I’m Not Quitting – I’m Moving

I’ve been invited to become a regular blogger at Forbes.com, and as you might imagine, I was thrilled to say “Yes.” So, next week, this blog will “move” to Forbes.com with a new piece called, Lead Like Winston, all about the astounding and successful leadership of the man who saved Britain from the Nazis. (As a friend of mine once said about an Indiana Jones movie: “If the bad guys are Nazis, count me in!”) Complete details on the move will follow next week.

In the meantime, if you like, you can see what I’ve been doing on the Forbes site as a guest blogger since February:

Lead Like George Washington
When 13 American colonies wanted to become the United States, one man showed the way again and again, through both his commitment and his willingness to say goodbye.

Lead Like Patton
When the American troops surrounded by Germans in the Battle of the Bulge needed a Christmas miracle, George Patton delivered one with great leadership and sheer aggression.

Lead Like Spruance In The Battle Of Midway
On the brink of annihilation, Adm. Raymond Spruance kept his head, stayed aggressive and won the biggest naval fight of World War II.

Lead Like Chet—Make the Most of the Recovery
After Pearl Harbor, Chester Nimitz used his head, took calculated risks and led the U.S. Navy to its greatest victory.

Lead Like Bob in the Battle of the Recession
Times are tough, but smart executives don’t panic. They do grab opportunity.

Lead Like Ike in the Battle of the Bulge
When it looked like the enemy was sure to win, the great general refused to panic and seized opportunity.

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One Response to I’m Not Quitting – I’m Moving

  1. John Doyle says:

    RE: Lead like Patton;

    One of the reasons Patton was able to do what he did cutting off his attack and advance to the Seine was because Patton took the necessary time to Read the Daily G2 reports and discuss the implications with his staff.
    There is a tendency among many executives to consider their time “too valuable” to have it wasted reading lengthy reports from departments regarding projects or situations and so they will have people on thier staffs “filter” the information for them.
    I remember sitting in a meeting telling an executive that his staff keeps restricting our ability to inform him of our progress to the point that they’d give him the following briefing, “Romeo and Juliet, Two teenagers commit suicide by accident.”
    “How do you make a proper decision regarding the play?” I asked.
    I was promptly informed that “His time is valuable.”
    That’s when I committed herasy in the meeting and said, “No, his time is not valuable, His decisions are valuable and are only as good as the information he receives regarding them.”
    Patton knew that when a decision maker starts to view his time as more valuable than his decisions, he’s in real trouble.
    So when most were caught totally flat footed by the attack in the Ardenes, Patton was already making plans.

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