“All good leadership isfounded on basic honesty”
AUTHOR IN BRIEF•   Bill Cohen studied    under Peter Drucker    from 1975-79.•   Became the first    graduate of Peter’s  ...
r.
Chapters
Intro
Chapter 1THE POWER    OFLEADERSHIP             Main
One man can make a differenceLet’s ask Pf. Warren BennisLeadership is not a “one” man task   You need people to supple...
“The factor that empowers the   workforce & ultimately determines  which organization succeed or fail isleadership of thos...
General George S. PattonCommanded the firstAmerican tanks model    Combat                of leadership       Most diffic...
Patton’s definition of leadership:“The art of getting your sub-ordinates todo the impossible.”Author’s definition:“The a...
Can you always get people to perform to their maximum potential?First win over the minds of others.Leaders are made, no...
7 FACTS       One man can make a difference.       Obtain help form others to become successful        through the pract...
Chapter 2THE COMBAT  MODEL             Main
Main
CHAPTER 3HOW TO ATTRACT  FOLLOWSHIP               Main
4 action steps      Make others feel important      Promote your vision      Treat others as you would be       treated...
CHAPTER 4THREE ACTIONS   TO TAKEWHENEVER YOU     CAN              Main
3 Actions      Praise in public, criticize in       private      Take the time to see and be       seen      Use compet...
CHAPTER 7HOW TO DEVELOP  YOUR SELFCONFIDENCE AS A   LEADER               Main
 Story of the “Lone Ranger”        How leaders lead thousand and even        millions?          Example of General Le M...
4 ways to build your self-confidence and your leadership            skills Become an uncrowned leader Hundreds of opportu...
Be an unselfish teacher            &   a helper of othersGive some of your time and resourcesTeach and help others, even...
Main                                         Page    Develop your expertise… in            something Expertise – a source...
Positive Mental Imagery       Examples        Wooden plank example        Leading researcher Dr. Charles Garfield      ...
CHAPTER 11SECRETS OFMOTIVATION              Main
Most Important Factors      About Jobs Work with people who treat me with  respect Interesting work Recognition for goo...
Treating People with        respectNapolean Respect Victory Medical Aid
Interesting Work             Bernard Montgomery           (English Field Marshall)        “T h e b a t t l e w h i c hi s ...
Recognition for good            work Thank the person by name Specifically state what was done that is being  recognized...
Chance to develop Skills O Allow your people to develop their   skills O Hire instructor for them O Fulfill the requiremen...
Listening to Ideas“We strive to hear what other peoplewant us to hear, even though they don’talways come out and say it di...
Survey 90% of Leaders Job security High pay Good benefits
What Abraham Maslow     DiscoveredAccording to his theory “Hierarchy ofneeds”             Levels of Human needs Eating or...
CHAPTER 13seven actions to develop your   charisma                Main
Charisma Greek word – a divine gift; it is  something that you are given.  If you want to be a charismatic leader,  you m...
The 7 actions Show your commitment If you want to be perceived as  charismatic, it’s not enough to be  committed to whate...
Look the partWhat you wear is important in the becoming successful in what you do.Dress like a professional             ...
Dream big“Have big dreams and foster high hopes among those you lead and your charisma will never be in doubt.”          ...
Keep moving   towards your goalsYou are the leader. People don’t move until you move first.Moving towards goal is toughe...
Do your homeworkDoing your homework can make your reputation for a life time as a charismatic leader.Those who see you p...
Build a mystique When someone seems to know how to do something that we cannot comprehend, we follow them eagerly. The b...
Use the indirect approach      To use indirect approach, look for       opportunities to get people to do       things wi...
CHAPTER 15take action !                Main
Thank you
The new art of the leader
The new art of the leader
The new art of the leader
The new art of the leader
The new art of the leader
The new art of the leader
The new art of the leader
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The new art of the leader

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The presentation is a summary of the book "The new art of the leader." by Ph.D Major General Rtd. USAFR.
The Book contains topics like:
The combat model of leadership
How to gain self-confidence
Secrets of motivatoin

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  • The new art of the leader

    1. 1. “All good leadership isfounded on basic honesty”
    2. 2. AUTHOR IN BRIEF• Bill Cohen studied under Peter Drucker from 1975-79.• Became the first graduate of Peter’s executive graduate program
    3. 3. r.
    4. 4. Chapters
    5. 5. Intro
    6. 6. Chapter 1THE POWER OFLEADERSHIP Main
    7. 7. One man can make a differenceLet’s ask Pf. Warren BennisLeadership is not a “one” man task  You need people to supplement your taskYou do not need to be a manager to be leader.How can you lead before you are promoted? Main
    8. 8. “The factor that empowers the workforce & ultimately determines which organization succeed or fail isleadership of those organizations. When strategies, processes or cultures change, the key to improvement remains leadership.” – Pf. Warren Bennis
    9. 9. General George S. PattonCommanded the firstAmerican tanks model Combat of leadership  Most difficult situations  Great risk  Considerable uncertainty  Considerable hardship due to environment & enemy Misconception about leadership Example? Main Page
    10. 10. Patton’s definition of leadership:“The art of getting your sub-ordinates todo the impossible.”Author’s definition:“The art of influencing others to theirmaximum performance to accomplishany task, objective or project.” Main Page
    11. 11. Can you always get people to perform to their maximum potential?First win over the minds of others.Leaders are made, not born.  People will readily follow you in different circumstances for other reasons – if you know how to lead. Main Page
    12. 12. 7 FACTS  One man can make a difference.  Obtain help form others to become successful through the practice of leadership.  You don’t need to be a manager to be a leader.  Learning the combat model of leadership  Leadership – to motivate people to perform to their max potential.  Leaders are made not born.  Your ability to motivate people is independent of factors like a pleasant working condition.end Main Page
    13. 13. Chapter 2THE COMBAT MODEL Main
    14. 14. Main
    15. 15. CHAPTER 3HOW TO ATTRACT FOLLOWSHIP Main
    16. 16. 4 action steps Make others feel important Promote your vision Treat others as you would be treated yourself Take responsibility for your actions and those of your group Mainend
    17. 17. CHAPTER 4THREE ACTIONS TO TAKEWHENEVER YOU CAN Main
    18. 18. 3 Actions Praise in public, criticize in private Take the time to see and be seen Use competitions to make striving a game Mainend
    19. 19. CHAPTER 7HOW TO DEVELOP YOUR SELFCONFIDENCE AS A LEADER Main
    20. 20.  Story of the “Lone Ranger”  How leaders lead thousand and even millions?  Example of General Le May  How to know that you will succeed ahead of time?  Little success leads to great success  How is your psyche?  Example!  Belief you will be successful.  You don’t need to be an expert.  Technical knowledge VS your belief.  Examples  John Sculley  Carleton FiorinaMain
    21. 21. 4 ways to build your self-confidence and your leadership skills Become an uncrowned leader Hundreds of opportunities How to find uncrowned leadership jobs? Don’t fight; stay back.  Just help the group as best as you can As Marine corps Colonel Al Garsys, a friend and classmate of the author, says: “I can lead and I can follow. An important aspect of leadership is knowing when to do which.” Main
    22. 22. Be an unselfish teacher & a helper of othersGive some of your time and resourcesTeach and help others, even at the cost of yourselfWhile teaching, you’ll gain additional resources. Main
    23. 23. Main Page Develop your expertise… in something Expertise – a source of power. Expertise is in-depth knowledge or skill about a subject. Your expertise should be relevant. Examples: 1. Steven Spiel Burg – CEO of Dream Works 2. Bill Gates – CEO and founder of Microsoft 3. Steven Jobs – Founder of Apple
    24. 24. Positive Mental Imagery  Examples Wooden plank example Leading researcher Dr. Charles Garfield  He found that more effective executives frequently practiced mental rehearsal. Less- effective executives did not.  “If you act as if you are confident even though you may not feel sure of yourself, your confidence will grow. If you firmly fix the image in your mind of the person you’d like to be, you will begin to become that person.” – Walter Anderson, The confidence Course Mainend
    25. 25. CHAPTER 11SECRETS OFMOTIVATION Main
    26. 26. Most Important Factors About Jobs Work with people who treat me with respect Interesting work Recognition for good work Chance to develop skills Working for people who listen to my ideas Job security, High pay, Good benefits
    27. 27. Treating People with respectNapolean Respect Victory Medical Aid
    28. 28. Interesting Work Bernard Montgomery (English Field Marshall) “T h e b a t t l e w h i c hi s n o w a b o u t t o b e g i nwi l l b e o n e o f t h ed e c i s i v e b a t t l e s o fh i s t o r y . I t wi l l b et h e t u r n i n g p o i n t o ft h e Wa r ” (The battle in world war 2)
    29. 29. Recognition for good work Thank the person by name Specifically state what was done that is being recognized Explain how the behavior made you feel Point out the value added to your organization by the behavior Point out the way in which the behavior supports an organizational goal Thank the person again by his name
    30. 30. Chance to develop Skills O Allow your people to develop their skills O Hire instructor for them O Fulfill the requirement for you as a teacher for them O Don’t interrupt their work
    31. 31. Listening to Ideas“We strive to hear what other peoplewant us to hear, even though they don’talways come out and say it directly.” (Robert.W.Galvin) CEO of Motorola
    32. 32. Survey 90% of Leaders Job security High pay Good benefits
    33. 33. What Abraham Maslow DiscoveredAccording to his theory “Hierarchy ofneeds” Levels of Human needs Eating or Breathing Security or Safety needs Social needs Esteem level Self Actualization
    34. 34. CHAPTER 13seven actions to develop your charisma Main
    35. 35. Charisma Greek word – a divine gift; it is something that you are given. If you want to be a charismatic leader, you must first become a successful one. Charisma is something that develops over time. You can develop it too. Main
    36. 36. The 7 actions Show your commitment If you want to be perceived as charismatic, it’s not enough to be committed to whatever it is you are trying to accomplish. You must show your commitment to those you lead. Ways to demonstrate commitment  Being persistent in the pursuit of goal.  Going to extraordinary lengths  Self-sacrifice  Risk taking  Expenditure of personal resources It’s hard to show commitment if you are really not committed. Main
    37. 37. Look the partWhat you wear is important in the becoming successful in what you do.Dress like a professional Main
    38. 38. Dream big“Have big dreams and foster high hopes among those you lead and your charisma will never be in doubt.” Main
    39. 39. Keep moving towards your goalsYou are the leader. People don’t move until you move first.Moving towards goal is tougher than just setting the goals.Maintain progress Main
    40. 40. Do your homeworkDoing your homework can make your reputation for a life time as a charismatic leader.Those who see you perform; see only the effort you make on the spot. They don’t see hours and hours of homework that you put in. Main
    41. 41. Build a mystique When someone seems to know how to do something that we cannot comprehend, we follow them eagerly. The basic way to acquire a mystique is never to explain how you did something. For the routine “WOW! How did you do that?” just smile and you will build your mystique. Main
    42. 42. Use the indirect approach To use indirect approach, look for opportunities to get people to do things without telling them to do it directly. Look for a way that doesn’t hurt the pride or self-respect of those you lead. Mainend
    43. 43. CHAPTER 15take action ! Main
    44. 44. Thank you

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