Secrets of Special Ops Leadership: Dare the Impossible -- Achieve the Extraordinary
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The Navy SEALs. The Green Berets. Delta Force. These are just a few examples of what are known as ""special ops"" -- unique fighting forces trained to beat overwhelming odds on every mission. Using principles like speed, purpose, repetition, surprise, and simplicity, elite units such as these have throughout history accomplished extremely challenging tasks against vastly superior forces. When something seemingly impossible must be achieved, special ops forces are the ones called upon for a miracle. Just as special ops are needed for critical tasks in battle, ultra-high achievers are needed for special circumstances in business: situations where time is important, when resources are low or insufficient, where you are challenging conventional wisdom or established competitors, or where crisis is imminent. But can commando techniques really work in business? If you can inspire and lead your employees to work at peak performance, they will accomplish dramatic, almost fantastic feats for you -- just as fighting commandos do in battle situations. Secrets of Special Ops Leadership reveals the essential methods commando leaders employ, using dramatic real-life stories of commando leadership from biblical times all the way up through Iraq and Afghanistan in 2005, and showing how similar techniques are used by present-day business leaders such as Steve Jobs, Mary Kay Ash, Robert Townsend, and others. You'll learn the fourteen core practices of special ops leadership, including how to: * Create the Best If you think you can just call some of your regular employees together and give them a pep talk and an impossible task to do, you're wrong. Business commandos aren't born. They must be created. Your first task as a special ops business leader is to recruit, select, train, and motivate the right people. * Build a Commando Team Using models such as Carlson's Raiders, who fought for the U.S. Marines during World War II, the book explains how to work with different personalities, agendas, priorities, and motivations to create a team that works efficiently and effectively to get the job done. * Dare the Impossible Like the Sayeret Mat'kal, the Israeli Special Ops unit that staged the miraculous raid on Entebbe to free hostages on an Air France plane hijacked by terrorists in 1976, successful business ops must aggressively seek out opportunities and know when to transcend conventional thinking to stage an assault and take action. When they've got the right problems to work on, business commandos can do many times the work of normal employees, accomplish more with less, complete projects against looming deadlines, and create innovative new products and strategies. Secrets of Special Ops Leadership gives you the ammunition you need to get a business commando unit up and running and achieve the impossible for your organization.
the university and find employment elsewhere. Given a continuing record of accomplishment, the final promotion to full professor may be considered after another six years. Again, this is far from automatic and in some cases may never be awarded. However, having attained tenure, a professor may remain an associate professor, without promotion, until retirement. He cannot be easily discharged. Each professor is considered almost semi-independent, with no “boss” and minimum supervision. Still, a
unemployed advertising executive, or an itinerant salesman. In any case, his name was Peter Hodgson. Hodgson immediately saw the product’s potential as a toy, a use overlooked by General Electric, probably because it was outside General Electric’s product line. General Electric sold Hodgson the rights and it was Hodgson that named it Silly Putty. Some fifty years later, I was in China teaching some MBA students about leadership in marketing. No one spoke English. I took some Silly Putty with me
Horatius was used as the greatest example of Roman commitment to duty, strength, and honor.1 It is an example of commando leadership at its finest. Special Ops Leaders Must Be Totally Committed If you aren’t totally committed to a project, no one else will be. However, if you are committed, your commandos will follow you even at great disadvantage to themselves. General MacArthur said: “It is fatal to enter any war without the will to win it.” Napoleon’s admonition said the same thing in a
the maximum extent possible. Identical rewards given for varying efforts can lead to everyone trying to do the minimum. The solution is to set up a reward system, even if the reward is a simple public recognition of an “above the call of duty” or a successful accomplishment. Coordination problems. There is no getting around it. The more people involved in an effort, the more coordination is required. It can mean waiting for the work of others or having to get others’ approval. For someone who
moral courage . . . the integrity . . . not to fire, even when ordered to do so. This was the exception to the rule of absolute obedience—when you know you must do what is right, even if it means the end of employment! Typical of an outstanding leader of integrity, McCutchan gave full credit to those he led. “My crew was very experienced. I was only an average pilot, but my copilot had 1,500 hours of combat in Vietnam. All of my officers and noncommissioned officers were very experienced and