An administrator examines the war colleges and the joint professional military education institutions and calls on the schools to employ the optimal mix of military and civilian faculty to encourage the rise of new thinking in vital areas and...
This was my attempt to provide some additional perspective to the debate about the relevancy and effectiveness of the war colleges. I wanted to share some insights from having been a student and faculty member in the system of professional military education as well as a faculty member and administrator in non-military settings. I hope it provokes some discussion, especially with regard to policies and procedures relating to the faculty.
Jean Lipman-Blumen is a wonderful person and a world-class scholar. This interview was part of a graduate course where the students prepared the questions and introductions while I played the host. They read her work before the class. We later turned off the lights and camera and engaged in a wonderful dialogue.
Here's a nice summary of some of my thoughts on Toxic Leadership by my friend and ace San Diego Fire Chief, Brian Fennessy. I think he knows my work better than I do. I love it when insights like these cross contexts.
Founders need lieutenants they can trust to help grow their businesses. The best way to find them is to train them yourself.
The best leaders develop and encourage emerging leaders. It is a worthy investment, and those who can take pride in the accomplishments of others derive satisfaction long after their time in a leadership role is behind them.
When will we begin to understand that technical expertise does not predict supervisory performance? There is very little about being a good (fill in the blank here) that equates to being a good leader of (fill in the blanks here). Leadership resides in the interpersonal, not technical domain.
Toxic leadership is brought about by lack of self-awareness, lack of self-control and confidence, all of which are seeded by self-interest. As a result, a
I hesitate to attribute the causes of toxic leadership because people are complicated and vary a great deal. I do concur, however, that a lack of self-awareness, self-control and confidence are usually observed in those who are deemed toxic.
First of two parts As turnover rates for employees continue to increase, there seems to be an almost universal agreement among HR and managers that “we must do something” to retain our employees.
High rates of turnover can be indicative of poor climate issues and other maladies, but some level of departure is a good thing for everyone. Every leader has a shelf-life beyond which they tend to spoil.
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