Leadership

Where are the go-getters?

2011-09-24T11:25:00.000-04:00

Many people are around the world have the unshakable feeling that things aren’t exactly right.

I share their pain... but notice one consistent problem that I believe feeds this feeling of malaise.

From my vantage point, many people see the change surging around them... then do absolutely nothing, or very little, about it.

Case in point: Kindle library books.

Last spring, OverDrive, e-book provider to libraries, announced that they would be making Kindle versions of e-books available to library patrons in the fall.

I assumed that the reason for the delay was a need to update Kindle software.

Turns out that I was wrong. Apparently, the processing for this innovation occurs on the back end, not on the Kindle itself. OverDrive turned on this capability this past week, and it is now available to SOME library patrons in SOME places.

I say SOME because my local library acts like nothing has changed, even though they use OverDrive as an e-book supplier. When I asked this week about getting library books on a Kindle, I was politely told that when the library has something to announce about that, the library will put it on their web page. So much for rapid innovation!

What I don’t understand is why we are waiting around. I realize that some agreements and tech fixes probably have to occur, but my library has had since spring to work them out, like some other libraries.

Apparently, other libraries have done just that, and there are at least some patrons in some places enjoying this innovation. Just not me.

It would appear that some librarians in some places are go-getters... and others are not.

I see this same pattern repeated again and again in business. For example, I recently had some interchanges with a group doing statistical analysis of books... for the purpose of making reading recommendations. I see this as a potential revolutionary product that might, if developed correctly, completely upend the way we find and purchase written materials. Unfortunately, the discussions haven’t led to any concrete actions.

Where are the go-getters?

We’re not going to reverse the economic slide we’re in without like-minded groups of people, with energy, getting together to build the products and services of tomorrow.

We need go-getters!

Where are they?

CAN We Really Do This Right?

2011-07-27T12:48:00.001-04:00

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In today's New York Times, columnist Thomas L. Friedman offers an excellent overview of what has made America great in the past... and what is likely to make it great again in the future. He asks: "Can't We Do This Right?" His five basic pillars of growth include:

1. educating the work force up to and beyond whatever technology demands

2. building the world’s best infrastructure of ports, roads and telecommunications

3. attracting the world’s most dynamic and high-I.Q. immigrants to enrich our universities and start new businesses

4. putting together the best regulations to incentivize risk-taking while curbing recklessness (not always perfectly)

5. funding research to push out the boundaries of science and then let American innovators and venture capitalists pluck off the most promising new ideas for new business

I think he is onto something, though whether this list is all-inclusive may be left for others to debate.

What strikes me as particularly interesting are the specifics associated with each of these pillars.

For instance, take education. The goal he offers in laudable, but the way we currently go about achieving it is ludicrous. We teach the same subjects largely unchanged from the beginning of the last century. And after doing this in high school, we repeat the exact same subjects again at the beginning of college. We insist that everyone use math tools that few will ever use, and do so in a way largely disconnected with application. Must I personally know the exact physics and chemistry needed to instantaneously display this blog post that perhaps will be seen worldwide? I doubt it. Does this really make sense in the era of Google?

Infrastructure is another area of concern. Just like an airport, society needs common tools for community betterment and growth. So why isn't the United States leading the world in low cost and widely available access to Internet bandwidth? Ask the lobbyists in Washington.

Friedman's third point seems to assume that domestic talent is largely incapable of enriching our universities and starting new businesses. If true, why might this be so? More importantly, in a fiber optic drenched world, why is it so necessary for the world’s most dynamic and high-I.Q. people to actually relocate to the United States? Might it be more sensible and cost effective to leave them in place in their home countries, and join with them to build exciting new businesses on a global basis?

Regulation reform is certainly worth considering. Getting it right, however, is tough. On one hand, requiring everyone to fill out endless forms is certainly a recipe for cost over runs and general disaster. On the other hand, assuming that humanity's worst instincts won't express themselves in the marketplace is naive. What we do need is a light hand of regulation, coupled with circuit breakers and significant penalties (including swift criminal enforcement) when wrongdoers go over the line.

Finally, research for the sake of research is silly. Targeted research, tightly coupled with a broad national agenda on winning the nation's technology future, is not. It is hard to understand why the Federal government is currently pumping borrowed tax dollars into, for example, "pickle research" as the AARP tells us in recent TV commercials. Research dollars will only benefit us if we make wise choices about what will likely deliver the greatest benefit to the country as a whole, not just pet projects of special interests.

The time for a debate on recapturing America's greatness in the 21st Century is long past due. Perhaps Thomas Friedman has outlined some important considerations we need to take very seriously indeed.

U.S. Employers Grow More Optimistic

2009-08-13T10:15:00.001-04:00

U.S. Employers Grow More Optimistic

http://online.wsj.com/article/SB125012021040627465.html

Major U.S. employers are growing more optimistic, with few planning additional layoffs and many planning to reverse course in coming months on cost-cutting initiatives such as salary freezes, according to a new survey.

Best Jobs - Statistics!

2009-08-12T16:36:00.000-04:00

August 6, 2009

For Today's Graduate, Just One Word: Statistics

By STEVE LOHR

MOUNTAIN VIEW, Calif. — At Harvard, Carrie Grimes majored in anthropology and archaeology and ventured to places like Honduras, where she studied Mayan settlement patterns by mapping where artifacts were found. But she was drawn to what she calls "all the computer and math stuff" that was part of the job.

"People think of field archaeology as Indiana Jones, but much of what you really do is data analysis," she said.

Now Ms. Grimes does a different kind of digging. She works at Google, where she uses statistical analysis of mounds of data to come up with ways to improve its search engine.

Ms. Grimes is an Internet-age statistician, one of many who are changing the image of the profession as a place for dronish number nerds. They are finding themselves increasingly in demand — and even cool.

"I keep saying that the sexy job in the next 10 years will be statisticians," said Hal Varian, chief economist at Google. "And I'm not kidding."

The rising stature of statisticians, who can earn $125,000 at top companies in their first year after getting a doctorate, is a byproduct of the recent explosion of digital data. In field after field, computing and the Web are creating new realms of data to explore — sensor signals, surveillance tapes, social network chatter, public records and more. And the digital data surge only promises to accelerate, rising fivefold by 2012, according to a projection by IDC, a research firm.

Yet data is merely the raw material of knowledge. "We're rapidly entering a world where everything can be monitored and measured," said Erik Brynjolfsson, an economist and director of the Massachusetts Institute of Technology's Center for Digital Business. "But the big problem is going to be the ability of humans to use, analyze and make sense of the data."

The new breed of statisticians tackle that problem. They use powerful computers and sophisticated mathematical models to hunt for meaningful patterns and insights in vast troves of data. The applications are as diverse as improving Internet search and online advertising, culling gene sequencing information for cancer research and analyzing sensor and location data to optimize the handling of food shipments.

Even the recently ended Netflix contest, which offered $1 million to anyone who could significantly improve the company's movie recommendation system, was a battle waged with the weapons of modern statistics.

Though at the fore, statisticians are only a small part of an army of experts using modern statistical techniques for data analysis. Computing and numerical skills, experts say, matter far more than degrees. So the new data sleuths come from backgrounds like economics, computer science and mathematics.

They are certainly welcomed in the White House these days. "Robust, unbiased data are the first step toward addressing our long-term economic needs and key policy priorities," Peter R. Orszag, director of the Office of Management and Budget, declared in a speech in May. Later that day, Mr. Orszag confessed in a blog entry that his talk on the importance of statistics was a subject "near to my (admittedly wonkish) heart."

I.B.M., seeing an opportunity in data-hunting services, created a Business Analytics and Optimization Services group in April. The unit will tap the expertise of the more than 200 mathematicians, statisticians and other data analysts in its research labs — but that number is not enough. I.B.M. plans to retrain or hire 4,000 more analysts across the company.

In another sign of the growing interest in the field, an estimated 6,400 people are attending the statistics profession's annual conference in Washington this week, up from around 5,400 in recent years, according to the American Statistical Association. The attendees, men and women, young and graying, looked much like any other crowd of tourists in the nation's capital. But their rapt exchanges were filled with talk of randomization, parameters, regressions and data clusters. The data surge is elevating a profession that traditionally tackled less visible and less lucrative work, like figuring out life expectancy rates for insurance companies.

Ms. Grimes, 32, got her doctorate in statistics from Stanford in 2003 and joined Google later that year. She is now one of many statisticians in a group of 250 data analysts. She uses statistical modeling to help improve the company's search technology.

For example, Ms. Grimes worked on an algorithm to fine-tune Google's crawler software, which roams the Web to constantly update its search index. The model increased the chances that the crawler would scan frequently updated Web pages and make fewer trips to more static ones.

The goal, Ms. Grimes explained, is to make tiny gains in the efficiency of computer and network use. "Even an improvement of a percent or two can be huge, when you do things over the millions and billions of times we do things at Google," she said.

It is the size of the data sets on the Web that opens new worlds of discovery. Traditionally, social sciences tracked people's behavior by interviewing or surveying them. "But the Web provides this amazing resource for observing how millions of people interact," said Jon Kleinberg, a computer scientist and social networking researcher at Cornell.

For example, in research just published, Mr. Kleinberg and two colleagues followed the flow of ideas across cyberspace. They tracked 1.6 million news sites and blogs during the 2008 presidential campaign, using algorithms that scanned for phrases associated with news topics like "lipstick on a pig."

The Cornell researchers found that, generally, the traditional media leads and the blogs follow, typically by 2.5 hours. But a handful of blogs were quickest to quotes that later gained wide attention.

The rich lode of Web data, experts warn, has its perils. Its sheer volume can easily overwhelm statistical models. Statisticians also caution that strong correlations of data do not necessarily prove a cause-and-effect link.

For example, in the late 1940s, before there was a polio vaccine, public health experts in America noted that polio cases increased in step with the consumption of ice cream and soft drinks, according to David Alan Grier, a historian and statistician at George Washington University. Eliminating such treats was even recommended as part of an anti-polio diet. It turned out that polio outbreaks were most common in the hot months of summer, when people naturally ate more ice cream, showing only an association, Mr. Grier said.

If the data explosion magnifies longstanding issues in statistics, it also opens up new frontiers.

"The key is to let computers do what they are good at, which is trawling these massive data sets for something that is mathematically odd," said Daniel Gruhl, an I.B.M. researcher whose recent work includes mining medical data to improve treatment. "And that makes it easier for humans to do what they are good at — explain those anomalies."

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Home Prices Fall

2009-08-12T15:56:00.001-04:00

Home prices fall a record 15.6%

Year-over-year prices may have fallen at a record pace, but there are signs of improvement.

By Les Christie, CNNMoney.com staff writer

Last Updated: August 12, 2009: 11:52 AM ET

NEW YORK (CNNMoney.com) -- Median home prices fell a record 15.6% during the three months ended June 30, compared to the same period in 2008, according to an industry report.

There is good news though: The survey from the National Association of Realtors reported the median home price rose 4% compared to the first quarter of 2009 -- to $174,100 from $167,300.

The increase in median price was not a surprise, representing, as it did, the traditionally strong spring selling season. But the jump did offer the prospect that the worst of the price declines may be behind us.

"With low interest rates, lower home prices and a first-time buyer tax credit, we've been seeing healthy increases in home sales, which are a hopeful sign for the economy," said Lawrence Yun, NAR's chief economist..

In the vast majority of metro areas -- 129 out of 155 -- median prices dropped year-over-year. Some of the decline can be traced to an increase in the percentage of foreclosures and short sales. They accounted for 36% of all transactions during the quarter.

These "distressed properties" are usually sold at discounts of at least 15% compared with traditional sales.

Patrick Newport, a real estate analyst for IHS Global Insight, while admitting the year-over-year results are still awful, said recent evidence indicates that prices are stabilizing.

"The state sales data show sales picking up across the country," he said.

Newport expects prices and sales to trend down again, especially when the impact of the first-time homebuyers tax credit starts to fade. The credit ends December 1. "Afterward, sales will take a hit," he said.

His forecast is for prices to drop another 5% this year, driven down by added inventory as the foreclosure plague continues to worsen.

Cheapest and priciest areas
The Cape Coral metro area in Florida recorded the largest decline: 52.8% to $84,000. Davenport, Iowa, had the biggest gain: 30.6% to $113,200.

The lowest priced market in the nation is now Saginaw, Mich., where the median home sold for $55,700 during the quarter, a 30.6% drop over last year. The most expensive market was Honolulu, with a median price of $569,500 -- although that's still a 10.5% discount from a year ago. San Jose, Calif. led all mainland cities at $500,000 but that was still down a whopping 33.8% from a year ago.

Condo market
Condo prices have taken an even more severe beating. They fell 19.8% year-over-year, but rose 3.6% quarter-over-quarter.

If you're in the market for a condo in Las Vegas, you may never find a better time. Prices dropped 54.1% compared with the second quarter of 2008 and fell 11.7% between the first and second quarters of 2009. The median price now stands at a bargain basement $66,400.

Condo prices rose year-over-year in only four of 61 metro areas surveyed by NAR. The biggest gain was in Virginia Beach, where prices went up 2.8%. Wichita, Kan. (2%), Dallas (0.7%) and Colorado Springs (0.2%) were the only other gainers.

The most expensive condo market was San Francisco, where the median price was $405,700, down 22.5% from a year ago. Las Vegas was the cheapest condo market by far, with Reno a distant second at $103,100.

First Published: August 12, 2009: 10:19 AM ET

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Leadership - The German WWII View

2009-05-11T13:45:00.000-04:00

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During the dying days of World War II, a German Army Division commander distributed a booklet to all his officers about military leadership principles.

Here is what he told them...

"This booklet should always accompany my officers. It should become an indispensible possession. I expect them to take it out again and again, and study it until its contents have become a guide for their lives and actions."

Of course, the German Army was then in service to one of the most corrupt and evil empires ever to see the light of day. The horrors it produced can only be barely comprehended even now.

Yet the thoughts and leadership principles of this general continue to speak to us...

Read MILITARY LEADERSHIP, AS THE GERMANS SEE IT, and ask yourself if you can find even a few ideas within it that might help improve your own leadership style and actions.

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Clones

2009-04-15T10:02:00.000-04:00

We've simply got to stop acting like clones around here!

My Comments in the Washington Post Blog

2008-12-10T12:21:00.000-05:00

"...a cataclysmic come uppance for the entire American society..."

Someone had to say it...

Probably no one is paying attention... but at least I've documented the need for the "long view" in any discussion of the current economic crisis.

Maybe someone will discover this in a hundred years or so, and realize that, yes, there really WERE people at the dawn of the 21st Century who knew what was wrong and tried to fix it.

Oh, well! Here's what I had to say...

-------------

Re: "Help Rick Wagoner? He's a GM lifer who's been in the senior executive ranks for 16 years. Either he hasn't been trying very hard to change GM, or he's not very good at it."

When will someone... anyone... in the media start to focus on the fact that folks, like "Lifer Rick", take excessive compensation out of these large companies when times are good... only to stick it to the employees/shareholders/taxpayers when a downturn occurs?

Compounding this... have you ever tried to communicate with a corporate executive? They communicate only one way... from them to you. They are know-it-alls.

Maybe... just maybe... this isn't your garden-variety recession/depression we are all experiencing. Maybe... just maybe... this is a cataclysmic come uppance for the entire American society for allowing bad management and bad judgment to flourish over decades... not just in corporations, but in all elements of the society... government...
universities... even churches, for gosh sake!

Bad leadership can persist for a long, long time... yes, even decades! But sooner or later, things must balance out. We are just at the very beginning of painfully realizing this in our economy.

Will someone... anyone... in the media take the long view on all this?

Anyone?

PLEASE!

Posted by: competent | December 9, 2008 11:07 AM

The Auto Boys...

2008-12-09T10:39:00.000-05:00

From HarvardBusiness.org by Bill Taylor:

Even if they came to Washington with the best-crunched numbers the financial world has ever seen (and they didn't), why would the CEOs of the Big Three have expected Congress and the country to rally around them? Help Bob Nardelli? Wasn't he the guy who lost the race to succeed Jack Welch at GE, paid himself hundreds of millions of dollars at Home Depot, got run out of town, and then signed on with a hedge fund to run Chrysler? Help Alan Mulally? He seems to be doing an okay job at Ford, but didn't he spend much of his career at Boeing? Help Rick Wagoner? He's a GM lifer who's been in the senior executive ranks for 16 years. Either he hasn't been trying very hard to change GM, or he's not very good at it, but sixteen years in the top ranks, including eight as CEO, is a pretty long time under the hood.

Roger and Me

2008-11-20T11:11:00.002-05:00

Twenty years ago, Michael Moore produced a blistering documentary about General Motors centered around his "quest" to get the then-Chairman of GM, Roger Smith, to visit his hometown of Flint, Michigan to see the plight of 30,000 unemployed GM workers.

At that time, 50,000 people still worked for the company in the Flint area.

Even if you haven't seen the movie, you KNOW what happened. NOTHING!

Twenty years later, the local GM workforce has dwindled to less than 12,000. And Flint has been further devastated.

That is hard to believe, because it's really difficult to imagine a town in WORSE shape than it was twenty years ago. But, believe it or not, that is exactly the ugly picture today.

And GM is now hat-in-hand in Washington asking the US taxpayers for a bailout.

And those arrogant, unrepentant GM top executives? They sucked large amounts of money out of the company for the past two decades in fat salaries,bonuses, and stock options. Can you think of a less deserving bunch?

And oh, by the way, they flew to and from Washington in their private jets... asking for $25 Billion (with unknown amounts to follow)!

Larry King did a followup CNN interview with Michael Moore to get his take on all this. Here are the highlights...

When I made that movie almost 20 years ago, I hoped that the film would be a warning to other cities that this corporation was intent upon removing jobs from this country and taking them to Mexico and Brazil and other places.

When I made that movie that year, General Motors made a profit of over $4 billion, and they were still laying off people simply to make a bit more money, the people who helped to build the company, the workers in their hometown of Flint, Michigan, they just forgot about them and took the money and ran.

Well, what really went wrong is that General Motors has had this philosophy from the beginning that what's good for General Motors is good for the country. So, their attitude was we'll build it and you buy it. We'll tell you what to buy. You just buy it. Eventually, the consumer got smart and said, 'You know what, I'd like a car that gets a little better gas mileage. I'd like a car that's safer on the road,' so they started to buy other cars. General Motors still wouldn't change. They still kept building the wrong cars, and more and more people stopped buying them.

At a certain point, you know, General Motors lost such a large part of the market share that there probably was a point of no return.

Now, here we are on the verge of this collapse. If General Motors collapses, then there goes hundreds of thousands of jobs, if not millions of jobs of the ripple effect of this.

Absolutely. I'll tell you, it was hilarious just watching these CEOs there (Tuesday) and (Wednesday) testifying in Congress, saying that, you know, that the problem wasn't theirs, you know, the cars they were building. It was the financial situation that we're in now.

The problem is the cars they've been building. They've never listened to the consumers. They've just gone about it their own wrong way. I'll tell you, you know, I'm of mixed mind about this bailout, Larry, because I don't think these companies, with these management people, should be given a dime, because that's just going to be money going up in smoke or off to other countries.

GM is currently building a $300 million factory in Russia right now to build SUVs, right outside of St. Petersburg. That's where your money's going to go, no matter what they say.

Penn President Gives a Little Back...

2008-11-19T15:44:00.000-05:00

The University of Pennsylvania’s President, Amy Gutmann, is voluntarily parting with some of her wealth. She and her husband, Michael Doyle, made a $100,000 gift in support of undergraduate research, the university announced on Tuesday. Uses for the money might include stipends for research or assistance with travel to conferences.
Ms. Gutmann received total compensation in 2006-7 of $1,088,786, according to the Chronicle study. That made her the sixth highest-paid president of a private research university, and the 10th highest paid over all.

Auto Bailout

2008-11-18T16:59:00.001-05:00

Bridge to Nowhere

2008-09-24T15:19:00.001-04:00

2008-09-15T10:32:00.002-04:00

Hot, Flat & Crowded

Tom Friedman has a new book...

He was recently interviewed on the Charlie Rose Show... and this is definitely a "must see"!

Highly recommended!!!!!

2008-09-11T08:58:00.000-04:00

A Better Leader

I just listened to a podcast of a lecture, given earlier this year as part of the Weber State University Ralph Nye Lecture Series, by Alan E. Hall, Founder of Omnicom MarketStar.

Often I am deeply saddened, even embarrassed, by the typical behavior of senior executives (think Enron, etc.), but Alan Hall is not cut from the typical cloth found in many executive boardrooms.

Rather, he articulates a fresh vision of what a great corporate leader can be and can do, IF they are willing to "do the right thing". And what he says deeply resonates with me and my own value system.

He suggests that you surround yourself, especially as employees and as co-workers, with individuals who exhibit the 5Cs - competent, capable, compatible, committed, and have character.

He counsels young leaders to make daily decisions based upon the following descending order of priorities:

1. Ultimate Purpose - For Alan Hall, that is God, but this principle could just as easily be translated to mean whatever the individual thinks is the ultimate and highest purpose of life itself.

2. Take Care of Yourself - If you are not in good shape (morally, physically, mentally, emotionally and financially), how can you even think of effectively helping others?

3. Take Care of Your Family - Give priority to your immediate family members.

4. Take Care of Business - Notice that this businessman tells his subordinates that business matters actually come in as Priority #4! His point? If you don't take care of the first three items, you won't really do number four very well, you will lead a greatly imbalanced life, and therefore, you really won't be ultimately successful, efficient and effective in terms of any of these priorities.

5. Take Care of the Community - After you have successfully taken care of the first four priorities, what then? For Alan Hall, you shift your attention to all those around you.

Does he "walk the talk"?

After Alan Hall successfully sold his business to the Omnicom Group, he then created new organizations to help other entrepreneurs start their own successful businesses (Enterprise Mentors International, Grow Utah Ventures, Mercato Partners), and he also supports local community organizations that recognize that disadvantaged individuals, as well as all others, need proper healthcare, nutrition, education, employment, housing, safe and clean neighborhoods, adequate transportation, power over crime and addiction, and access to multiple recreational/cultural venues and activities, through his own charitable foundation, whose mission statement is: "Let there be no poor among us."

That's Alan Hall... a model for us all!

2008-09-03T14:41:00.000-04:00

Innovation Gap

One problem I see again and again in business books is the tendency to proclaim broad theories and solutions, without taking the time to search out the nitty gritty of specific action items. Broad theories are really nice, but a specific action agenda, what I term "what to do tomorrow morning", is far, far better.

Yes, we do have an "innovation gap", but I think there is an even larger "execution gap" that goes completely ignored.

So comes Judy Estrin in her new book entitled "Closing the Innovation Gap: Reigniting the Spark of Creativity in the Global Economy ".

This book doesn't really contain much "meat". Instead the author offers us standard business bromides...

Innovation requires an ecosystem community to be successful.

The innovation environment must contain leadership, policy, culture, education, and funding.

The purpose of this book, says the author, is to "escalate the dialogue".

If you like generalities, such as "you have to have hope", do things "one step at a time", etc., you'll love this book!

Will Judy offer to help you build your business? Heavens no! She appears too busy sitting on corporate boards of directors, like FedEx.

Does she tell you where to get funding? Absolutely not! Maybe the government or nonprofits, she offers.

In other words, she'll provide inspiration, but you have to do your own work.

Thanks, Judy, but I think I'll hold onto my $18.45 at Amazon and spend my time focused on the "hard work" that our author tells us that only I can do.

Great theory, but no specifics here...

You too can save your money by listening to the Robert Scoble interview with the author, just like I did.

Not recommended.

2008-09-02T15:09:00.000-04:00

The Way We'll Be

The Way We'll Be: The Zogby Report on the Transformation of the American Dream

New book by John Zogby attempts to predict the future...

Interesting!

2008-07-31T15:11:00.000-04:00

Leadership Books

Have a look at a new reading list.

The reading list, which changes every year, isn’t just the standard management-book affair. Instead it’s littered with novels, memoirs, and even a movie, “Gandhi,” hard to find despite the fact that it won the “best picture” Oscar in 1982.

Examples from the list author, Bob Rouse...

“How to Read a Book,” by Mortimer Adler and Charles Van Doren. “Everyone learns to read, but most people never learn how to read,” Rouse tells us. This book, published in 1972, has been on his curriculum for 15 years. And it’s a great kickoff to a course with so much reading.

“Brain Rules,” by John Medina. “It’s a summary of how the brain works,” says Rouse, which gives students insight into what they really are capable of – and what they aren’t.

“Man’s Search for Meaning,” by Viktor Frankl. Rouse says that Frankl’s account of surviving a Nazi concentration camp and learning how to cope life afterwards is better than any leadership book for learning how to deal with adversity.

“The Pearl,” by John Steinbeck. Rouse says that it’s important to read novels because they can lead to richer conversations about what drives characters to act in certain ways than many non-fiction books.

“Overcoming the Five Dysfunctions of a Team,” by Patrick Lencioni. Students always enjoy this book because “everyone in IT knows every one of those dysfunctions,” says Rouse.

2008-07-18T14:56:00.000-04:00

Air Force Travel

Air Force sought anti-terror funds so generals could fly in "comfort capsules"

The US Air Force has sought millions of dollars in "war on terror" funds for "comfort capsules" so that the military brass can fly first class to war zones in Iraq and Afghanistan, a spokeswoman confirmed Friday.

Next time you are planning a long trip, consider letting the US Air Force take you there.

With the US Air Force, you might get...

Senior Leader Intransit Comfort Capsules, or SLICC, 18-by-9-foot containerized rooms, plus pallets fitted with swiveling first class seating leather chairs, known as Senior Leader Intransit Pallets, or SLIP... billed to the taxpayer for "only" $16.2 million!

Air Force documents spell out how each of the pods is to be "aesthetically pleasing and furnished to reflect the rank of the senior leaders using the capsule," with two bunk beds, closets, a couch, a table, a 37-inch flat-screen monitor with stereo speakers, two leather seats, ports for a satellite phone, and a full-length mirror.

A request that the color of the leather seats be changed from brown to air force blue, and that seat pockets be added, cost more than $68,000 dollars.

One email alluded to concerns of General Robert MacMahon, an air force deputy chief of staff, that the capsules be designed for the highest standards of luxury travel.

Air Force generals added hundreds of thousands of dollars to the costs with upgrades to leather, carpet and wood choices, with at least four generals involved in design decisions.

Air Force officials said the government needed the new capsules to ensure leaders could talk, work and rest comfortably in the air.

In a letter to US Defense Secretary Robert Gates, the Project on Government Oversight (POGO), a non-profit watchdog group, called it "an egregious failure of leadership ... that involves breathtaking extravagance when every dollar needs to be wisely spent in a time of war."

2008-06-13T15:31:00.000-04:00

Interesting Italian CEO

I'm am usually reporting unhappy results when I discuss corporate CEOs, mainly from the United States.

Every once in a while, I come across someone who I believe IS a truly extraordinary executive, someone worthy of study and emulation.

So it is with the interview with Luca Cordero di Montezemolo, CEO of Ferrari.

I'm not into cars much myself, but this Charlie Rose conversation really isn't about that, as much as it is about how to be an extraordinary CEO.

Notice his passion... notice his true emphasis on teamwork, and notice how he continually keeps talking about the great work of his employees, not about himself.

Somehow this comes across, at least to this observer, as a genuine CEO... not someone just mouthing platitudes, but as someone who really believes what he is saying, and, perhaps even more importantly, acts upon it. I generally have the feeling that US CEOs mouth many of the same words, but without the real conviction and passion of this interviewee, and, of course, their actions do not always match up well with their spoken words.

This is one corporate CEO that I would gladly follow anywhere!

2008-06-11T15:26:00.000-04:00

Tony Judt

The Charlie Rose show had an interesting interview with Tony Judt about his new book...

Reappraisals : reflections on the forgotten twentieth century

Tony makes the point, which I can personally confirm after working recently with hundreds of students, that college age people today have only a very cursory, incomplete knowledge of major events in the 20th Century... which just ended not that long ago. This is not only disturbing... it is dangerous for the future of mankind. What's that old saying about those who forget history are bound to repeat it?

And if you REALLY want to be disturbed, please read some of the viewer comments below the interview video on the web page. First, I can't imagine most of these people ACTUALLY WATCH the Charlie Rose Show... and second, it pains me to think that these comments are actually representative of the total viewing audience. What IS the world coming to?

By the way, when I was watching Russia struggle to cope with economic reforms in the early 1990s, I told my students THEN that we Americans would regret essentially standing by, watching from afar, and then doing nothing to help. If ONLY we were proactive in helping Russia through its reforms and the fledgling democracy movement then (which we were not). What might the world be like today?

An interesting book... and an interesting conversation... from a thoughtful international observer.

2008-06-06T17:27:00.000-04:00

Army Leadership

I often tell my students that the Army has the best leadership manual... but where is it?

It is slightly revised from time to time, but here is one version...

It's FREE!

It's called "Army Leadership: Competent, Confident, and Agile"... Field Manual 22-6

This is a MUST READ... and you need to try to apply its concepts in your own organization.

2008-06-04T11:58:00.000-04:00

The Dark Side of Military Leadership

Many times my students, mostly MBA candidates, are surprised, even shocked, to hear me say that military leadership principles are among the best guides to professional leadership.

Of course, it's easy to understand why they feel this way. Through some bad personal experiences, and lots of Hollywood movies, they have often formed the opinion that military leaders are tin-eared when it comes to embracing good leadership practices. And they tell stories... lots and lots of stories.

So it is with deep sorrow that I share my own personal experience stories of some not-so-great-leaders and some not-so-great leader practices, all the while affirming my own deep conviction that, while the leaders sometimes or even often fail us, military leadership principles, properly applied even in a civilian context, never fail us.

A current example may illuminate what I'm trying to say...

This story starts off with a podcast of a speech by an elected official to Chamber of Commerce types talking about his own commitment to leadership based on his personal military experience. It turns out that the the local area had just acquired a military facility, due to cut backs at the US Department of Defense, that might be ideal for a leadership institute to bring a knowledge of military leadership principles to a wider civilian audience. So I contacted the official, who put me in contact with the head of the local college, a retired military type West Point graduate, who assigned one of his staff to follow up.

I wrote a proposal containing some innovative ideas (if I do say so myself), and brought in a major military-related foundation which offered to help.

Thanks and praise naturally followed in abundance, you might think.

Think again.

Ever have the feeling that you were Sisyphus, a mythical king of Corinth, who for some offense he gave the gods was carried off to the nether world, and there doomed to roll a huge block up a hill, which no sooner reached the top than it bounded back again, making his toil endless and useless?

The college staff official was one of those junior types, always very busy and very touchy about his prerogatives. So... you make as much progress as you can with such a person... and wait... wait... wait some more... always for something else... always another meeting... his personal vacation... or whatever the "excuse de jour" might be. It being now the beginning of June, the last I heard from him was at the beginning of March, that something would be happening "soon" and a report would follow. Of course, it never did.

So... it being June... I asked him for an update... and also by private and confidential email asked his boss (the retired West Point officer) to consider appointing someone else to honcho this project to success.

Sad to say, everyone at this institution, including the retired officer president, now totally ignores me... but, of course, they were happy to steal some of my ideas. Classless behavior, to be sure.

And the military-related foundation that I mentioned? They are just as confused as I am. Apparently the college, behind my back, told them in a memo that they are now looking to West Point for help. Nothing wrong in particular with that... West Pointers do seem to think that undergraduate college is the be-all and end-all of leadership knowledge... except it does appear to be a slap in the face to this other foundation that offered help first. Some people, even with impressive titles, are clueless about such matters.

So what are the lessons to be learned from this?

1. The "not invented here syndrome" is alive and well. Most institutions, in my personal experience, will rigorously resist ideas from the "outside".

2. Just being "in" the military at some point in a career is absolutely no guarantee that someone will actually practice military leadership principles.

3. Providing anyone with "the silent treatment" just is not a very mature or principled way of handling conflict.

4. Stealing ideas or not properly crediting ideas is the very antithesis of correctly applied military leadership principles. Shame on those who do!

5. Don't give up on military leadership principles! Even if you are ignored or punished in some way for doing the right thing (and you really might be), you at least will have your own self respect. We cannot, of course, control the behavior of others, but we can, and should, live our lives in accordance with time honored principles. MacArthur, Marshall, Eisenhower, Patton and Powell would have us do no less!

2008-05-29T17:34:00.000-04:00

Scott McClellan's New Book

Scott McClellan, a Bush loyalist from Texas who became part of his inner circle of trusted advisers, witnessed day-to-day exactly how the Bush presidency veered off course.

His new book, What Happened: Inside the Bush White House and Washington's Culture of Deception, has been viewed mainly as a political insider's tell all. I see it in a very different light.

Sure, the author can be easily attack for his shortcomings... such as big time ambition, saying things now that he didn't say then, and profiting handsomely from this book.

Sure, his message (that he is concerned for the welfare American people and that he never wants these mistakes to be repeated again) might have been better received had he donated the proceeds of the book to the Katrina victims he writes about, and the military families of those killed and wounded due to the flawed policies he describes.

But it seems to me that there are valuable leadership and management lessons to be learned here. After all, isn't this President Bush a product of Yale University and the Harvard Business School? Exactly what did he learn about management and leadership at these institutions?

Harvard has started to ask some questions of its own. In a blog post from Harvard Business Publishing, entitled "The Price of Loyalty", posted by John Baldoni on May 29, 2008, the author asks us to consider at least 3 questions:

What is the leader doing?

Why is the leader doing it?

How is the leader doing it?

These questions are a good starting point. I would suggest some others that come easily and quickly to mind, such as...

How is it possible for a Harvard-trained MBA to preside, without question, over such debacles as Hurricane Katrina Relief and Iraq Reconstruction?

When is loyalty to a leader, any leader, going too far?

When should an employee draw the line and quit when faced with things they know in their heart just aren't right.

When should an ambitious underling draw up the courage to stop being a suck-up?

How should we expect major institutions, like government and large publicly held corporations, to operate with leaders such as these?

Whose fault really is it? The flawed leaders fault? Or the voters and stockholders who allow such flawed leaders to ascend to and continue to occupy positions of great importance and impact in both government and industry?

2008-05-27T13:55:00.000-04:00

Nielsen Employees Skeptical of CEO's Apology

One has to wonder... after news reports about harsh firing tactics at Nielsen Media... especially towards older workers... surfaced... did the CEO apologize because of the harsh tactics... or because the story got out into the press and HE himself might get fired by the Board of Directors?

Obviously, the remaining employees expressed their personal skepticism.

Note... there apparently was no punishment towards anyone who implemented the harsh tactics, even though "we intend to, always have intended to, treat our employees fairly, openly, honestly and do as much as we can to help them with the transition period." Calhoun went on to admit the Dunedin layoffs were handled poorly.

If so, why no discipline or other corrective action against anyone involved?

Unless... of course... the tactics themselves were intended... but just not the bad publicity that resulted from them...

2008-04-18T11:35:00.000-04:00

Trend: Urban Portraits

By 2050, 75% of the world will be city dwellers, vs. a little more than half today. This stat appears in The Endless City: The Urban Age Project by the London School of Economics and Deutsche Bank, published in April by Phaidon Press. Focusing on Berlin, Johannesburg, London, Mexico City, New York, and Shanghai, the book compares data from each, from average income to largest job sectors.

A more ambitious project, 19.20.21 (192021.org ), run by TED forum founder Richard Saul Wurman, aims to create comparable data on 19 cities from Lagos to Singapore with populations hitting 20 million in the 2000s. The info will appear in books, museums, and on the Web.

2008-04-17T09:55:00.000-04:00

50 Years From Today

Want to know what some of the best minds think about how we will be living 50 years from today?

Read the book The Way We Will Be 50 Years From Today: 60 Of The World's Greatest Minds Share Their Vision Of The Next Half-Century (Thomas Nelson, April 2008), Mike Wallace asks a group of visionaries, including 15 Nobel Prize winners, to describe the next half-century.

Among the forecasts:

- Our grandchildren will live to be 140 years old.
- Diseases such as breast cancer and heart disease will be preventable or even wiped out.
- Each of us will have a copy of our own complete DNA sequence, incorporated into a highly accurate electronic medical record and can be accessible from anywhere.
- Schizophrenia and bipolar disorders will be well understood and treatable.
- People will be forced to marry others based on genotypes and those who are not authorized will be subject to tremendous tax burdens for any sick or disabled children.
- Humans will have exhausted most of the coal and oil reserves of the planet and added many pollutants to the environment.
- We may have lived through a nuclear war.

2008-04-09T14:05:00.000-04:00

Smart People Cluster Together

Interesting article that illustrates that smart people tend to cluster together.

I suspect that this trend will also hold for the virtual world...

Food for thought!

2008-03-26T15:22:00.000-04:00

2008 Presidential Election

Who do you think will win?

Here's One Crystal Ball You Can Bet On in 2008 by Kevin Hassett

Highlights...

Yale University economist Ray Fair developed an econometric model that predicted the outcome of presidential elections with stunning accuracy, missing the percentage of the vote by the winning candidate by an average of only 2.5 points going back to 1916.

Fair, the social scientist's social scientist, has posted his latest results on his Web page and even provided a handy calculator that allows readers to plug in their own economic forecasts and see how they affect the election.

As of the end of January, Fair's model was suggesting a tight presidential race, with a slight lead for the Democrats, who he says will receive about 52 percent of the vote.

2008-01-26T14:38:00.000-05:00

America's Declining Influence...

It really shouldn't be this way... and history can't be reversed... but it appears that America isn't having the impact on the world stage that it really should.

That can be changed...

So says an article in the Sunday New York Times Magazine on January 27, 2008 by Parag Khanna, who directs the Global Governance Initiative in the American Strategy Program of the New America Foundation. He has been a fellow at the Brookings Institution and worked for the World Economic Forum and the Council on Foreign Relations. During 2007, he was a senior geopolitical advisor to U.S. Special Operations Command. Born in India, Khanna was raised in the United Arab Emirates, the United States, and Germany. He holds undergraduate and graduate degrees from the School of Foreign Service at Georgetown University and is completing his Ph.D. at the London School of Economics. He has written for major global publications such as The New York Times and Financial Times and appeared on CNN and other television media around the world. He has traveled in close to one hundred countries. He is also a member of the Explorers Club. His magazine essay is adapted from his book, “The Second World: Empires and Influence in the New Global Order,” published by Random House, March 4, 2008.

Proof that there is a problem? For starters, there are currently more musicians in U.S. military marching bands than there are US State Department Foreign Service officers working worldwide. Does that seem right to you?

Read the article, then ponder your own suggested solutions!

2008-01-21T14:00:00.000-05:00

Stanford University Changes the World!

I have always marveled that my own undergraduate university, the University of Pennsylvania, pioneered electronic computers with the development of ENIAC in 1946, but for some reason, was unable to capitalize on the economic explosion created by computers and associated technologies. In fact, you will notice that the Penn engineering web site doesn't even mention ENIAC to this day (although a sign on campus does).

One reason for this was that the then-Dean at the Moore School of Electrical Engineering at Penn did not understand the potential of computers and basicly gave two of his professors a hard time. ENIAC was conceived and designed by John Mauchly and J. Presper Eckert of the University of Pennsylvania. Cutting edge development moved elsewhere.

A YouTube video now helps explain why that developed moved westward, to Silicon Valley, which is where all the cutting edge research and development resides to this day. In a word, the Stanford Dean (Terman) understood and encouraged such development, where his traditionally minded Penn counterpart discouraged development.

There is now even a thriving Stanford Student Entrepreneurship group!

Look at the economic explosion created in Silicon Valley!

What did this mistake by the Penn Dean cost Penn and the entire Philadelphia area?

Do you think one leader can make all the difference in the world?

2007-12-27T14:47:00.000-05:00

Why Countries Decline...

From Collapse: How Societies Choose to Fail or Succeed by Jared Diamond...

2007-12-20T11:34:00.000-05:00

The Squandering of America...

Great read! It should get you thinking...

From the New York Times review...

“The potential of our economy to underwrite a society of broad prosperity is being sacrificed to financial speculation,” Mr. Kuttner declares in his new book’s opening chapter. “The winnings are going to a narrow elite, jeopardizing not only our broad prosperity but our solvency. In less than a decade, our government budget, gutted by tax cuts, has shifted from endless projected federal surpluses to infinite deficits. Our trade imbalances and financial debt to the rest of the world have grown from a modest concern to levels that could produce a crash.”

In “The Squandering of America: How the Failure of Our Politics Undermines Our Prosperity” (337 pages, Knopf, $26.95) Robert Kuttner sounds a chilling, if often shrill, alarm about these and many other political and economic issues. Mr. Kuttner is a self-proclaimed liberal Democrat and heterodox economist who founded The American Prospect magazine and wrote a column in BusinessWeek for 20 years. He is also the author of several books critiquing laissez-faire capitalism and unregulated markets.

2007-12-14T09:43:00.000-05:00

Candidates & the Military...

Military service

Democrats:

Delaware Sen. Joe Biden: None. Rejected for medical reasons, but would have been eligible in a national emergency.

New York Sen. Hillary Rodham Clinton: None.

Connecticut Sen. Chris Dodd: Army Reserve (1969-75).

Former North Carolina Sen. John Edwards: None. Draft number was never called.

Ohio Rep. Dennis Kucinich: None. Was rejected for military service because of a heart murmur.

Illinois Sen. Barack Obama: None. Too young to have been drafted for the Vietnam War.

Gov. Bill Richardson of New Mexico: None. Received student and medical classifications. Draft number was never called.

• • •

Republicans:

Kansas Sen. Sam Brownback: None. Came of age as draft was ending.

Former New York City Mayor Rudy Giuliani: None. Received student and occupational deferments. Draft number was never called.

Former Arkansas Gov. Mike Huckabee: None. Came of age as draft was ending.

California Rep. Duncan Hunter: Served as an Army paratrooper and Ranger in Vietnam (1969-71).

Arizona Sen. John McCain: Served in the Navy (1958-81); prisoner of war in Vietnam (1967-73).

Former Massachusetts Gov. Mitt Romney: None. Received a deferment as a Mormon missionary in France. Was eligible for the draft upon his return to the states but was never selected.

Colorado Rep. Tom Tancredo: None. Received student deferments. Was available for military service in 1969. Reclassified in 1970 because of stress-related anxiety and could have been called up only during a pressing national emergency.

2007-12-07T13:46:00.000-05:00

Leadership & Character...

John McCain's Vision

John McCain might be running for President... the odds are long against him... but it is his take on the importance of character that impresses me most.

David Brooks, writing in the New York Times, entitled his November 13, 2007 column about McCain "The Character Factor".

One political pundit is quoted in the article as saying: "“You know, there’s really only one great man running for president this year, and that’s McCain.”

He recently appeared on the Charlie Rose show...

Put aside partisan issues for the moment and give a listen. I think there is much to be learned here.

2007-11-13T11:41:00.000-05:00

Veterans Day - 2007

It is good to pause once in a while to think about what sacrifices others have made for your freedom to do and say what you want.

Here is just one story, among many, of a young Marine... from the Washington Post.

Here's another Marine, who was initially denied full compensation for his injuries.

P.S. Want to help?

Check out this ABC News Report and charitable giving Report Card on how much of your money really goes to help vets in need.

2007-11-08T19:42:00.000-05:00

Leadership - Defined...

Here are some thoughts about leadership from Barry Buzza...

What is leadership? There are several good definitions of leadership-your probably have your own. Here's a few well knows ones:

"Leadership is... doing the right things." Warren Bennis and Burt Nanus

"Leadership is when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological and other resources so as to arouse, engage and satisfy the motives of followers." James McGregor Burns

"Leadership is getting others to want to do something that you are convinced should be done." Vance Packard

"Leadership is mastering paradoxes and what they stand for." Tom Peters

"Leadership is influence." J. Oswald Sanders

The one I like best is: "Leadership is inspiring and stimulating others toward a worthy goal shared by both leader and follower."

Each of the definitions above adds a different shade of colour to the rainbow of leadership, but the one I use has six key elements.

• A leader is one who inspires. He lights the flame of passion in those who follow

• A leader also stimulates. The word really means to poke, like someone pressing a pin into your bottom that says, "Get up and get moving!"

• A good leader's focus is people, not just a project, making profit or a whim of the one out front.

• Leadership is goal driven. She is taking the parade to a specific, worthwhile destination. It's not just about the journey-she's going somewhere.

• The orientation of a leader shares the values and beliefs of his followers. It's not just about me-it's about us.

• And finally a good leader has followers. I've seen many a businessman or pastor who thinks of himself as a good, strong leader, but when I look at who is behind him, there is only a scattering of reluctant followers.

2007-11-02T00:25:00.000-04:00

Vietnam revisited...

This is the road I traveled from Da Nang, through Thang Binh District (my duty station, way off in the distance), to Tam Ky City during 1970-1971.

I found this recent photo online. Taken from Marble Mountain in Da Nang, looking south.

2007-10-17T15:48:00.000-04:00

New Literacies - Henry Jenkins

Play— experimenting with one’s surroundings in problem-solving

Performance— adopting alternative identities for improvisation and discovery

Simulation—interpreting and constructing dynamic models of real-world processes

Appropriation— the ability to meaningfully sample and remix media content

Multitasking—scanning one’s environment and shifting focus to salient details

Distributed Cognition— fluently using tools that expand mental capacities

Collective Intelligence—pooling knowledge with others toward a common goal

Judgment—evaluating the reliability and credibility of different information sources

Transmedia Navigation— the ability to follow the flow of stories and information across multiple modalities

Networking— the ability to search for, synthesize, and disseminate information

Negotiation— the ability to travel across diverse communities, discerning and respecting multiple perspectives, and grasping and following alternative norms

2007-10-17T15:45:00.000-04:00

New Literacies - Howard Gardner

Linguistic intelligence involves sensitivity to spoken and written language, the ability to learn languages, and the capacity to use language to accomplish certain goals. This intelligence includes the ability to effectively use language to express oneself rhetorically or poetically; and language as a means to remember information. Writers, poets, lawyers and speakers are among those that Howard Gardner sees as having high linguistic intelligence.

Logical-mathematical intelligence consists of the capacity to analyze problems logically, carry out mathematical operations, and investigate issues scientifically. In Howard Gardner's words, in entails the ability to detect patterns, reason deductively and think logically. This intelligence is most often associated with scientific and mathematical thinking.

Musical intelligence involves skill in the performance, composition, and appreciation of musical patterns. It encompasses the capacity to recognize and compose musical pitches, tones, and rhythms. According to Howard Gardner musical intelligence runs in an almost structural parallel to linguistic intelligence.

Bodily-kinesthetic intelligence entails the potential of using one's whole body or parts of the body to solve problems. It is the ability to use mental abilities to coordinate bodily movements. Howard Gardner sees mental and physical activity as related.

Spatial intelligence involves the potential to recognize and use the patterns of wide space and more confined areas.

Interpersonal intelligence is concerned with the capacity to understand the intentions, motivations and desires of other people. It allows people to work effectively with others. Educators, salespeople, religious and political leaders and counsellors all need a well-developed interpersonal intelligence.

Intrapersonal intelligence entails the capacity to understand oneself, to appreciate one's feelings, fears and motivations. In Howard Gardner's view it involves having an effective working model of ourselves, and to be able to use such information to regulate our lives.

Naturalist intelligence enables human beings to recognize, categorize and draw upon certain features of the environment. It 'combines a description of the core ability with a characterization of the role that many cultures values'.

Existential intelligence, a concern with 'ultimate issues'

Moral intelligence 'is a concern with those rules, behaviours and attitudes that govern the sanctity of life - in particular, the sanctity of human life and, in many cases, the sanctity of any other living creatures and the world they inhabit'

2007-10-09T08:29:00.000-04:00

Daniel J. O'Shea

Tel: 1 (641) 715-0120

[Code 1088]

http://letscall.me/competent

"I must admit, I have never met a professor with as broad a range of subject expertise. I am truly impressed." CEO, Web 2.0 Company

MBA Finance & Investment Class Information

Dan O'Shea, is a graduate of the University of Pennsylvania (B.A), George Washington University (M.S.A) and Fordham University School of Law (J.D.), and is currently advising numerous tech companies on effective strategies to profit from the current boom in global Web 2.0 technologies.

In fact, as you can see for yourself at the very bottom of this page, Dan knows social media from deep personal experience like few others, producing 7 blogs, a podcast, YouTube videos, and participates in every major social network, from Twitter to wikis, from Facebook to mind mapping.

Whether it involves online virtual worlds, or online distance education, Dan has most likely seen it, and suggested a better approach to someone, somewhere. He is a tech news hound, scanning more that 400 tech-related blogs per day, and in the process, building the world's largest database covering critical tech topics like broadband, finance, marketing, new venture development, health, law, and many others.

Who else do you know that has assembled 60,000 links covering these matters?

He's the "go to" guy if you actually want to accomplish something, not just talk about it.

He seeks out people that can make things happen... he adores people who can actually make decisions, without taking a depressing month of Sundays to do it... and disdains "tire kickers", "head scratchers", "fence sitters" and the "mañana mentality".

Do you... yes, YOU... have something important you want to accomplish today? Pick up the phone and give him a call!

A lawyer by profession (admitted to the State Bar of California), and Vietnam combat veteran (with top secret security clearance), Dan is a business management consultant, was the national director of university relations for Youthstream Media Networks in Boston and also business development for Tcert, an artificial intelligence personal tutor company based in Atlanta, helped arrange the sale of National Computer Claims Services, an online health data management company, to what is now WebMD, and has even been video interviewed by technologist Robert Scoble.

He has advised the Louisiana State University Health Sciences Center on creation of a proposed global online continuing medical education program, Clark College (near Portland, Oregon), where he has consulted on a new leadership training program, and is currently advising the Akribis Group on international expansion. Dan was a reviewer for the widely adopted college textbook "West's Business Law". An arbitrator in private practice, he teaches in graduate programs at the University of Phoenix, the Thunderbird School of Global Management, and Henley-Putnam University. Over the years he has held various licenses including Securities Series 7 and 63, life health and disability, and private pilot (single engine land). He has also built a tech database with almost 60,000 information entries.

Background:

Born in New York City, grew up on Staten Island, and educated at La Salle Military Academy (now St. John's University), University of Pennsylvania (B.A.), George Washington University (M.S.A.) and Fordham University School of Law (J.D.).

An avid proponent of using Web 2.0 cutting edge advanced technologies in business and education, Dan has served in many diverse business roles over the years, in positions such as: attorney at law, insurance underwriter and claims examiner, trust officer, financial planner, business advisor to a global internet services provider, business advisor to an internet health care company acquired by what is now WebMD, director of higher education marketing at a publicly traded web media network company, commercial arbitrator, and university professor.

Dan scores extremely high on the Kirton Adoption-Innovation Inventory in terms of insight, foresight, innovation, idea production, willingness to challenge assumptions, risk taking, willingness to produce many ideas, toleration of high failure rates, thinking tangentially, welcoming change, manipulating problem assumptions, being a catalyst, challenging rules, challenging assumptions, challenging conventional & consensual viewpoints, and instituting "better" and "different" problem solving techniques... thereby providing the dynamics for radical organizational change and rapid business development. On the Myers-Briggs Type Indicator, Dan is a Rational Inventor ENTP, logical and contemplative, capable of burying in a complex problem and remaining detached until it is solved. Abstract, analytical, competent, curious, inventive, systematic and engaged with technology. Pragmatic about the present, relativistic about the past and skeptical about the future.

Dan has the ability to... collect, assimilate, and weigh a wide range of data... construct intricate relationships among constellations of ideas... embrace ambiguity... intuit appropriate actions in puzzling business situations... remain mentally flexible and juggle a lot of office demands at once... envision a broad range of consequences... and anticipate rapid, unexpected changes.

Dan served as a US Army Infantry Officer during 1970 to 1971 in Vietnam, where he was promoted to the rank of Captain and served as Assistant District Senior Advisor as a part of MACV-CORDS Advisory Team 16 in Hà Lam Hamlet, Thăng Bình District (map) (view from the air) (another view from the air) (satellite view), Quảng Tin (now Quảng Nam) Province. He earned various military decorations, including (from the United States of America) the Combat Infantryman's Badge, 2 Bronze Stars for valor, the Air Medal, the National Defense Service Medal, the Vietnam Service Medal and the Cold War Recognition Certificate; (from the Republic of Vietnam) the Cross of Gallantry; and (from the State of New York) the Conspicuous Service Cross and the Conspicuous Service Star.

He was one of two US Army Officers described in a front page article by Peter A. Jay (accompanied by Matthew V Storin) in the Washington Post on Monday, May 3, 1971 entitled "A Vanishing American Role; Vietnamese Replace Advisers - U.S. Role Lessens In Calm Viet District" involving an armed midnight motorbike patrol along rice paddy dikes in the rural Vietnamese countryside. Storin said of this night that it was the only time as a reporter that he felt he had to carry a weapon for personal protection during his entire time in Vietnam.

Dan entered military service after commissioning as a Distinguished Military Graduate at the Infantry Officers Basic Course at Ft. Benning, Georgia, was then assigned to the 4th Battalion, 41st Infantry Regiment at Ft Ord, California, and attended the John F. Kennedy School for Military Assistance at Ft. Bragg, North Carolina before deployment to Vietnam. He also attended the Transportation Officer Basic Course at Ft. Eustis, Virginia, the Logistics Management College at Ft. Lee Virginia, the Naval Transportation Management School in Oakland, California, was assigned to the logistics staff of First Army at Ft. Meade, Maryland, and served in the Pentagon in the Office of the Deputy Chief of Staff for Logistics. Dan has a strong, continuing interest in military and veterans affairs.

A lawyer by training (admitted to the State Bar of California in 1977), Dan is an Arbitrator in private practice, has attended the Program of Instruction for Lawyers at Harvard Law School and many other CLE programs, and teaches in the MBA Program at the Graduate School of Business and Management at the University of Phoenix (UOP), and in the Emerging Global Leader Program (which he helped develop) for high potential mid-career executives in the banking industry at the Thunderbird School of Global Management. He is currently developing a graduate course, MGT 800, Advanced Management and Leadership, for the Personal Protection, Intelligence and Counter Terrorism Masters Degree Program at Henley-Putnam University.

Dan has taught and consulted with corporations about a broad range of undergraduate and graduate business disciplines including:

management, higher education & corporate training, law/negotiation/mediation/arbitration, leadership, finance, investments, marketing, sales, advertising, logistics, new venture development, web technology, mind mapping, government relations, creativity and career planning.

Current UOP courses taught include:

BUS/415	BUSINESS LAW
BUS/421	CONTEMPORARY BUSINESS LAW I
BUS/422	CONTEMPORARY BUSINESS LAW II
FIN/540	MANAGERIAL ACCOUNTING AND FINANCE FOUNDATIONS
FIN/544	FINANCE FOR MANAGERIAL DECISION MAKING
FIN/545	ADVANCED PROBLEMS IN FINANCE
FIN/554	FINANCE FOR MANAGERIAL DECISION MAKING
HCS/405	HEALTH CARE FINANCIAL ACCOUNTING
HCS/570	FINANCIAL MANAGEMENT FOR NURSING MANAGERS
HCS/571	FINANCIAL RESOURCE MANAGEMENT
HCS/579	HEALTH CARE FINANCE
HCS/582	HEALTH CARE FINANCE
MBA/503	INTRODUCTION TO FINANCE AND ACCOUNTING
MBA/540	MAXIMIZING SHAREHOLDER WEALTH
MM/520	ACCOUNTING AND FINANCE FOR MANAGERIAL DECISION MAKING
MMPBL/503	INTRODUCTION TO FINANCE AND ACCOUNTING
POL/215	STATE AND LOCAL POLITICAL PROCESSES

Dan has broad personal leadership experience and is particularly excited about leadership implementation and training in organizations of all sizes, utilizing a unique values-driven approach.

Dan has a deep and extensive background and interest in online web technology, having built perhaps the world's largest combined database covering, among other topics, online distance education (11,150 entries), web technology (10,820 entries), management (5,150 entries), finance (1,960 entries), law (2,830 entries), advertising (1,810 entries), creativity (1,590 entries), universities (2,700 entries), and other matters (8,470 entries). He previously built a web-based student social network project with 1,000 registered users and 5,000 friends, and develops training programs in the Second Life virtual world. He has used and is familiar with all major learning management systems. He scans thousands of blog posts and podcasts related to technology each week, and maintains an active interest in the Open Courseware movement.

Dan has advised numerous tech businesses (having arranged the sale of one company to what is now WebMD), including Louisiana State University where he has advised the LSU Health Sciences Center on creation of a proposed global online continuing medical education program, using Internet2, Clark College (near Portland, Oregon) where he consulted on a leadership program, and is currently working with a group of the most talented and creative senior Second Life developers, literally around the world, to create a new 3D virtual world technology company.

Vision:

The internet and optical networking change practically everything on a global basis. The real challenge today, for perceptive technology executives, is not "Where will I find more programmers?", but "What strategy will maximize both my return on investment and my global market share?", by making maximum use of cutting edge web technology.

I believe that Internet2, National LamdaRail and other regional partners and follow-on technologies, create a favorable combination of circumstances that will be filled by unusually perceptive executives who are willing to seize new business opportunities to be developed though extremely high speed optical networking.

The question isn't, "Is this real?" The question is: "What are you doing about it?"

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2007-10-09T07:43:00.000-04:00

A conversation with Alan Alda...

For the most part, I find videos and writings about military leadership principles to be the very best source of leadership information.

But every once in a while, I come across something that, while it doesn't replace or surpass military leadership principles, definitely adds a little texture and general color to the discussion.

So it is with a Charlie Rose interview with Alan Alda. What makes this particularly interesting is that both men had "near death experiences" and both look back on a lifetime of personal achievement.

What can we learn from them to improve the quality and effectiveness of our own lives?

One thing emerges immediately... an emphasis on values. It is interesting to hear Alda recommend the very same approach to life as Stephen Covey... without making the connection... which is to use your time in exact proportion to the things that you say you value in life. What a concept!

2007-09-08T14:43:00.000-04:00

How does Bush REALLY stack up as a leader?

Politics and the decision to go to war in Iraq aside, how does President Bush REALLY stack up as a leader?

Perhaps the single most important leader attribute, in my opinion, is "selfless service"... the intent to put the welfare of subordinates ahead of the leader's own good. Of course, that doesn't mean that a leader should neglect himself or his family. Rather, it means that the wise leader continues to have the best interests of subordinates at heart, whether or not there is any potential personal gain involved.

Of course, any reports or books or this video or this video commenting about President Bush certainly have a personal point of view... and sometimes a personal agenda, positive or negative.

Even so, how does Bush measure up?

News reports this week from insiders present a very different picture than the one we are used to seeing.

For example, how good is his judgment?

Months before the Iraq invasion, President Bush apparently ignored a 2002 Oval Office briefing in which CIA director George Tenet provided the president with intelligence that Saddam Hussein did not possess weapons of mass destruction, according to former Clinton advisor and Salon columnist Sidney Blumenthal. Reporting in Salon, Blumenthal writes that according to his sources, two former CIA officers,"Bush dismissed as worthless this information from the Iraqi foreign minister, a member of Saddam's inner circle, although it turned out to be accurate in every detail. Tenet never brought it up again." "The president had no interest in the intelligence," a CIA officer disclosed. "Bush didn't give a ---- about the intelligence. He had his mind made up."

Blumenthal's sources confirm a 2006 interview with the CIA's chief of clandestine operations for Europe, Tyler Drumheller, who told CBS's 60 Minutes that the his agency had received intelligence from Saddam Hussein's foreign minister, Naji Sabri, indicating Iraq possessed no WMD. "[The two former CIA officers] have confirmed Drumheller's account to me and provided the background to the story of how the information that might have stopped the invasion of Iraq was twisted in order to justify it," Blumenthal reports.

"Tenet told me he briefed the president personally," one of the former CIA officers informed Blumenthal, referring to the Oval Office briefing session on Sept. 18, 2002. Bush, reportedly, thought the information was 'the same old thing,' insisting it was only what Hussein wished him to think.

Prior to Bush's briefing, CIA deputy director John McLaughlin, although reportedly excited about Sabri's report, was concerned that the information conflicted with a source code-named "Curveball," who was to be revealed later as a former Iraqi taxi driver pretending to be a chemical engineer. Continuing to believe that the Iraqi foreign minister's information was significant, the officers were told by a Tenet deputy that "You haven't figured this out yet. This isn't about intelligence. It's about regime change."

"The real tragedy is that they had a good source that they misused," said one of the former CIA officers. "The fact is there was nothing there, no threat. But Bush wanted to hear what he wanted to hear."

So... what WAS the main source of information used by the President?

In the new book "Dead Certain: The Presidency of George Bush", journalist Robert Draper writes that several top Bush advisers told him the president's vision of postwar Iraq was shaped by a meeting with three Iraqi exiles in the Oval Office several months before the 2003 invasion. The three exiles assured the US leader that "Iraq would greet American forces with enthusiasm. Ethnic and religious tensions would dissolve with the collapse of Saddam's regime. And democracy would spring forth with little effort," Draper writes.

According to the CBS News program "60 Minutes", the Iraqi defector code-named "Curveball," whose false tales of biological weapons labs bolstered the U.S. case for war, wasn't the prominent chemical engineer he claimed to be and invented stories to help his case for asylum in Germany.

"Curveball" is Rafid Ahmed Alwan, who did study chemical engineering but made poor grades and never managed a biological weapons facility, according to CBS' "60 Minutes," which will broadcast on Sunday November 4, 2007 a report describing how Alwan became a secret intelligence source.

Although known publicly only by his code name, Curveball has been repeatedly discredited by investigations of the United States' faulty prewar intelligence and became an embarrassment to U.S. spy agencies. A presidential intelligence commission found that Curveball, who mostly told his stories to German intelligence officials who passed them on to the U.S., was a fabricator and an alcoholic.

"60 Minutes" reports that Alwan arrived at a German refugee center in 1999 and began spinning his tales of a facility making mobile biological weapons in an effort to gain asylum. The ploy apparently achieved his goal, and Alwan is assumed to be living in Germany today under an assumed name.

Although German intelligence officials warned the CIA that Curveball's claims of mobile bioweapons labs were unreliable, and U.N. inspectors determined before the war began in 2003 that parts of his story were false, the Bush administration continued to promote the existence of such mobile labs for months after the invasion, until it was widely accepted that they could not be found.

With all the massive resources available to the entire U.S. Government... the intelligence services, the State Department, military educational institutions such as the National Defense University, outside contractors and consultants like the RAND Corporation, independent university researchers... it appears that U.S. Iraq policy was largely shaped, in the end, by three Iraqi exiles visiting the Oval Office and Curveball in Germany..

In his new book "Soldier: The Autobiography" by British General Sir Mike Jackson, the author writes about the Iraq War as follows:

"The difficulties were greatly exacerbated by the President's fateful misjudgment in transferring responsibility for the post-conflict period to the Pentagon. All the State Department planning went to waste. Rumsfeld and his neocons paid little attention to Phase 4; for them, it was an ideological article of faith that the Coalition forces would be accepted as a liberating army. Once you had decapitated Saddam Hussein's regime, a model democratic society would inevitably emerge.Washington's planners seemed not to have learned from British experiences in Kosovo and Bosnia. The waste of our accumulated knowledge of how to manage post-conflict situations is a tragedy.

We had a very good man inside the Coalition Provisional Authority, which ran Iraq after the collapse of Saddam's regime until an elected Iraqi government was ready to take over: Major General Tim Cross, who had run our logistics in Kosovo. Tim's reports were alarming: "This is a madhouse," he was saying, "the situation is terrible." Tim had been with the Pentagon planners before the war and he had been saying then that they hadn't got their act together."

When President Bush's emergency supplemental funding request is granted by Congress in December 2007, the cost of the Iraq War will reach ten times its original projected cost of $50-60 billion, CNN reports.

At what will soon be a total tab of $576 billion, the Iraq war is second in cost only to World War II. According to CNN's report, every minute troops are deployed in Iraq, the American public pays $200,000 to keep them there. Since the money is not allocated by Congress as part of the regular budget, there is little oversight of how it is spent and Billions of dollars remain unaccounted for in Iraq as the costs continue to mount.

"There's even funding that the Congressional Research Service and the Congressional Budget Office identify that they don't have any idea where the funding went," Says Travis Sharp of the Arms Control and Non-Proliferation Center. "They don't know if it went for weapons systems, they don't know if it was operating costs in Iraq and Afghanistan."

Additionally, the current conflict is the first in American history not to be paid for in real time. President Roosevelt raised funds for the Second World War by selling war bonds and Americans paid higher taxes throughout the Vietnam era. The Bush administration, however, is well known for its propensity to cut taxes and increase spending.

"Americans have not paid higher taxes to pay for this war, in fact we've had a tax cut, nor have we seen a reduction in domestic spending" Says Robert Hormats of Goldman Sachs, author of The Price of Liberty, a new book examining the history of American military funding. "We've in effected shifted the cost of this war to future generations."

Though 65% of the American public now opposes United States involvement in Iraq according to CNN's poll, Congress still shows no signs of significantly reducing its military or domestic spending and President Bush has stated time and again his opposition to raising taxes.

The total economic impact of the wars in Iraq and Afghanistan is estimated at $1.6 trillion by 2009, a congressional committee said in a report released Tuesday, November 13, 2007.

That is nearly double the $804 billion in direct war costs that the White House already has requested so far from Congress, the Democratically-controlled Joint Economic Committee said.

The total war costs could grow to $3.5 trillion by 2017, the committee estimated.

The higher total economic impact comes from, among other things, the cost of borrowing money to pay for the war, the lost productivity due to that borrowing, higher oil prices, and the cost of taking care of wounded veterans, the committee said.

The committee calculated that the average cost of both wars for a family of four would be $20,900 from 2002 to 2008. The cost for a family of four would go up to $46,400 from 2002 to 2017, the committee said.

"For every dollar we spend directly in Iraq, we're going to pay another dollar for the indirect, but immediate, costs of the war," Sen. Charles Schumer, D-New York, said. "We of the baby boom generation and our children and grandchildren will be paying for this war for a very long time to come."

"We cannot afford this war -- $12 billion dollars a month?" Senate Majority Leader Harry Reid, D-Nevada, said. "We just can't. We can't continue."

Finally, the Draper book presents an inside view of the president's thoughts as his administration winds down. Musing about his future after the White House, Mr. Bush said, “I’ll give some speeches, just to replenish the ol’ coffers.” With assets that have been estimated as high as nearly $21 million, Mr. Bush added, “I don’t know what my dad gets — it’s more than 50-75” thousand dollars a speech, and “Clinton’s making a lot of money.”

Then he said, “We’ll have a nice place in Dallas,” where he will be running what he called “a fantastic Freedom Institute” promoting democracy around the world. But he added, “I can just envision getting in the car, getting bored, going down to the ranch.”

For now, though, Mr. Bush told the author, Robert Draper, in a later session, “I’m playing for October-November.” That is when he hopes the Iraq troop increase will finally show enough results to help him achieve the central goal of his remaining time in office: “To get us in a position where the presidential candidates will be comfortable about sustaining a presence,” and, he said later, “stay longer.”

All this might be well and good, but it strikes this observer that of all the many qualities that Bush exhibits as a leader, "selfless service" isn't exactly on top of the list.

While he's replenishing the "ol’ coffers", adding to his reported $21 million in personal assets, urging the next President to "stay longer" in Iraq, and running what he calls “a fantastic Freedom Institute”, wouldn't it be nice to take a page out of the book of a real leader, such as Lieutenant General Hal Moore, U.S. Army, Retired, who personally and privately set up and raised money for a college scholarship fund for the families of troops he led in Vietnam?

Wouldn't be nice if, while he's replenishing his "ol’ coffers", Mr. Bush took just a little time to raise some money for low paid service members and military families... the widows, the orphans, the grievously wounded... who served him faithfully and well in combat in Iraq and Afghanistan, rather than to continue to use them merely as a passing "prop" for staged presidential "photo opportunities"?

Wouldn't it be nice if the Bush White House didn't squander secret intelligence?

Are you holding your breath?

PS How long until Bush is out of office ?

2007-09-04T11:27:00.000-04:00

The American Civil Liberties Union made public today nearly 10,000 pages of documents covering 22 incidents in which it is alleged that some US troops in Iraq are not following the rules of war.

One attorney involved in a court martial stated: "They (the troops) are not trained to standard."

Michael Pheneger, a retired Army intelligence colonel who reviewed the materials for the ACLU, said the documents suggest many allegations of war crimes in Iraq are not being made public.

"Wars are messy by their very nature. These are dangerous circumstances, and the fog of war is out there," said Pheneger, who served in Vietnam. "But it's perfectly obvious that there is no rule of engagement that would authorize someone to kill someone in custody."

2007-08-28T23:09:00.000-04:00

Charlie Rose had an interview on Monday August 27, 2007 with two "leaders" selling books about leadership.

A Life In Leadership: From D-Day to Ground Zero
by John C. Whitehead

and...

True North: Discover Your Authentic Leadership
by Bill George

Not that what they said was, in any particular way, clearly wrongheaded. Each had been a corporate CEO before writing books about leadership. It's just that I find these types of conversations to be lacking in actionable ideas that the average person could put into immediate use tomorrow morning. In that respect, I can name many other books that would be of greater use to the aspiring new leader.

I suppose that you can always learn something new and useful from another person, but I found that "value" quotient in this segment to be on the low end of the usefulness scale. You might even think this conversation to be boring.

But judge for yourself!

It was interesting to note that Bill George, now a Harvard Business School Professor, at the very end of the program, said that the very best institution producing leaders today is the U.S. military. He found this to be surprising, because in his words, this wasn't the case during the Vietnam War. I beg to differ! He claims to have spent three years in the Pentagon during this period, although his official biography lacks any mention of such service, leading me to believe that he did not serve his country in uniform as a commissioned officer. As one who DID serve in uniform as a combat infantry officer in Vietnam, I can assure you that the U.S. military taught the very same principles of leadership before, during, and after the Vietnam conflict, although apparently Mr. George failed to notice this.

If you think that corporate CEOs know more than practically anyone else about leadership, then you might enjoy these books. Otherwise, save your money and your time, take a look at the Charlie Rose web video, and invest in other classic leadership books that will definitely equip you with the tools you need to become a better leader.

2007-08-28T08:19:00.000-04:00

The New York Times today reports in a news article that Iraqi weapons and supply distribution irregularities have led to numerous criminal investigations. Officials said it amounted to the largest ring of fraud and kickbacks discovered in the conflict.

As of Aug. 23, there were a total of 73 criminal investigations related to contract fraud in Iraq, Kuwait and Afghanistan. Twenty civilians and military personnel have been charged in federal court as a result of the inquiries involving contracts valued at more than $5 billion. The charges so far involve more than $15 million in bribes.

Just last week, an Army major, his wife and his sister were indicted on charges that they accepted up to $9.6 million in bribes for Defense Department contracts in Iraq and Kuwait.

Gen. David H. Petraeus, by all accounts an outstanding officer, might have inadvertently permitted conditions that led to criminal activity. He was in charge of training and equipping Iraqi forces in 2004 and 2005

Petraeus said that with ill-equipped Iraqi security forces confronting soaring violence across the country in 2004 and 2005, he made a decision not to wait for formal tracking systems to be put in place before distributing the weapons.

“We made a decision to arm guys who wanted to fight for their country,” General Petraeus said.

While this was certainly a laudable goal, it illustrates very real risks when a leader bypasses established accountability programs. Not everyone is as dedicated and honest as General Petraeus, and those susceptible to ethical lapses can take advantage of such situations for personal gain.

Even an informal, simple accountability system, using nothing more than paper and Excel spreadsheets, might have deterred and prevented widespread fraud.

It's a lesson for every leader.

2007-08-27T18:47:00.000-04:00

The New York Times Magazine published a very interesting article yesterday called "Challenging the Generals".

In it, U. S. Army Captains speak up about perceived leadership failures of General Officers.

This is a great article... not to be missed by anyone interested in leadership studies or the War in Iraq!

2007-08-20T17:34:00.000-04:00

2 charges dropped against Abu Ghraib officer

Lt. Col. Steven L. Jordan is the only officer charged in the 2003 prison scandal
Charges tossed after it's learned Jordan not read his rights before an interview
The officer still faces four other charges

FORT MEADE, Maryland (CNN) -- August 20, 2007 -- Two charges were dropped Monday against Lt. Col. Steven L. Jordan, the only officer among the 12 defendants charged in the Abu Ghraib prison scandal.

The judge in the case, Col. Stephen Henley, threw out charges dealing with whether Jordan lied to a superior officer. He still faces four other charges.

The prison scandal surfaced in 2003. Photos shot inside the Baghdad prison -- which were leaked to the news media -- showed cases of torture and sexual humiliation, and brought global condemnation.

The charges against Jordan were tossed when it was learned Jordan was not read his rights before an interview with Maj. Gen. George Fay, his superior officer.

According to the charging document, Jordan told Fay he "never saw any detainees being abused and never saw nude detainees, or words to that effect."

The document said that "statement was totally false and was then known by the said Lieutenant Colonel Steven L. Jordan to be so false."

The second count was a sworn statement that recounted the oral response to Fay.

There are four remaining counts or "specifications" in military terms against Jordan. They include willfully disobeying a superior commissioned officer, two accusations of failure to obey an order or regulation, and one count of cruelty and maltreatment.

Jordan, a reservist, was the commander of the Joint Interrogation Briefing Center at Abu Ghraib.

Maj. Gen. Guy Swan, the commanding general of the military district of Washington, referred the charges to court martial on January 22, the Army said.

While Jordan is the only officer criminally charged in the scandal, he is not the only officer punished. Brig. Gen. Janis Karpinski, the commander of the Abu Ghraib prison at the time, was demoted in rank to colonel because of the scandal.

Seven low-ranking guards and two military intelligence soldiers -- described by then-U.S. Secretary of Defense Donald Rumsfeld as "bad apples" -- were disciplined after the scandal surfaced.

From Paul Courson, CNN

---------------------------------

Jordan was acquitted on Tuesday, August 28, 2007 of responsibility for abuse at the jail west of Baghdad.

Jordan, who argued that he played no part in the abuse and that the military was trying to make him a scapegoat, was convicted only of disobeying an order not to discuss the investigation into the case. He was sentenced to a reprimand.

Images of the abuse, including naked detainees stacked in a pyramid and others cowering before snarling dogs, became public in April 2004 and badly damaged the reputation of the U.S. military as it waged war in Iraq.

Eleven lower-ranking soldiers have been convicted in military courts in connection with the physical abuse and sexual humiliation of detainees at Abu Ghraib.

Two officers were disciplined by the Army but neither faced criminal charges or dismissal.

Rights activists say that record is at odds with public pledges from top U.S. officials.

"Watch how America will do the right thing," then-Secretary of State Colin Powell declared in May 2004.

Powell said President George W. Bush would be "determined to find out where responsibility and accountability lie."

Powell himself seems satisfied that justice has been done. "People were charged and brought before tribunals. The system worked," he said in a comment relayed to Reuters by his office.

2007-08-16T13:13:00.000-04:00

Signature of my favorite U. S. Army General Officer:

Source: Maj. Gen. George S. Patton’s memo to Eisenhower on Jan. 2, 1943

2007-08-06T12:54:00.000-04:00

Pentagon loses track of weapons for Iraqi forces

U.S. lost track of 190,000 AK-47 rifles, pistols given to Iraqi security forces
Some of them are likely being used against Americans, official told newspaper
Pentagon to begin a review to ensure full accountability, GAO says

WASHINGTON (Reuters) -- The Pentagon cannot account for 190,000 AK-47 rifles and pistols given to Iraqi security forces in 2004 and 2005, or about half the weapons earmarked for soldiers and police, according to a government report.

The Government Accountability Office, the investigative arm of the U.S. Congress, said in a July 31 report to lawmakers that the Defense Department also cannot account for 135,000 items of body armor and 115,000 helmets reported to be issued to Iraqi forces as of September 22, 2005.

The GAO said the Pentagon concurred with its findings and has begun a review to ensure full accountability for the program to train and equip Iraqi forces.

"However, our review of the 2007 property books found continuing problems with missing and incomplete records," the GAO report said.

The report raised concerns that weapons provided by the United States could be falling into the hands of Iraqi insurgents, just as lawmakers and policymakers in Washington await a September report on the success of President Bush's so-called "surge" strategy for stabilizing Baghdad.

One senior Pentagon official told The Washington Post some weapons probably were being used against U.S. troops. He said an Iraqi brigade created in Falluja disintegrated in 2004 and began fighting American soldiers.

Many in Washington view the development of effective Iraqi army and police forces as a vital step toward reducing the number of U.S. troops in Iraq.

Since 2003, the United States has provided about $19.2 billion to develop Iraqi security forces, the GAO said. The Defense Department has recently asked for another $2 billion to continue the train-and-equip program.

Congress funded the program for Iraqi security forces outside traditional security assistance programs, providing the Pentagon with a large degree of flexibility in managing the effort, the GAO said.

"Officials stated that since the funding did not go through traditional security assistance programs, the DOD accountability requirements normally applicable to these programs did not apply," the GAO report said.

Military officials in Iraq reported issuing 355,000 weapons to Iraqi security forces from June 2004 through September 2005, including 185,000 rifles and 170,000 pistols, the GAO said.

But the Defense Department could not account for 110,000 rifles and 80,000 pistols, the GAO said. Those sums amount to about 54 percent of the total weapons distributed to the Iraqi forces.

The GAO quoted officials as saying the agency responsible for handling weapons distribution was too short-staffed to record information on individual items given to Iraqi forces.

Accountability procedures also could not be fully implemented because of the need to equip Iraqi forces rapidly for combat operations, the GAO found.

2007-08-01T15:42:00.000-04:00

2007-07-26T09:47:00.000-04:00

From Jamie McIntyre

CNN Washington Bureau

WASHINGTON (CNN) -- A retired three-star general criticized for misleading investigators probing the controversial death of Cpl. Pat Tillman could be stripped of a star and face a decrease in retirement pension, Pentagon officials told CNN.

Retired Lt. Gen. Phillip Kensinger misled investigators when he said he did not know until after Tillman's 2004 memorial service that Tillman's death in Afghanistan was likely the result of "friendly fire," said acting Defense Department Inspector General Thomas Gimble.

"We didn't find that credible. We found evidence that he knew in the April time frame," Gimble said.

Three Pentagon officials have told CNN that Army Secretary Pete Geren may recommend reducing Kensinger's rank to major general.

The reduction in rank would decrease Kensinger's monthly pension by about $1,000 and reduce his current three-star rank to two stars, according to Army officials.

The Pentagon officials, who spoke anonymously to CNN because no final decision has been made, said Geren has consulted Army attorneys about the best way to take the punitive action against Kensinger.

Should that disciplinary action come to fruition, the sources said it would prove more severe than the separate recommendation of a four-star general who is about to mete out punishment in the case.

The developments come amid calls by the House Oversight Committee on four former White House staff members to talk about when and how the Bush administration knew that Tillman, a former pro football player, was killed by friendly fire.

Last March the acting Pentagon inspector general faulted nine Army officers -- including Kensinger -- for making critical errors in reporting the death of Tillman, who was killed while serving in Afghanistan in 2004.

Next Tuesday, Gen. William Wallace, commander of the U.S. Army Training and Doctrine command, is expected to hand down his decision on punishments.

CNN has learned that all of the officers will receive some kind of reprimand, but none will face criminal charges.

But in addition to a formal reprimand, Kensinger may also get a "Letter of Censure" from Geren, a harsher rebuke that could likely lead to the reduction in rank.

Such a punitive action would have to be approved by Defense Secretary Robert Gates, army officials say.

CNN

General faces demotion in Tillman case

By LOLITA C. BALDOR, Associated Press Writer

Army Secretary Peter Geren is expected to recommend that a retired three-star general be demoted for his role in providing misleading information about the death of Army Ranger Pat Tillman, military officials say, in what would be a stinging and rare rebuke.

Lt. Gen. Philip Kensinger, who headed Army special operations, is one of six high-ranking Army officers expected to get official reprimands for making critical errors in reporting the circumstances of Tillman's purported friendly-fire shooting in Afghanistan in April 2004.

The officials requested anonymity because the punishments under consideration by Geren have not been made public. The Army said that no final decisions have been made, and that once they are and the Tillman family and Congress have been notified, there will be an announcement sometime next week.

Geren also is considering issuing a letter of censure to Kensinger, who is receiving the harshest punishment of those involved in what has become a three-year controversy that triggered more than half a dozen investigations. Five other officers, including three generals, are expected to be issued less severe letters criticizing their actions.

Army officials opted not to impose harsher punishments, which could have included additional demotions, dishonorable discharges or even jail time. One senior officer, Lt. Gen. Stanley McChrystal, commander of the Joint Special Operations Command, escaped punishment.

Geren's pending decisions come four months after two investigative reports found that Army officers provided misleading and inaccurate information about Tillman's death. A central issue in the case has been why the Army waited about five weeks after it suspected the former NFL star's death was caused by friendly fire before telling his family.

The probes found that nine officers — including four generals — were at fault in providing the bad information and should be held accountable. But the reports determined that there was no criminal wrongdoing in the actual shooting, and that there was no deliberate cover-up.

Geren then tapped Gen. William Wallace to review the probes and recommend disciplinary actions. Wallace disagreed with initial findings against McChrystal, according to the military officials.

But Wallace also surprised Army officials by singling out a 10th officer for rebuke — one who had not been blamed in the earlier reports.

Brig. Gen. Gina Farrisee, who is director of military personnel management at the Pentagon, is expected to receive a letter of punishment for her involvement in the oversight of the awarding of Tillman's Silver Star.

Two others who were blamed in earlier reports are also expected to receive letters of admonishment: Brig. Gen. Gary Jones, who led one of the early Army investigations into the matter, and now-Brig. Gen. James C. Nixon, who was Tillman's regimental commander.

Jones, now retired from the Army, was faulted for failing to address several issues in his probe, leading to speculation that Army officials were concealing information about Tillman's death.

Nixon was criticized for failing to ensure that Tillman's family was told.

Associated Press

Retired general censured in Tillman case

By RICHARD LARDNER and ERICA WERNER, Associated Press Writers

July 31, 2007

WASHINGTON (AP) -- The Army on Tuesday censured a retired three-star general for a "perfect storm of mistakes, misjudgments and a failure of leadership" after the 2004 friendly-fire death in Afghanistan of Army Ranger Pat Tillman.

Army Secretary Pete Geren asked an Army review panel to decide whether Lt. Gen. Philip Kensinger should also have his rank reduced.

Geren told a Pentagon news conference that, while Kensinger was "guilty of deception" in misleading investigators, there was no intentional Pentagon cover-up of circumstances surrounding the former pro football player's death - at first categorized by the military as being from enemy fire.

"He failed to provide proper leadership to the soldiers under his administrative control. ... He let his soldiers down," Geren said. "General Kensinger was the captain of that ship, and his ship ran aground."

At least six other officers received lesser reprimands.

Geren said he considered recommending a court-martial for Kensinger but ruled it out.

"You are hereby censured for your conduct and failure of leadership in matters relating to the investigation and reporting of the death of Corporal Pat Tillman," said a memo reprimanding the retired general. "Your failings compounded the grief suffered by the Tillman family, resulted in the dissemination of erroneous information and caused lasting damage to the reputation and credibility of the U.S. Army."

The Army panel will decide whether Kensinger should be stripped of his third star, a move that would cut his retirement benefits. Kensinger, who headed Army special operations, retired in 2006.

Geren said that investigations have shown that accidental fire from U.S. troops was responsible for the death of Tillman, who had walked away from a $3.6 million pro football contract to become an Army Ranger.

The Army initially suggested that Tillman, who was 27, had been killed in a firefight with enemy militia forces. The Army then arranged a ceremony to award Tillman a Silver Star for bravery.

Five weeks after his death in April 2004, the Army notified the Tillman family that Tillman died from rounds fired in error by U.S. troops.

Geren cited "multiple actions on the part of multiple soldiers" in compounding the confusion that surrounded the death.

"It's a perfect storm of mistakes, misjudgments and a failure of leadership," he said. "There was never any effort to mislead or hide" or keep embarrassing information from the public, he added.

He said Tillman deserved the Silver Star, the military's third-highest award for valor in combat, despite the circumstances surrounding his death.

He could understand how the Tillman family and other Americans might reach the conclusion that there was a cover-up, Geren said. "The facts just don't support this conclusion," he said. "There was no cover-up."

Still, he said, "We have made mistakes over and over and over, an incredible number of mistakes in handling this. We have destroyed our credibility in their eyes as well as in the eyes of others."

Tillman's family has insisted there was a cover-up that went as high as former Defense Secretary Donald Rumsfeld. Geren was asked whether there was any indication Rumsfeld was aware that Tillman's death was by friendly fire before that information was made public.

"I have no knowledge of any evidence to that end," Geren replied.

Aside from his decision to censure Kensinger, Geren said that he was accepting recommendations by Gen. William Wallace, who conducted the investigation, for the other officers.

These other officers included Brig. Gen. Gina Farrisee, director of military personnel management at the Pentagon, and Lt. Col. Jeff Bailey, the battalion commander who oversaw Tillman's platoon and played a role in the recommendation for his Silver Star. Both will receive memoranda of concern, Geren said.

Escaping any blame was Lt. Gen. Stanley McChrystal, head of the military's Joint Special Operations Command. He oversees the military's most sensitive counterterrorism operations.

Ahead of the announcement, Geren briefed Rep. Mike Honda, D-Calif., Tuesday morning and told the congressman that Kensinger lied to military investigators on multiple occasions to protect himself, according to Daniel Kohns, Honda's spokesman.

Honda, a Democrat who represents the area where Tillman grew up, believes "there are lingering questions hanging over this that point to the possibility of it going broader and higher," Kohns said.

But Geren "stated that to the best of his knowledge it does not go higher than this, that he exhausted every line of investigation," said Kohns, who sat in on the briefing.

A review of the aftermath of Tillman's death by the Pentagon inspector general - one of more than half a dozen investigations so far - found "compelling evidence that Kensinger learned of suspected fratricide well before the memorial service and provided misleading testimony" on that issue. That misrepresentation, the report said, could constitute a "false official statement," a violation of the Military Code of Justice.

The House Oversight and Government Reform Committee issued a subpoena Monday night for testimony from Kensinger, said committee spokeswoman Karen Lightfoot. The subpoena is currently in the hands of U.S. marshals who are trying to deliver it in advance of Wednesday's committee hearing on the Tillman affair, Lightfoot said.

---

Associated Press Writer Scott Lindlaw contributed to this report from San Francisco.

Associated Press

And there is more...

AP: Tillman memo contradicted citation

By SCOTT LINDLAW and MARTHA MENDOZA, Associated Press Writers August 3, 2007

Just a day after approving a medal claiming former NFL player Pat Tillman had been cut down by "devastating enemy fire" in Afghanistan, a high-ranking general tried to warn President Bush that the story might not be true, according to testimony obtained by The Associated Press.

Despite this apparent contradiction, Lt. Gen. Stanley McChrystal was spared punishment in the latest review of Tillman's shooting. On Tuesday, the Army overruled a Pentagon recommendation that he be held accountable for his "misleading" actions.

In a sometimes contentious November interview under oath and via videoconference, Pentagon investigators sharply questioned McChrystal about the conflicting accounts, according to the testimony obtained by the AP under the Freedom of Information Act.

McChrystal acknowledged he had suspected several days prior to approving the Silver Star citation on April 28, 2004, that Tillman may have died by fratricide.

He said that suspicion led him to send a memo to top generals imploring "our nation's leaders," specifically "POTUS" — the acronym for the president — to avoid cribbing the "devastating enemy fire" explanation from the award citation for their speeches.

"Why did you recommend the Silver Star one day and then the next day send a secret back-channel message warning the country's leaders about using information from the Silver Star in public speeches because they might be embarrassed if they do?" an investigator asked McChrystal.

Despite numerous questions, the general never directly explained the discrepancies.

"That question seems to imply the fact that we were giving the award with one hand and then with the other hand saying it was something different," he protested. "But that's exactly the opposite of the way I felt and feel now."

McChrystal told the investigators that he believed Tillman deserved the award, and that he wanted to warn top U.S. military and political leadership that friendly fire was a possibility.

"Because I thought it was friendly fire I thought it was important that key attendees know that that theory could become the finding of the investigation, and if they were going to make a statement about 'killed by enemy fire,' it might not be certain," McChrystal said.

The "secret back-channel message" was a memo known as a P4 that McChrystal wrote on April 29, 2004, to Gen. John Abizaid, head of Central Command, and to two other generals.

The P4 noted rumors that Bush and other top officials "might include comments about Cpl. Tillman's heroism and his approved Silver Star medal in speeches." He warned that it "might cause public embarrassment" if the circumstances of Tillman's death were released.

In the Silver Star citation, McChrystal had praised Tillman for placing himself "in the line of devastating enemy fire."

Tillman's comrades who were nearby in the moments before he was killed have testified that fellow Americans were shooting at them. A few also have testified that the enemy may have been firing as well, but ineffectively. No enemy bullet, rocket or mortar appeared to come close to Tillman during his last minutes on a barren hillside in eastern Afghanistan.

McChrystal was then and remains commander of the covert Joint Special Operations Command, the military's clandestine "black ops" corps, which fights in the shadows of battles in Iraq, Afghanistan and beyond.

Among those who work with him, McChrystal is respected and admired for his leadership and integrity. He also has the trust of Bush, who — despite the secrecy of McChrystal's operation — publicly praised him last year when Al-Qaida in Iraq leader Abu Musab al-Zarqawi was killed in a U.S. airstrike.

Attempts to reach McChrystal this week by telephone and e-mail were unsuccessful.

McChrystal also declined an invitation to appear Wednesday before a congressional committee investigating the misinformation given to Tillman's family and the American public following his friendly fire death in Afghanistan.

Tillman's parents have been critical of the military's punishments surrounding their son's death. The Army waited about five weeks after it suspected friendly fire was involved before telling Tillman's family the true nature of his death.

McChrystal testified in a previous investigation that he had decided not to tell the Tillman family of friendly fire "based on my thought that providing incorrect information before an initial investigation was complete was not in line with normal policies." However, Army regulations require that families be notified when such an investigation is under way — not when it is completed.

Like several other officers involved in the case, McChrystal testified that he did not know about the rule.

After a year-long inquiry that ended in March, the Pentagon's acting inspector general found that McChrystal should be held "accountable for the inaccurate and misleading assertions" in the Silver Star award recommendation; and for failing to notify the officials processing the award that friendly fire was likely.

"The P4 message did not request or suggest any action to correct the information in the award recommendation package," wrote Thomas Gimble, then the Pentagon's top investigator.

Gimble recommended that the acting Army secretary "address and take action" against McChrystal and one subordinate for failing "to submit an accurate Silver Star recommendation." McChrystal was the highest-ranking of nine officers Gimble recommended be "held accountable" for their involvement in the aftermath of Tillman's death.

But the Army cast that aside Tuesday when it overruled the Pentagon's recommendation.

Another Army general, William Wallace, concluded McChrystal had behaved reasonably in assuming the supporting material presented to him for Tillman's Silver Star recommendation was accurate. The Army's statement Tuesday made no mention of McChrystal's acknowledgment under oath that he had known prior to approving the Silver Star that fratricide was a strong possibility.

Asked by a reporter at a news conference Tuesday why McChrystal did not simply call Tillman's family, Army Secretary Pete Geren said that was the job of another chain of command run by Lt. Gen. Philip R. Kensinger Jr., who then led Army special operations forces.

Kensinger, who has since retired, was censured by the Army for allegedly lying to investigators and for a "a failure of leadership."

2007-06-19T13:21:00.000-04:00

A Major General reports...

Long time readers know that I think the best leadership principles come from the US Army. But what happens when those at the very top look the other way?

I firmly believe that the best leadership manual in the world has been produced by the U.S. Army. And, generally speaking, I have found that the lower operating levels of the Army really do attempt to live these values.

But that doesn't mean that EVERYONE in the Army lives these values. As a matter of fact, there is significant pressure on the general officer ranks to go along with whatever the civilian leadership wishes. Cave into this pressure, and you might find your nominated for 4 stars and a European command. Resist the pressure, and you might find yourself out on the street looking for a job.

The latest installment in this saga comes from Major General Antonio M. Taguba (Retired) who reports on the pressures surrounding his investigation of events at Abu Ghraib prison, in Iraq.

You should read the entire article yourself... but here are some of the key comments:

"When Taguba urged one lieutenant general to look at the photographs, he rebuffed him, saying, 'I don’t want to get involved by looking, because what do you do with that information, once you know what they show?'"

“'The whole idea that Rumsfeld projects—‘We’re here to protect the nation from terrorism’—is an oxymoron,' Taguba said. 'He and his aides have abused their offices and have no idea of the values and high standards that are expected of them. And they’ve dragged a lot of officers with them.'”

Taguba got a different message, however, from other officers, among them General John Abizaid, then the head of Central Command. A few weeks after his report became public, Taguba, who was still in Kuwait, was in the back seat of a Mercedes sedan with Abizaid. Abizaid’s driver and his interpreter, who also served as a bodyguard, were in front. Abizaid turned to Taguba and issued a quiet warning: “You and your report will be investigated.” “I wasn’t angry about what he said but disappointed that he would say that to me,” Taguba said. “I’d been in the Army thirty-two years by then, and it was the first time that I thought I was in the Mafia.”

Taguba came to believe that Lieutenant General Sanchez, the Army commander in Iraq, and some of the generals assigned to the military headquarters in Baghdad had extensive knowledge of the abuse of prisoners in Abu Ghraib even before Joseph Darby came forward with the CD. Taguba was aware that in the fall of 2003—when much of the abuse took place—Sanchez routinely visited the prison, and witnessed at least one interrogation. According to Taguba, “Sanchez knew exactly what was going on.”

Taguba, looking back on his testimony, said, “That’s the reason I wasn’t in their camp—because I kept on contradicting them. I wasn’t about to lie to the committee. I knew I was already in a losing proposition. If I lie, I lose. And, if I tell the truth, I lose.”

“The dirt and secrets are in the back channel,” the former senior intelligence officer noted. “All this open business—sitting in staff meetings, etc., etc.—is the Potemkin Village stuff. And the good guys—like Taguba—are gone.”

In January of 2006, Taguba received a telephone call from General Richard Cody, the Army’s Vice-Chief of Staff. “This is your Vice,” he told Taguba. “I need you to retire by January of 2007.” No pleasantries were exchanged, although the two generals had known each other for years, and, Taguba said, “He offered no reason.” (A spokesperson for Cody said, “Conversations regarding general officer management are considered private personnel discussions. General Cody has great respect for Major General Taguba as an officer, leader, and American patriot.”)

“They always shoot the messenger,” Taguba told me. “To be accused of being overzealous and disloyal—that cuts deep into me. I was being ostracized for doing what I was asked to do.”

Taguba went on, “There was no doubt in my mind that this stuff”—the explicit images—“was gravitating upward. It was standard operating procedure to assume that this had to go higher. The President had to be aware of this.” He said that Rumsfeld, his senior aides, and the high-ranking generals and admirals who stood with him as he misrepresented what he knew about Abu Ghraib had failed the nation.

“From the moment a soldier enlists, we inculcate loyalty, duty, honor, integrity, and selfless service,” Taguba said. “And yet when we get to the senior-officer level we forget those values. I know that my peers in the Army will be mad at me for speaking out, but the fact is that we violated the laws of land warfare in Abu Ghraib. We violated the tenets of the Geneva Convention. We violated our own principles and we violated the core of our military values. The stress of combat is not an excuse, and I believe, even today, that those civilian and military leaders responsible should be held accountable.”

You might also like to read the New York Times and Washington Post articles about these matters...

2007-06-14T19:20:00.000-04:00

What will the Internet look like in 2050?

I have often written about the use of scenarios in future studies. It isn't so important that a particular scenario be completely correct. Rather, the purpose of a scenario is to get us to think about alternative futures, how they might develop, and what we should be doing today to prepare for similar events in the future.

For example... consider this imaginative projection of the future of the Internet between now and the year 2050.

Will the future unfold like this?

2007-05-26T20:18:00.000-04:00

Lee Iacocca has written a new book... "Where Have All the Leaders Gone?" that details his Nine Cs of leadership: Curiosity, Creative, Communicate, Character, Courage, Conviction, Charisma, Competent, Common Sense. He was considering adding a tenth C - Crisis Management, but dropped that one in the end.

You can watch a 28 minute interview with Iacocca on the Charlie Rose Show.

You can also listen to a 38 minute lecture by Iacocca at the Barnes & Noble bookshop in New York City.

Thought provoking...

2007-05-21T16:54:00.000-04:00

A Failure of Generalship (Continued)

You might remember my previous post on this topic, dated May 2, 2007, discussing a recent Armed Forces Journal article.

(If you haven't read my previous comments, just click the "More" button on the lower right hand side of this post, and scroll down to it.)

Turns out that there was a radio program on the same date on the same topic!

I think you'll enjoy listening to the mp3 file of the program... and reading comments about it.

http://www.radioopensource.org/iraq-military-self-critique/

2007-05-10T15:48:00.000-04:00

Robert Zoellick

I'm not generally enthused about government officials... or former government officials... who share their thoughts... either online or in print... because I generally find such comments to be self serving, at best, or an attempt to re-write history, at worst.

Therefore, it is with some personal surprise on my part that I caught the entire episode of the "Charlie Rose Show" a few nights ago with Robert Zoellick, former US Trade Representative. As I started to listen to this interview, I found myself nodding my head in agreement with the common sense thoughts he shared... and feeling that, finally, this is a man who has sensible thoughts about the way the world should develop over coming months and years.

He covers just about every topic now on the world stage... China... the Middle East... trade... you name it.

This interview is now online... and I highly recommend that you spend 50 minutes (yes, 50 minutes!) listening to what Mr. Zoellick has to say. You might correctly conclude that I personally share most of the thoughts and approaches offered in the interview.

Highly recommended!

2007-05-02T14:37:00.000-04:00

A Failure in Generalship

For those who know me well, it will come as no surprise that I have a particular interest in military leadership principles.

There are many reasons... none the least of which is that this field has had many practitioners, good and bad, which can easily be studied over long periods of time... even centuries. Civilian corporations lack such visibility and long term continuity.

The current issue of the Armed Forces Journal carries a cover story which might interest you even if you have no established concern for things military.

Entitled "A Failure in Generalship", the article analyzes the leadership difficulties the US is having in Iraq, and proposes numerous fixes. As one military man put it to me, nothing is really startlingly new here, but never-the-less, the article is interesting because it attempts, yet again, to identify, and remedy, the root sources of command failure in Iraq.

Unlike many successful civilian businesses, the military does not use "360 Degree" personnel evaluations. The emphasis is placed upon looking good to, and pleasing the boss. While many positive things could be said for such a policy, its limitations are also equally apparent.

It has been said of the U.S. Army... "When a general officer fails, it often comes as a shock to his superiors... but never to his subordinates."

2007-04-25T13:29:00.000-04:00

MBA Students - Leadership Award - Graduate Business Forum

Are you one of my MBA students? Would you like to expand your knowledge and personally connect with fellow MBA students around the world?

I just came across an interesting web site for MBA students and worldwide educational institutions that offer the MBA degree. It is call the Graduate Business Forum. They even offer an annual Leadership award. The problem with this organization is that to join it, your school must request membership, and the Forum must approve it. Both of these considerations are well beyond our personal capacity and control to influence...

As an alternative, http://bizfacts.ning.com could serve as a meeting place and Members can easily invite other MBA students to join us here... no applications, authorizations or approvals required! You can certainly find MBA students by reading the Forum web site and asking them individually to join us here. Maybe they would be willing to post a link to us.

What do you think?

Does interacting with a diverse pool of fellow MBA students make sense to you?

Could we offer our own Leadership award?

Might our award be better than theirs in that we could make the award to ANY deserving MBA student, as often as we want, not just one per year like the Forum?

2007-04-09T11:00:00.000-04:00

New York Times Executive Compensation Report....

Interested in what executives at public companies take home?

The New York Times on Sunday published "Executive Pay: A Special Report. More Pieces. Still a Puzzle."

According to the Times...

"Chief executives in the financial services, oil and health care industries generally landed outsized paydays in 2006, just as they have for years. Ray R. Irani, Occidental Petroleum’s chief executive, had a $52.1 million payday, the largest of anyone on the list of 150 companies that filed under the new rules. But even that amount was overshadowed by what Lloyd C. Blankfein, Goldman Sachs’s chief executive, was paid under the old disclosure system. His $54.3 million pay package made him Wall Street’s highest-paid boss, though he held the top job for less than half the year. Not far behind Mr. Blankfein were the heads of Wall Street’s other big investment banks, where the typical pay package crossed the $40 million mark.

(Of course, those sums are probably a pittance compared with some paydays in the buyout and hedge fund worlds, where compensation remains a private matter.)"

In terms of total compensation, Ray Irani, Occidental Petroleum Corp.'s chairman and chief executive, took in more than $400 million in compensation last year, the company said in a Schedule 14A filing, one of the biggest single-year payouts in U.S. corporate history.

The largest part of Ray Irani's 2006 payout was $270.2 million from the exercise of options awarded from 1997 to 2006, representing more than 7.1 million shares, according to the company's annual proxy statement, Schedule 14A, which was filed with the Securities and Exchange Commission in March.

Irani also received $93.3 million in stock and dividends from a deferred stock program when the company closed the plan in October due to increases in liability and expenses for the program, the company said.

Irani's salary in 2006 was $1.3 million and his cash bonus was $1.4 million, according to the filing. But stock and option awards and other benefits lifted his 2006 compensation to $55.6 million, the proxy said.

The New York Times also offered two helpful graphics...

You Can Read It, but Can You Understand It?

and...

Putting Pay for Performance to the Test

What do you think about these trends?

2007-04-06T09:29:00.000-04:00

Greed is good... or at least profitable..................

Thursday evening brought news that Ford Motor Company, which posted a record $12.7 billion net loss in 2006, gave its new CEO Alan Mulally $ 39 million for four months on the job.

Other details are listed in a CNN report detailing his pay package.

These reports also indicate that he received $55,469 for relocation costs and temporary housing. I guess Mr. Mulally can't find it within himself to stay at the local Hampton Inn to save the company a few bucks.

The details of the compensation packages and costs come as Ford moves ahead with plans to close plants and cut more than 30,000 hourly positions from the company in an effort to stem losses.

Now I don't really blame Mr. Mulally for taking Ford Motor for as much as he can. After all, he can certainly point to others who have taken nearly as much... or more.

I'm sure Mr. Mulally is a very nice man... someone I'd be proud to have as a friend or neighbor. But I really don't think he, or anyone else deserves "over the top" CEO pay packages.

I blame the Ford Board of Directors ("Dedicated to serving the interests of our shareholders"). They have a fiduciary responsibility to shareholders, and stakeholders (such as Ford employees). Somewhere, sometime, this CEO pay madness has got to be put to a stop.

How can anyone look 30,000 families straight in the eye to tell them that mom or dad hasn't got a job, while pocketing such an outrageous compensation package?

I know I couldn't...

2007-04-04T16:08:00.000-04:00

Flying? Try Delta, not United...

David Pauly of the Bloomberg News Service has an interesting article about corporate greed.

Two airlines are emerging from bankruptcy...

United which left bankruptcy proceedings Feb. 1, 2006, disclosed this week that it paid Glenn Tilton, chief executive officer of its United Airlines unit, $24 million last year, mostly in stock, options and incentive pay.

Delta Air Lines Inc., which plans to exit Chapter 11 bankruptcy about April 30, said last week that it will continue to pay its CEO Gerald Grinstein his salary of $338,000 -- and that's it.

It plans to give 39,000 workers who aren't covered by union contracts $480 million in cash and new Delta stock. That comes to $12,308 for each person.

The employees will get 8 percent of their 2006 earnings in cash, a total of $130 million. They also will get 3.5 percent of the new Delta stock, worth $350 million based on the company's estimate that its shares out of bankruptcy will be worth $10 billion.

It must be encouraging to proponents of better corporate governance to see Delta spreading the rewards commensurately to those whose pay was cut to help the carrier survive. Delta's non-contract workers also will get pay increases of as much as 4 percent this summer and profit-sharing and pension rights. Under union contracts, Delta pilots and flight dispatchers will get profit-sharing and other compensation and they have unsecured claims against the airline in the bankruptcy proceeding. A group of 1,200 Delta managers other than the top executives will get $240 million in new stock, or $200,000 each.

UAL executive pay looks outsized considering the company was barely profitable, excluding one-time gains, in the 11 months of 2006 after leaving bankruptcy. By comparison, 54,000 members of United's working class received $115 million in incentive pay and profit-sharing last year, equal to $2,130 each.

2007-04-04T12:08:00.000-04:00

The Gordon Gekko of Baseball...

Next time you chomp down on one of those absurdly over-priced hotdogs at a major league ballpark, consider this...

Baseball Commissioner Bud Selig, not exactly my personal candidate for "Executive of the Year", received $14.5 million for the year ending October 31, 2006, according to tax returns filed by Major League Baseball.

Only 14 actual players made more last season. The sum represents well more than half of the entire budget ($23 million) for one team, the Tampa Bay Devil Rays.

That great fictional character Gordon Gekko declared in the film Wall Street that as an asset stripper, he was "not a destroyer of companies" but a "liberator of them." And most famously in the film, he asserted:

“

The point is, ladies and gentleman, that 'greed' -- for lack of a better word -- is good. Greed is right. Greed works. Greed clarifies, cuts through, and captures the essence of the evolutionary spirit. Greed, in all of its forms -- greed for life, for money, for love, knowledge -- has marked the upward surge of mankind. And greed -- you mark my words -- will not only save Teldar Paper, but that other malfunctioning corporation called the USA.

Ball thrower... or bull thrower... which is worth more in your estimation?

2007-04-03T11:22:00.000-04:00

Leadership - What They're Selling These Days

Maybe it's just me, but the current crop of leadership books just leave me cold.

If sales are any measure, these books will top the charts. The question I have is: "Will they really deliver in making you a better leader?"

There seems to be an almost unlimited demand for books, written by "insiders", that purport to let you in on "leadership secrets" these pundits have picked up over a lifetime. In my experience, they pass along generalities that satisfy only for the moment, but leave a reader without very many specific actionable steps intended to last for a lifetime.

An example now on store shelves...

In "True North: Discover Your Authentic Leadership", "One of the most important books on leadership to come along in years", according to the New York Times, Bill George, previously of Honeywell, Medtronic and now the Harvard Business School, reports on his survey of 125 executives. Can that small a sample size be considered a comprehensive survey of leadership? Of course not! But the intent here is really to drop names, in the fashion of "Here's what Mr Bigshot told me". If reading the opinions of people who truly wouldn't give you the time of day in real life is a value, then you might enjoy this book.

In his generally laudatory review in the New York Times, William J. Holstein tells us that the view that emerges is that the soul of leadership cannot be taught, which is indeed a strange admission coming from a professor at a business school. Instead, leaders are shaped by personal crises or other life experiences. In the case of Mr. George, quite sadly, his mother died when he was young and his fiancée died while they were engaged. While these were indeed quite tragic personal events, how does this relate to leadership? Is suffering somehow a pre-requisite to high leadership attainment? If that is indeed so, why don't more suffering employees rise to the top? Or is there more to it than that?

Another common leadership thread Mr. George identifies in the strongest leaders is that they have a self-reported deep desire to serve a greater goal beyond simply making money. This sounds like something straight out of the corporate PR department! Wonderful, if true, but over shadowed by daily reports of outrageous CEO pay increases. And wouldn't it be refreshing if someone like Mr. George, himself a former CEO, donated the proceeds of his book to charity, rather than pocketing the loot? Ahh... these things certainly seem better in theory than in practice!

Mr George goes on to spout other old bromides, such as that the role of leaders is not to get other people to follow them, but to empower others to lead.

I don't know about you, but, come to think about it, doesn't all this wording sound suspiciously like it was lifted straight from any episode of the HBO TV series Arli$$? You remember Arli$$, don't you? Arliss Michaels claimed to be the "working man's friend"... the super athlete's super-agent, wheeling and dealing in the higher echelons of the sports world--an arena filled with glamour, hypocrisy and money.

Could it be that Arli$$ actually wrote this book, under the pseudonym of "Bill George"?

I'm suspicious...

Arliss, is that really you?

2007-03-20T17:01:00.000-04:00

Powerful Leadership Principles & Sayings

Many times senior executives "assume" that their juniors know things that, in truth, the juniors never were exposed to in the first place during their upbringing, training and education.

One area in which this is especially true is in the field of leadership development.

A scouting organization, of all things, has compiled an extensive list of leadership principles and sayings, by David L. Olpin, based upon the writings of 500 authors.

While you might not agree with each and every item listed in this extensive compilation, reading each item is a worthy intellectual exercise... and might get you thinking about what true "leadership" really means to you!

2007-03-20T08:38:00.000-04:00

Army Leadership Regulation

The US Army has recently issued a companion regulation to supplement its excellent leadership manual.

You might want to review a free copy of the manual, Army Regulation 600-100, entitled "Army Leadership", and add it to your own leadership library.

I know that I have!

2007-03-20T08:28:00.000-04:00

Army Leadership Manual

Anyone who spends any length of time around me soon realizes that the best leadership training I ever received was not in school or in a book. It was in the US Army.

The service has produced a new free edition of its leadership manual, FM 6-22, entitled "Army Leadership: Competent, Confident, Agile".

I heartily recommend that you have a look...

Principles of Military Leadership

2004-08-19T14:54:00.000-05:00

Principles of Military Leadership

U.S. Army Leadership Doctrine

Values

Selfless Service – Put the welfare of the organization before your own.

Duty – Fulfill your obligations.

Integrity – Do what is right, both legally and morally.

Personal Courage – Face fear, danger and adversity, both physical and moral.

Respect – Treat people as they should be treated.

Loyalty – Be faithful to your organization and people.

Honor – Live up to all preceding organizational values.

Attributes

Mental Attributes:

Will – Inner drive

Self-Discipline – Master of impulses

Initiative – Self-starter

Judgment – Making the best decision in the situation

Self-Confidence – Acting correctly, even under stress

Intelligence – Learn, reflect and apply learning

Cultural Awareness – Sensitivity to culture and traditions

Emotional Attributes:

Self Control

Balance

Stability

Physical Attributes:

Health

Physical fitness

Stamina

Energy

Professional bearing

Skills

Interpersonal Skills – Dealing with people, including coaching, teaching, counseling, motivating, and empowering.

Conceptual Skills – Handling ideas, requiring sound judgment, ability to think creatively, and reason analytically, critically, and ethically.

Technical Skills – job-related abilities and expertise necessary to accomplish all assigned tasks and functions.

Tactical Skills – the ability to employ elements of an organization to solve problems.

Actions

Influencing – Use of interpersonal skills to guide others toward a goal.

Operating – Develop detailed, executable plans… then execute those plans.

Improving – Leave an organization better than you found it.

Army Leadership, FM 22-100
Be-Know-Do – Leadership the Army Way

Leadership Dimensions
VALUES
LOYALTY
B-2. Leaders who demonstrate loyalty—
· Bear true faith and allegiance in the correct order to the Constitution, the Army, and the organization.
· Observe higher headquarters’ priorities.
· Work within the system without manipulating it for personal gain.
DUTY
B-3. Leaders who demonstrate devotion to duty—
· Fulfill obligations—professional, legal, and moral.
· Carry out mission requirements.
· Meet professional standards.
· Set the example.
· Comply with policies and directives.
· Continually pursue excellence.
RESPECT
B-4. Leaders who demonstrate respect—
· Treat people as they should be treated.
· Create a climate of fairness and equal opportunity.
· Are discreet and tactful when correcting or questioning others.
· Show concern for and make an effort to check on the safety and well-being of others.
· Are courteous.
· Don’t take advantage of positions of authority.
SELFLESS SERVICE
B-5. Leaders who demonstrate selfless service—
· Put the welfare of the nation, the Army, and subordinates before their own.
· Sustain team morale.
· Share subordinates’ hardships.
· Give credit for success to others and accept responsibility for failure themselves.
HONOR
B-6. Leaders who demonstrate honor—
· Live up to Army values.
· Don’t lie, cheat, steal, or tolerate those actions by others.
INTEGRITY
B-7. Leaders who demonstrate integrity—
· Do what is right legally and morally.
· Possess high personal moral standards.
· Are honest in word and deed.
· Show consistently good moral judgment and behavior.
· Put being right ahead of being popular.
PERSONAL COURAGE
B-8. Leaders who demonstrate personal courage—
· Show physical and moral bravery.
· Take responsibility for decisions and actions.
· Accept responsibility for mistakes and shortcomings.
ATTRIBUTES
MENTAL ATTRIBUTES
B-9. Leaders who demonstrate desirable mental attributes—
· Possess and display will, self-discipline, initiative, judgment, self-confidence, intelligence, common sense, and cultural awareness.
· Think and act quickly and logically, even when there are no clear instructions or the plan falls apart.
· Analyze situations.
· Combine complex ideas to generate feasible courses of action.
· Balance resolve and flexibility.
· Show a desire to succeed; do not quit in the face of adversity.
· Do their fair share.
· Balance competing demands.
· Embrace and use the talents of all members to build team cohesion.
PHYSICAL ATTRIBUTES
B-10. Leaders who demonstrate desirable physical attributes—
· Maintain an appropriate level of physical fitness and military bearing.
· Present a neat and professional appearance.
· Meet established norms of personal hygiene, grooming, and cleanliness.
· Maintain Army height and weight standards (not applicable to DA civilians).
· Render appropriate military and civilian courtesies.
· Demonstrate nonverbal expressions and gestures appropriate to the situation.
· Are personally energetic.
· Cope with hardship.
· Complete physically demanding endeavors.
· Continue to function under adverse conditions.
· Lead by example in performance, fitness, and appearance.
EMOTIONAL ATTRIBUTES
B-11. Leaders who demonstrate appropriate emotional attributes—
· Show self-confidence.
· Remain calm during conditions of stress, chaos, and rapid change.
· Exercise self-control, balance, and stability.
· Maintain a positive attitude.
· Demonstrate mature, responsible behavior that inspires trust and earns respect.
SKILLS
INTERPERSONAL SKILLS
B-12. Leaders who demonstrate interpersonal skills—
· Coach, teach, counsel, motivate, and empower subordinates.
· Readily interact with others.
· Earn trust and respect.
· Actively contribute to problem solving and decision making.
· Are sought out by peers for expertise and counsel
CONCEPTUAL SKILLS
B-13. Leaders who demonstrate conceptual skills—
· Reason critically and ethically.
· Think creatively.
· Anticipate requirements and contingencies.
· Improvise within the commander’s intent.
· Use appropriate reference materials.
· Pay attention to details.
TECHNICAL SKILLS
B-14. Leaders who demonstrate technical skills—
· Possess or develop the expertise necessary to accomplish all assigned tasks and functions.
· Know standards for task accomplishment.
· Know the small unit tactics, techniques, and procedures that support the organization’s mission.
· Know the drills that support the organization’s mission.
· Prepare clear, concise operation orders.
· Understand how to apply the factors of mission, enemy, terrain and weather, troops, time available, and civil considerations (METT-TC) to mission analysis.
· Master basic soldier skills.
· Know how to use and maintain equipment.
· Know how and what to inspect or check.
· Use technology, especially information technology, to enhance communication.
TACTICAL SKILLS
B-15. Leaders who demonstrate tactical skills—
· Know how to apply warfighting doctrine within the commander’s intent.
· Apply their professional knowledge, judgment, and warfighting skill at the appropriate leadership level.
· Combine and apply skill with people, ideas, and things to accomplish short-term missions.
· Apply skill with people, ideas, and things to train for, plan, prepare, execute and assess offensive, defensive, stability, and support actions.
ACTIONS
INFLUENCING
B-16. Leaders who influence—
· Use appropriate methods to reach goals while operating and improving.
· Motivate subordinates to accomplish assigned tasks and missions.
· Set the example by demonstrating enthusiasm for—and, if necessary, methods of—accomplishing assigned tasks.
· Make themselves available to assist peers and subordinates.
· Share information with subordinates.
· Encourage subordinates and peers to express candid opinions.
· Actively listen to feedback and act appropriately based on it.
· Mediate peer conflicts and disagreements.
· Tactfully confront and correct others when necessary.
· Earn respect and obtain willing cooperation of peers, subordinates, and superiors.
· Challenge others to match their example.
· Take care of subordinates and their families, providing for their health, welfare, morale, and training.
· Are persuasive in peer discussions and prudently rally peer pressure against peers when required.
· Provide a team vision for the future.
· Shape the organizational climate by setting, sustaining, and ensuring a values-based environment.
Communicating
B-17. Leaders who communicate effectively—
· Display good oral, written, and listening skills.
· Persuade others.
· Express thoughts and ideas clearly to individuals and groups.
B-18. Oral Communication. Leaders who effectively communicate orally—
· Speak clearly and concisely.
· Speak enthusiastically and maintain listeners’ interest and involvement.
· Make appropriate eye contact when speaking.
· Use gestures that are appropriate but not distracting.
· Convey ideas, feelings, sincerity, and conviction.
· Express well-thought-out and well-organized ideas.
· Use grammatically and doctrinally correct terms and phrases.
· Use appropriate visual aids.
· Act to determine, recognize and resolve misunderstandings.
· Listen and watch attentively; make appropriate notes; convey the essence of what was said or done to others.
· React appropriately to verbal and nonverbal feedback.
· Keep conversations on track.
B-19. Written Communication. Leaders who effectively communicate in writing—
· Are understood in a single rapid reading by the intended audience.
· Use correct grammar, spelling, and punctuation.
· Have legible handwriting.
· Put the "bottom line up front."
· Use the active voice.
· Use an appropriate format, a clear organization, and a reasonably simple style.
· Use only essential acronyms and spell out those used.
· Stay on topic.
· Correctly use facts and data.
(DA Pam 600-67 discusses techniques for writing effectively.)
Decision Making
B-20. Leaders who make effective, timely decisions—
· Employ sound judgment and logical reasoning.
· Gather and analyze relevant information about changing situations to recognize and define emerging problems.
· Make logical assumptions in the absence of facts.
· Uncover critical issues to use as a guide in both making decisions and taking advantage of opportunities.
· Keep informed about developments and policy changes inside and outside the organization.
· Recognize and generate innovative solutions.
· Develop alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.
· Anticipate needs for action.
· Relate and compare information from different sources to identify possible cause-and-effect relationships.
· Consider the impact and implications of decisions on others and on situations.
· Involve others in decisions and keep them informed of consequences that affect them.
· Take charge when in charge.
· Define intent.
· Consider contingencies and their consequences.
· Remain decisive after discovering a mistake.
· Act in the absence of guidance.
· Improvise within commander’s intent; handle a fluid environment.
Motivating
B-21. Leaders who effectively motivate—
· Inspire, encourage, and guide others toward mission accomplishment.
· Don’t show discouragement when facing setbacks.
· Attempt to satisfy subordinates’ needs.
· Give subordinates the reason for tasks.
· Provide accurate, timely, and (where appropriate) positive feedback.
· Actively listen for feedback from subordinates.
· Use feedback to modify duties, tasks, requirements, and goals when appropriate.
· Recognize individual and team accomplishments and reward them appropriately.
· Recognize poor performance and address it appropriately.
· Justly apply disciplinary measures.
· Keep subordinates informed.
· Clearly articulate expectations.
· Consider duty positions, capabilities, and developmental needs when assigning tasks.
· Provide early warning to subordinate leaders of tasks they will be responsible for.
· Define requirements by issuing clear and concise orders or guidance.
· Allocate as much time as possible for task completion.
· Accept responsibility for organizational performance. Credit subordinates for good performance. Take responsibility for and correct poor performance.
OPERATING
B-22. Leaders who effectively operate—
· Accomplish short-term missions.
· Demonstrate tactical and technical competency appropriate to their rank and position.
· Complete individual and unit tasks to standard, on time, and within the commander’s intent.
Planning and Preparing
B-23. Leaders who effectively plan—
· Develop feasible and acceptable plans for themselves and others that accomplish the mission while expending minimum resources and posturing the organization for future missions.
· Use forward planning to ensure each course of action achieves the desired outcome.
· Use reverse planning to ensure that all tasks can be executed in the time available and that tasks depending on other tasks are executed in the correct sequence.
· Determine specified and implied tasks and restate the higher headquarters’ mission in terms appropriate to the organization.
· Incorporate adequate controls such as time phasing; ensure others understand when actions should begin or end.
· Adhere to the "1/3-2/3 Rule"; give subordinates time to plan.
· Allocate time to prepare and conduct rehearsals.
· Ensure all courses of action accomplish the mission within the commander’s intent.
· Allocate available resources to competing demands by setting task priorities based on the relative importance of each task.
· Address likely contingencies.
· Remain flexible.
· Consider SOPs, the factors of METT-TC, and the military aspects of terrain (OCOKA).
· Coordinate plans with higher, lower, adjacent, and affected organizations.
· Personally arrive on time and meet deadlines; require subordinates and their organizations to accomplish tasks on time.
· Delegate all tasks except those they are required to do personally.
· Schedule activities so the organization meets all commitments in critical performance areas.
· Recognize and resolve scheduling conflicts.
· Notify peers and subordinates as far in advance as possible when their support is required.
· Use some form of a personal planning calendar to organize requirements.
Executing
B-24. Leaders who effectively execute—
· Use technical and tactical skills to meet mission standards, take care of people, and accomplish the mission with available resources.
· Perform individual and collective tasks to standard.
· Execute plans, adjusting when necessary, to accomplish the mission.
· Encourage initiative.
· Keep higher and lower headquarters, superiors, and subordinates informed.
· Keep track of people and equipment.
· Make necessary on-the-spot corrections.
· Adapt to and handle fluid environments.
· Fight through obstacles, difficulties, and hardships to accomplish the mission.
· Keep track of task assignments and suspenses; adjust assignments, if necessary; follow up.
Assessing
B-25. Leaders who effectively assess—
· Use assessment techniques and evaluation tools (especially AARs) to identify lessons learned and facilitate consistent improvement.
· Establish and employ procedures for monitoring, coordinating, and regulating subordinates’ actions and activities.
· Conduct initial assessments when beginning a new task or assuming a new position.
· Conduct IPRs.
· Analyze activities to determine how desired end states are achieved or affected.
· Seek sustainment in areas when the organization meets the standard.
· Observe and assess actions in progress without oversupervising.
· Judge results based on standards.
· Sort out important actual and potential problems.
· Conduct and facilitate AARs; identify lessons.
· Determine causes, effects, and contributing factors for problems.
· Analyze activities to determine how desired end states can be achieved ethically.
IMPROVING
B-26. Leaders who effectively improve the organization—
· Sustain skills and actions that benefit themselves and each of their people for the future.
· Sustain and renew the organization for the future by managing change and exploiting individual and institutional learning capabilities.
· Create and sustain an environment where all leaders, subordinates, and organizations can reach their full potential.
Developing
B-27. Leaders who effectively develop—
· Strive to improve themselves, subordinates, and the organization.
· Mentor by investing adequate time and effort in counseling, coaching, and teaching their individual subordinates and subordinate leaders.
· Set the example by displaying high standards of duty performance, personal appearance, military and professional bearing, and ethics.
· Create a climate that expects good performance, recognizes superior performance, and doesn’t accept poor performance.
· Design tasks to provide practice in areas of subordinate leaders’ weaknesses.
· Clearly articulate tasks and expectations and set realistic standards.
· Guide subordinate leaders in thinking through problems for themselves.
· Anticipate mistakes and freely offer assistance without being overbearing.
· Observe, assess, counsel, coach, and evaluate subordinate leaders.
· Motivate subordinates to develop themselves.
· Arrange training opportunities that help subordinates achieve insight, self-awareness, self-esteem, and effectiveness.
· Balance the organization’s tasks, goals, and objectives with subordinates’ personal and professional needs.
· Develop subordinate leaders who demonstrate respect for natural resources and the environment.
· Act to expand and enhance subordinates’ competence and self-confidence.
· Encourage initiative.
· Create and contribute to a positive organizational climate.
· Build on successes.
· Improve weaknesses.
Building
B-28. Leaders who effectively build—
· Spend time and resources improving the organization.
· Foster a healthy ethical climate.
· Act to improve the organization’s collective performance.
· Comply with and support organizational goals.
· Encourage people to work effectively with each other.
· Promote teamwork and team achievement.
· Are examples of team players.
· Offer suggestions, but properly execute decisions of the chain of command and NCO support channel—even unpopular ones—as if they were their own.
· Accept and act on assigned tasks.
· Volunteer in useful ways.
· Remain positive when the situation becomes confused or changes.
· Use the chain of command and NCO support channel to solve problems.
· Support equal opportunity.
· Prevent sexual harassment.
· Participate in organizational activities and functions.
· Participate in team tasks and missions without being requested to do so.
· Establish an organizational climate that demonstrates respect for the environment and stewards natural resources.
Learning
B-29. Leaders who effectively learn—
· Seek self-improvement in weak areas.
· Encourage organizational growth.
· Envision, adapt, and lead change.
· Act to expand and enhance personal and organizational knowledge and capabilities.
· Apply lessons learned.
· Ask incisive questions.
· Envision ways to improve.
· Design ways to practice.
· Endeavor to broaden their understanding.
· Transform experience into knowledge and use it to improve future performance.
· Make knowledge accessible to the entire organization.
· Exhibit reasonable self-awareness.
· Take time off to grow and recreate.
· Embrace and manage change; adopt a future orientation.
· Use experience to improve themselves and the organization.
http://atiam.train.army.mil/portal/atia/adlsc/view/public/296756-1/fm/22-100/appb.htmArmy Leadership Principles
These leadership principles are proven guidelines, which if followed, will substantially enhance your ability to be an effective leader. Keep in mind that your ability to implement these principles will influence your opportunity to accomplish the mission, to earn the respect of your fellow soldiers, juniors and seniors, and to make you an effective leader. Make these principles work for you.
1. Know yourself and seek self-improvement.
1. This principle of leadership should be developed by the use of leadership traits. Evaluate yourself by using the leadership traits and determine your strengths and weaknesses. Work to improve your weaknesses and utilize your strengths. With a knowledge of yourself, and your experience and knowledge of group behavior, you can determine the best way to deal with any given situation. With some soldiers, and in certain situations, the firm, hard stand may be most effective; however, in other situations, the "big brother" approach may work better. You can improve yourself in many ways. Self-improvement can be achieved by reading and observing. Ask your friends and seniors for an honest evaluation of your leadership ability. This will help you to identify your weaknesses and strengths.
2. To develop the techniques of this principle you should:
I. Make an honest evaluation of yourself to determine your strong and weak personal qualities. Strive to overcome the weak ones and further strengthen those in which you are strong.
II. Seek the honest opinions of your friends or superiors to show you how to improve your leadership ability.
III. Learn by studying the causes for the success or the failure of other leaders.
IV. Develop a genuine interest in people; acquire an understanding of human nature.
V. Master the art of effective writing and speech.
VI. Have a definite goal and a definite plan to attain your goal.
2. Be technically and tactically proficient.
1. Before you can lead, you must be able to do the job. The first principle is to know your job. As a soldier, you must demonstrate your ability to accomplish the mission, and to do this you must be capable of answering questions and demonstrating competence in your MOS. Respect is the reward of the soldier who shows competence. Tactical and technical competence can be learned from books and from on the job training.
2. To develop this leadership principle of being technically and tactically proficient, you should:
1. Seek a well rounded military education by attending service schools; doing daily independent reading and research; taking correspondence courses from colleges, or correspondence schools; and seeking off-duty education.
2. Seek out and associate with capable leaders. Observe and study their actions.
3. Broaden your knowledge through association with members of other branches of the U. S. armed services.
4. Seek opportunities to apply knowledge through the exercise of command. Good leadership is acquired only through practice.
5. Prepare yourself for the job of leader at the next higher rank.
3. Know your soldiers and look out for their welfare.
1. This is one of the most important of the principles. You should know your soldiers and how they react to different situations. This knowledge can save lives. A soldier who is nervous and lacks self confidence should never be put in a situation where an important, instant decision must be made. Knowledge of your soldiers' personalities will enable you, as the leader, to decide how to best handle each soldier and determine when close supervision is needed.
2. To put this principle into practice successfully you should:
. Put your soldiers' welfare before your own--correct grievances and remove discontent.
I. See the members of your unit and let them see you so that every soldier may know you and feel that you know them. Be approachable.
II. Get to know and understand the soldiers under your command.
III. Let them see that you are determined that they be fully prepared for battle.
IV. Concern yourself with the living conditions of the members of your unit.
V. Help your soldiers get needed support from available personal services.
VI. Protect the health of your unit by active supervision of hygiene and sanitation.
VII. Determine what your unit's mental attitude is; keep in touch with their thoughts.
VIII. Ensure fair and equal distribution of rewards.
IX. Encourage individual development.
X. Provide sufficient recreational time and insist on participation.
XI. Share the hardships of your soldiers so you can better understand their reactions.
4. Keep your soldiers informed.
1. Soldiers by nature are inquisitive. To promote efficiency and morale, a leader should inform the Soldiers in his unit of all happenings and give reasons why things are to be done. This, of course, is done when time and security permit. Informing your Soldiers of the situation makes them feel that they are a part of the team and not just a cog in a wheel. Informed soldiers perform better and, if knowledgeable of the situation, can carry on without your personal supervision. The key to giving out information is to be sure that the soldiers have enough information to do their job intelligently and to inspire their initiative, enthusiasm, loyalty, and convictions.
2. Techniques in applying this principle are to:
. Whenever possible, explain why tasks must be done and how you intend to do them.
I. Assure yourself, by frequent inspections, that immediate subordinates are passing on necessary information.
II. Be alert to detect the spread of rumors. Stop rumors by replacing them with the truth.
III. Build morale and esprit de corps by publicizing information concerning successes of your unit.
IV. Keep your unit informed about current legislation and regulations affecting their pay, promotion, privileges, and other benefits.
5. Set the example.
1. As a soldier progresses through the ranks by promotion, all too often he/she takes on the attitude of "do as I say, not as I do." Nothing turns soldiers off faster! As a soldier leader your duty is to set the standards for your soldiers by personal example. Your appearance, attitude, physical fitness, and personal example are all watched by the soldiers in your unit. If your personal standards are high, then you can rightfully demand the same of your soldiers. If your personal standards are not high you are setting a double standard for your soldiers, and you will rapidly lose their respect and confidence. Remember your soldiers reflect your image! Leadership is taught by example.
2. Techniques for setting the example are to:
. Show your soldiers that you are willing to do the same things you ask them to do.
I. Be physically fit, well groomed, and correctly dressed.
II. Maintain an optimistic outlook. Develop the will to win by capitalizing on your unit's abilities. The more difficult the situation is, the better your chance is to display an attitude of calmness and confidence.
III. Conduct yourself so that your personal habits are not open to criticism.
IV. Exercise initiative and promote the spirit of initiative in your soldiers.
V. Avoid showing favoritism to any subordinate.
VI. Share danger and hardship with your soldiers to demonstrate your willingness to assume your share of the difficulties.
VII. By your performance, develop the thought within your soldiers that you are the best soldier for the position you hold.
VIII. Delegate authority and avoid over-supervision in order to develop leadership among subordinates.
6. Ensure the task is understood, supervised, and accomplished.
1. This principle is necessary in the exercise of command. Before you can expect your soldiers to perform, they must know first what is expected of them. You must communicate your instructions in a clear, concise manner. Talk at a level that your soldiers are sure to understand, but not at a level so low that would insult their intelligence. Before your soldiers start a task, allow them a chance to ask questions or seek advice. Supervision is essential. Without supervision you cannot know if the assigned task is being properly accomplished. Over supervision is viewed by subordinates as harassment and effectively stops their initiative. Allow subordinates to use their own techniques, and then periodically check their progress.
2. The most important part of this principle is the accomplishment of the mission. All the leadership, supervision, and guidance in the world are wasted if the end result is not the successful accomplishment of the mission. In order to develop this principle you should:
. Ensure that the need for an order exists before issuing the order.
I. Use the established chain of command.
II. Through study and practice, issue clear, concise, and positive orders.
III. Encourage subordinates to ask questions concerning any point in your orders or directives they do not understand.
IV. Question your soldiers to determine if there is any doubt or misunderstanding in regard to the task to be accomplished.
V. Supervise the execution of your orders.
VI. Make sure your soldiers have the resources needed to accomplish the mission.
VII. Vary your supervisory routine and the points which you emphasize during inspections.
VIII. Exercise care and thought in supervision. Over supervision hurts initiative and creates resentment; under supervision will not get the job done.
7. Train your soldiers as a team.
1. Every waking hour soldiers should be trained and schooled, challenged and tested, corrected and encouraged with perfection and teamwork as a goal. When not at war, soldiers are judged in peacetime roles: perfection in drill, dress, bearing and demeanor; shooting; self-improvement; and most importantly, performance. No excuse can be made for the failure of leaders to train their soldiers to the highest state of physical condition and to instruct them to be the very best in the profession of arms. Train with a purpose and emphasize the essential element of teamwork.
2. The sharing of hardships, dangers, and hard work strengthens a unit and reduces problems, it develops teamwork, improves morale and esprit and molds a feeling of unbounded loyalty and this is the basis for what makes men fight in combat; it is the foundation for bravery, for advancing under fire. Troops don't complain of tough training; they seek it and brag about it.
3. Teamwork is the key to successful operations. Teamwork is essential from the smallest unit to the entire soldier Corps. As a soldier officer, you must insist on teamwork from your soldiers. Train, play, and operate as a team. Be sure that each soldier knows his/her position and responsibilities within the team framework.
4. When team spirit is in evidence, the most difficult tasks become much easier to accomplish. Teamwork is a two-way street. Individual soldiers give their best, and in return the team provides the soldier with security, recognition, and a sense of accomplishment.
5. To develop the techniques of this principle you should:
. Train, study and train, prepare, and train thoroughly, endlessly.
I. Strive to maintain individual stability and unit integrity; keep the same squad leader and fire team leaders as long as possible if they're getting the job done. Needless transfers disrupt teamwork.
II. Emphasize use of the "buddy" system.
III. Encourage unit participation in recreational and military events.
IV. Never publicly blame an individual for the team's failure nor praise one individual for the team's success.
V. Provide the best available facilities for unit training and make maximum use of teamwork.
VI. Ensure that all training is meaningful, and that its purpose is clear to all members of the command.
VII. Acquaint each soldier of your unit with the capabilities and limitations of all other units, thereby developing mutual trust and understanding.
VIII. Ensure that each junior leader understands the mechanics of tactical control for the unit.
IX. Base team training on realistic, current, and probable conditions.
X. Insist that every soldier understands the functions of the other members of the team and how the team functions as a part of the unit.
XI. Seek opportunities to train with other units.
XII. Whenever possible, train competitively.
8. Make sound and timely decisions
1. The leader must be able to rapidly estimate a situation and make a sound decision based on that estimation. Hesitation or a reluctance to make a decision leads subordinates to lose confidence in your abilities as a leader. Loss of confidence in turn creates confusion and hesitation within the unit.
2. Once you make a decision and discover it is the wrong one, don't hesitate to revise your decision. soldiers respect the leader who corrects mistakes immediately instead of trying to bluff through a poor decision.
3. Techniques to develop this principle include:
. Develop a logical and orderly thought process by practicing objective estimates of the situation.
I. When time and situation permit, plan for every possible event that can reasonably be foreseen.
II. Consider the advice and suggestions of your subordinates whenever possible before making decisions.
III. Announce decisions in time to allow subordinates to make necessary plans.
IV. Encourage subordinates to estimate and make plans at the same time you do.
V. Make sure your soldiers are familiar with your policies and plans.
VI. Consider the effects of your decisions on all members of your unit.
9. Develop a sense of responsibility among your subordinates.
1. Another way to show your soldiers that you are interested in their welfare is to give them the opportunity for professional development. Assigning tasks and delegating the authority to accomplish tasks promotes mutual confidence and respect between the leader and subordinates. It also encourages the subordinates to exercise initiative and to give wholehearted cooperation in the accomplishment of unit tasks. When you properly delegate authority, you demonstrate faith in your soldiers and increase their desire for greater responsibilities. If you fail to delegate authority, you indicate a lack of leadership, and your subordinates may take it to be a lack of trust in their abilities.
2. To develop this principle you should:
. Operate through the chain of command.
I. Provide clear, well thought directions. Tell your subordinates what to do, not how to do it. Hold them responsible for results, although overall responsibility remains yours. Delegate enough authority to them to enable them to accomplish the task.
II. Give your soldiers frequent opportunities to perform duties usually performed by the next higher ranks.
III. Be quick to recognize your subordinates' accomplishments when they demonstrate initiative and resourcefulness.
IV. Correct errors in judgment and initiative in a way which will encourage the soldier to try harder. Avoid public criticism or condemnation.
V. Give advice and assistance freely when it is requested by your subordinates.
VI. Let your soldiers know that you will accept honest errors without punishment in return; teach from these mistakes by critique and constructive guidance.
VII. Resist the urge to micro-manage; don't give restrictive guidance which destroys initiative, drive, innovation, enthusiasm; creates boredom; and increases workload of seniors.
VIII. Assign your soldiers to positions in accordance with demonstrated or potential ability.
IX. Be prompt and fair in backing subordinates. Until convinced otherwise, have faith in each subordinate.
X. Accept responsibility willingly and insist that your subordinates live by the same standard.
10. Employ your command in accordance with its capabilities.
1. Successful completion of a task depends upon how well you know your unit's capabilities. If the task assigned is one that your unit has not been trained to do, failure is very likely to result. Failures lower your unit's morale and self esteem. You wouldn't send a cook section to "PM" a vehicle nor would you send three soldiers to do the job of ten. Seek out challenging tasks for your unit, but be sure that your unit is prepared for and has the ability to successfully complete the mission.
2. Techniques for development of this principle are to:
. Do not volunteer your unit for tasks it is not capable of completing. Not only will the unit fail, but your soldiers will think you are seeking personal glory.
I. Keep yourself informed as to the operational effectiveness of your command.
II. Be sure that tasks assigned to subordinates are reasonable. Do not hesitate to demand their utmost in an emergency.
III. Analyze all assigned tasks. If the means at your disposal are inadequate, inform your immediate supervisor and request the necessary support.
IV. Assign tasks equally among your soldiers.
V. Use the full capabilities of your unit before requesting assistance.
11. Seek responsibility and take responsibility for your actions.
1. For professional development, you must actively seek out challenging assignments. You must use initiative and sound judgment when trying to accomplish jobs that are not required by your grade. Seeking responsibilities also means that you take responsibility for your actions. You are responsible for all your unit does or fails to do. Regardless of the actions of your subordinates, the responsibility for decisions and their application falls on you. You must issue all orders in your name. Stick by your convictions and do what you think is right, but accept justified and constructive criticism. Never remove or demote a subordinate for a failure that is the result of your own mistake.
2. Techniques in developing this principle are to:
. Learn the duties of your immediate senior, and be prepared to accept the responsibilities of these duties.
I. Seek different leadership positions that will give you experience in accepting responsibility in different fields.
II. Take every opportunity that offers increased responsibility.
III. Perform every act, large or small, to the best of your ability. Your reward will be increased opportunity to perform bigger and more important tasks.
IV. Stand up for what you think is right; have the courage of your convictions.
V. Carefully evaluate a subordinate's failure before taking action. Make sure the apparent shortcomings are not due to an error on your part. Consider the soldiers that are available, salvage a soldier if possible, and replace a soldier when necessary.
VI. In the absence of orders, take the initiative to perform the actions you believe your senior would direct you to perform if he/she were present.
Army Leadership Traits
1. BEARING
1. Definition. Creating a favorable impression in carriage, appearance, and personal conduct at all times.
2. Significance. The ability to look, act, and speak like a leader whether or not these manifestations indicate one's true feelings. Some signs of these traits are clear and plain speech, an erect gait, and impeccable personal appearance.
3. Example. Wearing clean, pressed uniforms, and shining boots and brass. Avoiding profane and vulgar language. Keeping a trim, fit appearance. Keeping your head, keeping your word and keeping your temper.
2. COURAGE
1. Definition. Courage is a mental quality that recognizes fear of danger or criticism, but enables a soldier to proceed in the face of it with calmness and firmness.
2. Significance. Knowing and standing for what is right, even in the face of popular disfavor, is often the leader's lot. The business of fighting and winning wars is a dangerous one; the importance of courage on the battlefield is obvious.
3. Example. Accepting criticism for making subordinates field day for an extra hour to get the job done correctly.
3. DECISIVENESS
1. Definition. Ability to make decisions promptly and to announce them in a clear, forceful manner.
2. Significance. The quality of character which guides a person to accumulate all available facts in a circumstance, weigh the facts, choose and announce an alternative which seems best. It is often better that a decision be made promptly than a potentially better one be made at the expense of more time.
3. Example. A leader who sees a potentially dangerous situation developing, immediately takes action to prevent injury from occurring. For example, if he/she sees a unit making a forced march along a winding road without road guards posted, he/she should immediately inform the unit leader of the oversight, and if senior to that unit leader, direct that proper precautions be taken.
4. DEPENDABILITY
1. Definition. The certainty of proper performance of duty.
2. Significance. The quality which permits a senior to assign a task to a junior with the understanding that it will be accomplished with minimum supervision. This understanding includes the assumption that the initiative will be taken on small matters not covered by instructions.
3. Example. The squad leader ensures that his/her squad falls out in the proper uniform without having been told to by the platoon sergeant. The staff officer, who hates detailed, tedious paperwork, yet makes sure the report meets his/her and his/her supervisor's standards before having it leave his desk.
5. ENDURANCE
1. Definition. The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship
2. Significance. The quality of withstanding pain during a conditioning hike in order to improve stamina is crucial in the development of leadership. Leaders are responsible for leading their units in physical endeavors and for motivating them as well.
3. Example. A soldier keeping up on a 10-mile forced march even though he/she has blisters on both feet and had only an hour of sleep the previous night. An XO who works all night to ensure that promotion/pay problems are corrected as quickly as humanly possible because he/she realizes that only through this effort can one of his/her soldiers receive badly needed back-pay the following morning.
6. ENTHUSIASM
1. Definition. The display of sincere interest and exuberance in the performance of duty
2. Significance. Displaying interest in a task, and an optimism that it can be successfully completed, greatly enhances the likelihood that the task will be successfully completed.
3. Example. A soldier who leads a chant or offers to help carry a load that is giving someone great difficulty while on a hike despite being physically tired himself, encourages his fellow soldiers to persevere.
7. INITIATIVE
1. Definition. Taking action in the absence of orders.
2. Significance. Since an NCO often works without close supervision, emphasis is placed on being a self-starter. Initiative is a founding principle of Army Warfighting philosophy.
3. Example. In the unexplained absence of the platoon sergeant, an NCO takes charge of the platoon and carries out the training schedule.
8. INTEGRITY
1. Definition. Uprightness of character and soundness of moral principles. The quality of truthfulness and honesty.
2. Significance. A soldier's word is his/her bond. Nothing less than complete honesty in all of your dealings with subordinates, peers, and superiors is acceptable.
3. Example. A soldier who uses the correct technique on the obstacle course, even when he/she cannot be seen by the evaluator. During an inspection, if something goes wrong or is not corrected as had been previously directed, he/she can be counted upon to always respond truthfully and honestly.
9. JUDGMENT
1. Definition. The ability to weigh facts and possible courses of action in order to make sound decisions.
2. Significance. Sound judgment allows a leader to make appropriate decisions in the guidance and training of his/her soldiers and the employment of his/her unit. A soldier who exercises good judgment weighs pros and cons accordingly to arrive at an appropriate decision/take proper action.
3. Example. A soldier properly apportions his/her liberty time in order to relax as well as to study.
10. JUSTICE
1. Definition. Giving reward and punishment according to the merits of the case in question. The ability to administer a system of rewards and punishments impartially and consistently.
2. Significance. The quality of displaying fairness and impartiality is critical in order to gain the trust and respect of subordinates and maintain discipline and unit cohesion, particularly in the exercise of responsibility as a leader.
3. Example. Fair apportionment of tasks by a squad leader during all field days. Having overlooked a critical piece of evidence which resulted in the unjust reduction of a NCO in a highly publicized incident, the CO sets the punishment aside and restores him to his previous grade even though he knows it will displease his seniors or may reflect negatively on his fitness report. (Also an example of courage.)
11. KNOWLEDGE
1. Definition. Understanding of a science or an art. The range of one's information, including professional knowledge and an understanding of your soldiers.
2. Significance. The gaining and retention of current developments in military and naval science and world affairs is important for your growth and development.
3. Example. The soldier who not only knows how to maintain and operate his assigned weapon, but also knows how to use the other weapons and equipment in the unit.
12. LOYALTY
1. Definition. The quality of faithfulness to country, the Corps, and unit, and to one's seniors, subordinates, and peers.
2. Significance. The motto of our Corps is Semper Fidelis, Always Faithful. You owe unswerving loyalty up and down the chain of command: to seniors, subordinates, and peers.
3. Example. A soldier displaying enthusiasm in carrying out an order of a senior, though he may privately disagree with it. The order may be to conduct a particularly dangerous patrol. The job has to be done, and even if the patrol leader disagrees, he must impart confidence and enthusiasm for the mission to his men.
13. TACT
1. Definition. The ability to deal with others without creating hostility.
2. Significance. The quality of consistently treating peers, seniors, and subordinates with respect and courtesy is a sign of maturity. Tact allows commands, guidance, and opinions to be expressed in a constructive and beneficial manner. This deference must be extended under all conditions regardless of true feelings.
3. Example. A soldier discreetly points out a mistake in drill to a NCO by waiting until after the unit has been dismissed and privately asking which of the two methods are correct. He/she anticipates that the NCO will realize the correct method when shown, and later provide correct instruction to the unit.
14. UNSELFISHNESS
1. Definition. Avoidance of providing for one's own comfort and personal advancement at the expense of others.
2. Significance. The quality of looking out for the needs of your subordinates before your own is the essence of leadership. This quality is not to be confused with putting these matters ahead of the accomplishment of the mission.
3. An NCO ensures all members of his unit have eaten before he does, or if water is scarce, he will share what he has and ensure that others do the same. Another example occurs frequently when a soldier receives a package of food from home: the delicacies are shared with everyone in the squad. Yet another form of unselfishness involves the time of the leader. If a soldier needs extra instruction or guidance, the leader is expected to make his/her free time available whenever a need arises.
http://www.armywives.com/knowledge/principles.htm
http://www.armywives.com/knowledge/traits.htm

Military Leadership Principles

2004-05-10T07:10:00.000-05:00

I have been deeply impressed over the years with military leadership principles.

Introduction

2004-05-10T06:55:00.000-05:00

This blog will chronicle the very best leadership information available!