A Higher Standard: Leadership Strategies from America's First Female Four-Star General
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What was the driving force behind Dunwoody's success? While her talent as a logistician and her empathy in dealing with fellow soldiers helped her rise through the ranks, Dunwoody also realized that true leaders never stop learning, refining, growing, and adapting. In A Higher Standard, Dunwoody details her evolution as a soldier and reveals the core leadership principles that helped her achieve her historic appointment. Dunwoody's strategies are applicable to any leader, no matter the size or scope of the organization. They include lessons such as "Never Walk by a Mistake," a mandate to recognize when something is wrong, big or small, and to hold people accountable. Not only can this save billions for industry, it can
sometimes save the lives of soldiers and citizens. She also advises that "Leaders Aren't Invincible—Don't Try to Be": to be our best, we have to acknowledge our worst. And she encourages readers to "Leverage the Power of Diversity" by creating teams of people from different backgrounds to provide a broad range of ideas and devise the best-informed decisions.
With these and other guiding principles, A Higher Standard offers practical, tactical advice that everyone can use to lead and achieve with maximum success.
eventually was promoted to two-star general. I reached out to offer condolences to his former boss and a mutual friend of ours, Heidi Shyu, the Assistant Secretary for Acquisition Logistics and Technology. In her e-mail response, she articulated best what Major General Greene stood for: This is a devastating loss for ASA (ALT) and the entire Army. As you know, he was a fierce advocate for the soldier. I saw him in Afghanistan in March and said to him that it must be tough to be there. He
known during my career always treated everyone with dignity and respect. Army leadership had put me in a critical position after already serving two years in the division. But now that we were going to war I felt that they didn’t really want a female in the job of DPO. This was probably the one time in my Army career when I felt as though I lacked an advocate. I had a new battalion commander and a Division Support commander who either shared the same unenlightened view as the division commander
leaders say you’re going to be promoted and you aren’t, it’s disappointing. The following year I was elated when I received the promotion. MOST OF MY DAYS IN the Army started just about the same way: alarm buzzing at 0500 hours, put on PT clothes, cup of coffee, and out the door. Maybe there would be a few exercises or stretches, but the cornerstone of the training was a four-mile run. A formation run with NCOs keeping cadence and running in perfect unison is a real morale builder. Sometimes it
approval. He was a wonderful and supportive boss. He would visit my headquarters once a quarter on a Saturday morning, in civilian clothes, to talk about the tough issues of the day, things like logistics support for the war fighters or whether it was smart to extend the contract or send the requirement back out to industry and let service providers compete for the work. It was informal and informative. By the time he left each session he had a greater grasp of the issues that my team faced. He
support to level the playing field. Thanks to the genius of modern medicine, more and more of the wounded survive and, with unprecedented capabilities, to resume a normal life. But war is hard, and some of the wounds aren’t so visible. When soldiers come home today to get on with their lives, they deserve our gratitude and need our help. Some will return to start or resume college. These young people have had some unique experiences and will be mature beyond the years of their contemporaries.