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Hope Is Not a Method explains how they did it and shows how their experience is extremely relevant to today's businesses. From how to stay on top of long-range issues to how to maintain a productive work force during times of change, it offers invaluable lessons in leadership and provides proven tactics any business can implement.
Sullivan (who recently retired as the army's chief of staff) offers a detailed briefing on how the army has remained an effective, flexible, well-trained force to be reckoned with despite the budget cuts, downsizing, and restructuring that occurred on his watch (199195). While some observers might conclude that the military took its survival cues from business, the four-star general argues that corporate America could in fact learn a lot from the army's transformative experiences. The issue of who's borrowing from whom is almost beside the point, since, with the aid of anecdotal evidence gathered from civilian as well as military sources, the author and his collaborator (a retired colonel who headed the army's strategic planning group) provide a comparatively conventional governance manual; as a practical matter, moreover, the text's down-to-earth advisories are broadly applicable to great or small organizations of virtually any kind. In their can-do canvas of guiding principles for capitalizing on convulsive change, they stress the importance of shared values, identifying objectives, challenging the status quo, empowering subordinates, and visionary leadership. Covered as well are the putatively handsome returns obtainable from investing in people, benchmarking the future, reinforcing an outfit's collective commitment, encouraging constructive dissent, and keeping all hands abreast (if not ahead) of the learning curve.
Sound counsel for aspiring and incumbent executives from old soldiers who appreciate the difference between leadership and management.
|Ch. 1||Remaking America's Army||3|
|Ch. 2||The Paradox of Action||23|
|Ch. 3||Leadership for a Changing World||39|
|Ch. 4||Values: The Leverage of Change||57|
|Ch. 5||Seeing the Elephant||77|
|Ch. 6||Creating a Strategic Architecture||95|
|Ch. 7||Building a Team||111|
|Ch. 9||Transforming the Organization||147|
|Ch. 10||Overthrowing Success||167|
|Ch. 11||Growing the Learning Organization||189|
|Ch. 12||Investing in People: Leadership Training||211|
|Ch. 13||Hope Is Not a Method||225|
|Epilogue: The Army Today||243|