Becoming a Leader the Annapolis Way: 12 Combat Lessons from the Navy's Leadership LaboratoryMcGraw Hill Professional, 22/08/2004 - 256 páginas Battle-proven, step-by-step guidelines for instilling leadership in anyone, in any business Today, more than ever, businesses need leaders with a rare blend of strength, capability, and integrity. Unfortunately, they're not always easy to come by. Becoming a Leader the Annapolis Way details how the U.S. Naval Academy builds quality leaders from the ground up, instilling in them the habits and tools required for outstanding leadershipin any pursuit. Using real-life vignettes and examples of USNA graduates who experienced breakthrough success in combat, government, and business, this timely book looks beyond just the military aspects to explore:
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Página iii
... create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill's prior consent. You may use the work for your own noncommercial and personal use; any ...
... create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill's prior consent. You may use the work for your own noncommercial and personal use; any ...
Página vii
... Create Tri-Level Vision Chapter 6 • Inoculate for Stress Chapter 7 • Shipmates First Chapter 8 • Success Is in the Drill Chapter 9 • Lead by Example Chapter 10 • IQ Is Not Enough Chapter 11 • The Three D's of Empowerment: Decide ...
... Create Tri-Level Vision Chapter 6 • Inoculate for Stress Chapter 7 • Shipmates First Chapter 8 • Success Is in the Drill Chapter 9 • Lead by Example Chapter 10 • IQ Is Not Enough Chapter 11 • The Three D's of Empowerment: Decide ...
Página 1
... created several rules that Stratton quickly learned: First, communicate at all costs. Second, when they get around to torturing you, hold out as long as you can, bounce back, and make them do it all over again. Third, don't despair when ...
... created several rules that Stratton quickly learned: First, communicate at all costs. Second, when they get around to torturing you, hold out as long as you can, bounce back, and make them do it all over again. Third, don't despair when ...
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... created a vacuum when it comes to vision, direction, and integrity in many organizations—both local and multinational. The impact of incompetent leadership can be both insidious (e.g., steadily climbing turnover, demoralized employees ...
... created a vacuum when it comes to vision, direction, and integrity in many organizations—both local and multinational. The impact of incompetent leadership can be both insidious (e.g., steadily climbing turnover, demoralized employees ...
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... creates a particularly profound bond among midshipmen themselves. These young leaders understand intuitively that a sobering and sacred mission binds them. They grasp the gravity and import of their call to duty and therefore become ...
... creates a particularly profound bond among midshipmen themselves. These young leaders understand intuitively that a sobering and sacred mission binds them. They grasp the gravity and import of their call to duty and therefore become ...
Índice
1 | |
17 | |
Chapter 2 Taking Oaths and Making Commitments | 35 |
Chapter 3 Follow First | 49 |
Chapter 4 The Crucible of Character | 69 |
Chapter 5 Create TriLevel Vision | 91 |
Chapter 6 Inoculate for Stress | 111 |
Chapter 7 Shipmates First | 131 |
Chapter 9 Lead by Example | 161 |
Chapter 10 IQ is Not Enough | 175 |
Decide Delegate and Disappear | 195 |
Chapter 12 Create Unity By Prizing Diversity | 215 |
The Final Gouge | 233 |
Endnotes | 237 |
Index | 249 |
About the Authors | 259 |
Outras edições - Ver tudo
Becoming a Leader the Annapolis Way: 12 Combat Lessons from the Navy's ... Gregory P. Harper,W. Brad Johnson Pré-visualização indisponível - 2004 |
Becoming a Leader the Annapolis Way: 12 Combat Lessons from the Navy's ... Gregory P. Harper,W. Brad Johnson Pré-visualização indisponível - 2004 |
Becoming a Leader the Annapolis Way: 12 Combat Lessons from the Navy's ... Gregory P. Harper,W. Brad Johnson Pré-visualização indisponível - 2004 |
Palavras e frases frequentes
achieve Admiral asked became become begin behavior brigade Captain challenge combat comes command commanding officer commitment competence consider courage course create crew demands described drill effective emotional entire ethical example excellent expected experience fact fail feel final fleet flight followers give graduates honor immediately important integrity keep later lead leaders leadership lessons lives look Marine means midshipmen military mission moral motivation Naval Academy Navy never officers organization Page performance pilot plebe positive prepare problem quickly responsibility running sailors sense serve ship shipmates simply situations skills Sometimes squadron stand stress submarine subordinates success task things tion trust understand unit USNA vision watch women young
Passagens conhecidas
Página 88 - Once more unto the breach, dear friends, once more ; Or close the wall up with our English dead. In peace there 's nothing so becomes a man As modest stillness and humility...
Página 10 - To develop midshipmen morally, mentally and physically and to imbue them with the highest ideals of duty, honor and loyalty in order to provide graduates who are dedicated to a career of naval service and have potential for future development in mind and character to assume the highest responsibilities of command, citizenship and government.
Página 29 - It is by no means enough that an officer of the navy should be a capable mariner. He must be that, of course, but also a great deal more. He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor.
Página 41 - I will support and defend the Constitution of the United States against all enemies, foreign and domestic, that I will bear true faith and allegiance to the same, that I take this obligation freely, without any mental reservation or purpose of evasion, and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.
Página 17 - No meritorious act of a subordinate should escape his attention or be left to pass without its reward, if even the reward be only one word of approval. Conversely, he should not be blind to a single fault in any subordinate, though at the same time he should be quick and unfailing to distinguish error from malice, thoughtlessness from incompetency, and well-meant shortcoming from heedless or stupid blunder. As he should be universal and impartial in his rewards and approval of merit, so should he...
Página 9 - The academy educates and develops midshipmen to provide graduates who are dedicated to a career of Naval service and have potential to assume high responsibility of command and citizenship.
Página 182 - ... feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions
Página 99 - Hussein has tortured and imprisoned, raped and murdered the Iraqi people; invaded neighboring countries without provocation; and threatened the world with weapons of mass destruction. The time has come to end his reign of terror. On your young shoulders rest the hopes of mankind. When I give you the word, together we will cross the Line of Departure, close with those forces that choose to fight, and destroy them. Our fight is not with the Iraqi people, nor is it with members of the Iraqi army who...
Página 86 - I will support and defend ..." Accordingly, we will: Have courage to meet the demands of our profession and the mission when it is hazardous, demanding, or otherwise difficult; Make decisions in the best interest of the Navy and the nation, without regard to personal consequences; Meet these challenges while adhering to a higher standard of personal conduct and decency; Be loyal to our nation, ensuring the resources entrusted to us are used in an honest, careful, and efficient way. Courage is the...