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Drawing upon real-life experiences from those on active duty as well as those now in the civilian sector, this book illustrates how to emulate the leadership principles that are the hallmark of the U.S. Marine Corps. Based on findings gleaned from more than 100 interviews, this guide presents the key factors that are at the heart of the marine's approach along with side-by-side comparisons of their application in military and civilian settings. A series of questions is provided at the end of each chapter to ...
Drawing upon real-life experiences from those on active duty as well as those now in the civilian sector, this book illustrates how to emulate the leadership principles that are the hallmark of the U.S. Marine Corps. Based on findings gleaned from more than 100 interviews, this guide presents the key factors that are at the heart of the marine's approach along with side-by-side comparisons of their application in military and civilian settings. A series of questions is provided at the end of each chapter to facilitate group discussion on topics ranging from integrity and setting the example to the commander’s intent and rehearsals and critiques prompting a personal analysis that leads the individual to review the process and develop their own methods for implementation. Questions from these sections also serve as the basis for a year-long curriculum for leadership development.
Integrity at the Core
Adamchik discusses his core secret first: integrity. When a leader is not trusted, the remaining eight secrets don’t matter, he argues. Integrity is more than simply not lying. Integrity is openness - informing subordinates of the real situation, the real possibilities and the real options. Furthermore, a leader must trust his/her followers, allowing subordinates to do their jobs without unnecessary interference.
Other Winning Secrets
Beyond integrity, says Adamchik, technical competence is key to leadership. Subordinates have to be able to trust that a leader has a high chance of succeeding. Does the leader know his or her job? In his chapter titled "Set the Example," Adamchik warns that people really do follow leaders, in more ways than leaders might realize. People look to leaders for acceptable standards of conduct.
But leaders must also be self-aware. "You cannot lead anyone if you cannot lead yourself," writes Adamchik. High self-awareness is rooted in basic honesty. It’s also the first step in an awareness of what is going on around the leader and what skills to use in different situations.
Adamchik’s other principles include these nuggets of advice: take care of your people; train your successors to ensure a legacy of quality; be sure your subordinates know what you want; and remember the corporate culture and values of your workplace.
Yet Another Leadership Book?
Early on, Adamchik addresses the question of whether another book on leadership is needed, even one from the unique military perspective. In the introduction he voices criticism on what he refers to as the bulk of "leadership secrets" books. "They are often written at the strategic level, purely from an executive perspective," he observes. "Many of these books tell you what to do, but they do not back up their directives with real-life examples that enable you to see how to do it."
He also doesn’t aim for the top. Most Marines are not generals, just as most managers are not senior executives, so Adamchik looks to mid- and lower-level officers as well as non-commissioned officers, supplying both military and civilian examples of his points.
Adamchik also attempts to engage readers, inviting them to "write your thoughts in the margin" when specific leadership examples are comparable with their own experiences. "Simply thinking about what you’ve read is not enough," he commands. "Action is required!"
Adamchik delivers on his promise for a new perspective, and this seems to be the only management book among those recently released to discuss the Marines and the line-level manager within the Marines.
Advice is of no value if not acted upon. But one lesson of management is to seek a variety of perspectives. Adamchik provides a new perspective - a new approach to classic ideas of honesty, self-awareness, underling support, knowledge of job and the like.
Despite the old saying, business is not actually war. You can walk off a civilian job with no notice, although this is not recommended. In contrast, military personnel cannot just walk off the job. But civilians and military leaders both have tasks to accomplish, ultimate goals and objectives to reach such goals. Both have to deal with their own people, no matter how drastically different the acceptable ways of dealing with competition. In this sense, good management in both environments are served by Adamchik’s book.
Why We Like This Book
The image of a U.S. Marine is tough and effective - someone who can get very difficult jobs done. Wally Adamchik, writing from his own experience as a Marine and in the private sector, shows that Marine leaders, officers and non-commissioned officers, are more than that. They start with a foundation of honesty, add self-knowledge and build on this to produce an effectively led organization. Adamchik suggests ways these skills can be put to use in the civilian world where most of the population live and work. Copyright © 2006 Soundview Executive Book Summaries
"The highly effective techniques will work for you, too. Learn and be inspired." —Roger Herman, CMC, consultant and author, Lean and Meaningful
"No Yelling's laser sharp focus on the essential elements of true leadership is brilliant!" —Rick Searfoss, retired U.S. Air Force astronaut and space shuttle commander
"This book provides helpful information, both for new managers and for those who have been in leadership for a while." —Milwaukee Journal Sentinel
"A well-written business title that spells out leadership excellence in every chapter. Highly recommended! Award-Winning Finalist in the business books category of the Best Books 2006 National Book Awards" —USA Book News.com
"A practical guide for all business leaders, whether they have 1,000 employees or just five." —North Jersey Media Group
"I will not be able to do justice to a really interesting few hours spent with this book." —Ruston Daily Leader
"If you have management and leadership responsibilities, no matter how simple or complex, you're going to love this book." —Heartland Book Reviews