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Lead Like A 4 Star General
 

Lead Like A 4 Star General

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A case study for designing and implementing organizational strategies. Ten business strategies from the CEO of D-Day. By analyzing military operations as business operations, and the commanding ...

A case study for designing and implementing organizational strategies. Ten business strategies from the CEO of D-Day. By analyzing military operations as business operations, and the commanding general as CEO, this session finds management lessons for modern corporate executives.

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  • Does everyone know who Dwight D “Ike” Eisenhower was … Supreme Allied Commander
  • Operation Overlord D-Day he was the CEO Had to deal with so many different personalities Patton, Bradley, Montgomery, etc. Board of Directors Franklin D Rooselvelt Chairman of the Board Winston Churchill Vice Chairman George C Marshall (Immediate report to for Ike)

Lead Like A 4 Star General Lead Like A 4 Star General Presentation Transcript

  • MAILCOM 2012 - Washington, DC. - April 15-18 Course #: LD 248 Title: Lead Like a 4 Star GeneralScheduled For: Monday, Round 4, 11:30-12:30 pm Presented By: William L. Ware, CMDSM James P. Mullan, CMDSM Marlene O’Hare, CMDSM Lauran Solvik
  • Lead Like a 4 Star General• Analyze military operations as business operations and the commanding general as CEO.• A case study for designing and implementing organizational strategies.• Ten strategic lessons. MAILCOM 2012 - Washington, DC. - April 15-18 2
  • 10 Strategic Lessons 1. Determine Your Mission 2. Plan for Success 3. Stay Focused 4. Prioritize 5. Plan to Implement 6. Communicate 7. Motivate Your People 8. Manage Your People 9. Avoid Project Creep 10. Be HonestMAILCOM 2012 - Washington, DC. - April 15-18 3
  • 1. Determine Your Mission• This is the ultimate goal of your organization – the purpose, the very reason it exists.• The mission is not the same as the mission statement.• Set Goals.• It’s a balancing act.• Knock them out.• Delegate when possible. Otherwise do it yourself.• If you are handed an opportunity, take it. MAILCOM 2012 - Washington, DC. - April 15-18 4
  • 2. Plan For Success• How are you going to achieve your mission. High-level, overarching planning.• Attack the competition’s core.• Change is inevitable.• Accept risk.• Find the dominant vision.• What if the dominant vision is wrong?• What if you can’t find the dominant vision? MAILCOM 2012 - Washington, DC. - April 15-18 5
  • 2. Plan For Success• Risk is inevitable.• Stick to your guns.• When the boss has a good idea – jump on it.• Planning is the discipline that gives you flexibility.• Give it your all.• Remember what is important. Then think big. MAILCOM 2012 - Washington, DC. - April 15-18 6
  • 2. Plan For Success• Take advantage.• Know your competition.• Don’t use a hammer for everything.• Don’t be seduced. MAILCOM 2012 - Washington, DC. - April 15-18 7
  • 3. Stay Focused• Know and get what you need to succeed at your mission. Don’t wander into interesting but non-mission-critical territory.• Fight distractions.• Keep your focus.• Focus on your main purpose.• Lose focus and fail. MAILCOM 2012 - Washington, DC. - April 15-18 8
  • 3. Stay Focused• One step at a time.• Setbacks are opportunities.• Know what you need to succeed.• Get what you need to succeed.• Use what you have. MAILCOM 2012 - Washington, DC. - April 15-18 9
  • 4. Prioritize• Do what you need to do for the success of your mission. Nothing else, no matter how productive, matters and will waste your resources.• Make your choices and live with them.• Compromise.• It’s principles, not personalities.• If you got to have it, get it! MAILCOM 2012 - Washington, DC. - April 15-18 10
  • 4. Prioritize• Remember the greater good.• Get what you need from your people.• Do what you need to. Ignore the rest.• Playing politics is stupid. MAILCOM 2012 - Washington, DC. - April 15-18 11
  • 5. Plan to Implement• Train your people, equip your people, and arrange your support logistics.• Adjust, adjust, adjust.• There are never too many plans.• Keep your options open – make one decision at a time.• Planning is a team-building exercise. MAILCOM 2012 - Washington, DC. - April 15-18 12
  • 5. Plan to Implement• Decide.• Follow-up.• Know the market.• Speed kills.• Manage risk or fail. MAILCOM 2012 - Washington, DC. - April 15-18 13
  • 6. Communicate• To your people and to your markets. If you can’t communicate, you can’t implement.• Know your stuff.• Be clear.• Lose communication and fail.• Learn from your mistakes.• You are the boss. MAILCOM 2012 - Washington, DC. - April 15-18 14
  • 7. Motivate Your People• This is where leadership comes into play – getting your people to commit to your organization’s mission as completely as you do. You need to model the behavior you want and expect from your executives and frontline workforce.• Start the way you mean to finish.• Talk isn’t enough – take action.• Stay positive. MAILCOM 2012 - Washington, DC. - April 15-18 15
  • 8. Manage Your People• Discovering and developing talent, rewarding your solid performers, and handling the prima donnas.• Give in gracefully.• Get the right person to work for you.• Friends vs. allies.• Support and move on.• Be right or be in charge.• Replace them. MAILCOM 2012 - Washington, DC. - April 15-18 16
  • 8. Manage Your People• Micromanage.• Principles before personalities.• Choose managers to fit your mission.• Picking teams.• Manage up.• Delegate.• Be unselfish.• It isnt a debate club.• Stay calm.• Stay optimistic. MAILCOM 2012 - Washington, DC. - April 15-18 17
  • Manage & Motivate Your People• Don’t reinvent the wheel.• Match workforce to mission.• Delegate.• Keep your ego out of it.• Back up your people.• Embrace the madness. MAILCOM 2012 - Washington, DC. - April 15-18 18
  • Manage & Motivate Your People• Watch out for jackasses.• Care for your people.• Support your people.• Your people are your company.• Empower your people.• You first. MAILCOM 2012 - Washington, DC. - April 15-18 19
  • 9. Avoid Project Creep• Closely connected to staying focused and prioritizing. Project Creep is insidious. During an operation, things develop that relate closely to the mission, so closely that you can easily confuse them with mission necessities.• Don’t go astray.• One project at a time. MAILCOM 2012 - Washington, DC. - April 15-18 20
  • 10. Be Honest• With yourself, with your bosses, executive team, employees, shareholders, and the markets at large. It is one of the oldest and most exhausted clichés but true nonetheless: honesty is the best policy.• Take responsibility.• Be true to yourself.• Honesty is the best policy. MAILCOM 2012 - Washington, DC. - April 15-18 21
  • 10. Be Honest• Step up.• Know thyself.• Own up.• Don’t waste time tooting your own horn. MAILCOM 2012 - Washington, DC. - April 15-18 22
  • 10 Strategic Lessons 1. Determine Your Mission 2. Plan for Success 3. Stay Focused 4. Prioritize 5. Plan to Implement 6. Communicate 7. Motivate Your People 8. Manage Your People 9. Avoid Project Creep 10. Be HonestMAILCOM 2012 - Washington, DC. - April 15-18 23
  • Lead Like a 4 Star General Questions ? Comments ?William L. Ware - James P. Mullan - Marlene O’Hare - Lauran Solvik MAILCOM 2012 - Washington, DC. - April 15-18 24
  • Lead Like a 4 Star General Thank YouMAILCOM 2012 - Washington, DC. - April 15-18 25
  • Contact InformationWilliam L. Ware, CMDSM James P. Mullan, CMDSMConsultant / Project Manager National Account ManagerNeotek Consulting Oce Business Services, Inc.106 Union Avenue Chubb & SonPassaic, NJ 07055 15 Mountain View Road973-773-1817 Warren, NJ 07059billware@prismnet.com 908-903-2869 office jmullan@chubb.comMarlene O’Hare, CMDSMOffice Services Supervisor Lauran SolvikLinde North America, Inc. National Account Manager575 Mountain Avenue The Millennium GroupMurray Hill, NJ 07974 106 Apple Street, Suite 207908-771-1275 office Tinton Falls, NJ 07724Marlene.ohare@linde.com 973-802-8172 office Lauran.solvik@prudential.com MAILCOM 2012 - Washington, DC. - April 15-18 26