millennium 3) the bottomline is: The real objective of having a LEADERSHIP is to provide for desired relevant outcomes. For This Leader archetype (in facing Millennium 3) preparation is not only based on the organization of the LEADERSHIP TEAM but the indispensability of said organization is, by far, much more all-encompassing and strategically decisive.

# 120 — This Leader archetype (in facing Millennium 3) believes that secrecy, discipline, morale and competitive intelligence are instrumental to his / her many successes in business, management and organizational transformation.

# 121 — This Leader archetype (in facing Millennium 3) knows that “quiet” historic times around the world offer some type of “acceptable” bureaucratic environment. This Leader archetype (in facing Millennium 3) also knows that he / she must turn the environment fluidly “lean and mean,” especially when every facet of the world order is by each 24 hours disrupting every historic precedent known.

# 122 — This Leader archetype (in facing Millennium 3) is aware of the strategy and of the damage that could result from a false sense of economizing the granularity of details pertaining to the depth and scope and nature of said strategy.

# 123 — This Leader archetype (in facing Millennium 3) and Co-Leaders posses the controlling influence of tactics, formation, and of the drill evolution of own team but also of the competitor’s crew.

# 124 — This Leader archetype (in facing Millennium 3) is strong, adroit, shrewd, skillfully adaptable, tough-minded and resilient, as well as morally and ethically indefatigable.

# 125 — This Leader archetype (in facing Millennium 3) knows that not only speed assures its success, but order, cohesion, congruency, maneuvering, and the effective use of resources.

# 126 — In a delicate mission, this Leader archetype (in facing Millennium 3) always requires discernment, intellect, and sound judgment.

# 127 — This Leader archetype (in facing Millennium 3) is slow in deliberation and quick in execution.

# 128 — This Leader archetype (in facing Millennium 3) marches rapidly and vigorously without any “but,” “if,” or “because.”

# 129 — This Leader archetype (in facing Millennium 3) blends severity, justice, and mildness, thus rendering only a good effect.

# 130 — This Leader archetype (in facing Millennium 3) is formed only through constant care and you must not depart from this policy.

# 131 — This Leader archetype, in a delicate mission, requires discernment, intellect, and sound judgment.

# 132 — This Leader archetype, as he / she operates, increasingly and proactively institutes all advantageous management tools (from all-knowledge fields) – duly compiled at unison – as if he / she were holding the handle of the actively pervasive (a) thinking mode and (b) execution.

# 133 — This Leader archetype (in facing Millennium 3) is conscientious (not just into the so-called “attitude,” since attitude is only and solely a function of conscientious awareness) that knowledge is actionable organized information designated for targeting the capturing of goals, objectives, and results.

# 134 — This Leader archetype (in facing Millennium 3) can open up new doors for himself / herself as well as for the co-leaders, see new options, minimize significant mistakes, and maximizes potential understandings.
# 135 — This Leader archetype (in facing Millennium 3) questions his / her own purposes, evidence, conclusions, implications, and points of view with the same vigor that he / she questions those of others.
# 136 — As the “Centuries 20/19 through E.C.” leaders think, this Leader archetype (in facing Millennium 3) analyze every bit and bytes of his / her own thinking.
# 137 — As the “Centuries 20/19 through E.C.” leaders think egocentrically, this Leader archetype (in facing Millennium 3) exposes the egocentric roots of our thinking to close scrutiny.
# 138 — As the “Centuries 20/19 through E.C.” leaders are drawn to standards of thinking unworthy of belief, this Leader archetype (in facing Millennium 3) critically exposes inappropriate standards and replace them with sound ones.
# 139 — As the “Centuries 20/19 through E.C. and even before A.D.” leaders live in systems of meanings that typically entrap them, this Leader archetype (in facing Millennium 3) critically discerns how to learn/self-learn to raise his / her thinking to conscientiously conscious examination, enabling his / her own self to free his / her persona from many of the traps of undisciplined, instinctive thought.
# 140 — As the “Centuries 20/19 through E.C. and even before A.D.” leaders use logical systems whose root structures are not apparent to us, this Leader archetype (in facing Millennium 3) develops advanced tools for explicating and assessing his / her participation in the logical systems in which he / she lives.
# 141 — As the “Centuries 20/19 through E.C. and even before A.D.” leaders live with the illusion of intellectual and emotional freedom, this Leader archetype (in facing Millennium 3) takes explicit and express intellectual and emotional command of who he / she is, what he / she is, and the ends to which his / her lives are tending.
# 142 — As the “Centuries 20/19 through E.C. and even before A.D.” leaders are governed by their thoughts, this Leader archetype (in facing Millennium 3) learns and self-learns and self-teaches how to govern the thoughts that govern the self and the executions by the self.

LEADERSHIP SUCCESS TENET # 142

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LEADERSHIP SUCCESS TENET # 142 By Andres Agostini— As the “Centuries 20/19 through E.C. and even before A.D.” leaders are governed by their thoughts, this Leader archetype (in facing Millennium 3) learns and self-learns and self-teaches how to govern the thoughts that govern the self and the executions by the self.