On our two hour drive back hom e, I called out a few nam es to see which ones the puppy would respond to, M axim us I called out, no response. Napoleon, I shouted, nothing. I said Zeus, and he im m ediately looked at m e. From that m om ent he would be known as Zeus Wayne Hern. He left his bed on the passenger seat, cam e over to m y lap, looked up and gave m e the greatest sm ile ever.
For the first tim e in m y life, I felt unconditional love, and I found joy once again. I was like a child, I was sm iling again and I found m yself wanting to do just about anything to m ake m y son Zeus happy. I started taking him everywhere with m e, even to places where they don? Everyone would flock to pet him , even push the cart for m e so that they could play with Zeus. Zeus s av ed me when I needed a her o t he mos t At dog parks, we m et a lot of great people, we joined dog groups on Facebook and went to dog-friendly events.
At alm ost every place we went to, I noticed m ost dogs wearing the sam e things. Finding clothes, or accessories started to becom e difficult as Zeus grew. To m e, Zeus was a one in a m illion. Therefore I wanted som ething different, so I began attem pting to m ake bandanas. After several attem pts and long nights I had a few acceptable pieces, and I started having Zeus wear them. He was a natural with the cam era just like Derek Zoolander he too has a signature gaze sim ilar to?
Blue Steel.? Receiving positive feedback, I started m aking m ore and m ore bandanas and took a crack at m aking shirts. I found joy out of m aking things for Zeus to wear and fell in love with m y new hobby that included him in it. It just being the two of us,? He is the French and m e; I? Our little brand was born. The learning never stops, m aking sure we stay focused is difficult at tim es and learning to take constructive criticism has taken tim e.
Now it? Zeus has been a blessing to m e, as I was shutting down and closing m yself off he bust open the doors to life. We have m et tons of great people, including m y girlfriend Lisa and her wonderful fam ily. Deep in our. In August of , we did our first event? We learned a lot from that event and m et other great entrepreneurs.
We received a ton of feedback, learned about who we are, what we want to be and what we don? Several events later our product line has grown. Cleaners in Pflugerville and learned how to use com m ercial sewing m achines. Kim sold us our first industrial sewing m achine for pennies on the dollar, teaching m e a valuable lesson? Our tribe has grown, and now we?
One of the m ost difficult things of being with an entrepreneur are the long days, the longer nights, and the never-ending weekends. Finding som eone who can understand the lifestyle is difficult, but Zeus and I hit the jackpot! We have an excellent support system that goes beyond Lisa, it includes her fam ily? Her father Carlos and her brother-in-law, who we all call Tata, drove up to Austin and, over a few weekends, we turned a blank canvas into what we call?
The Shop.? What separates us from m ost brands out there is that everything we produce is m ade in-house. There is no overseas or drop shipping, this U. S veteran? We take pride in utilizing U. We are investing in our infrastructure to keep up with our vision to m ake m y son Zeus? We are a sm all com pany but we? We love participating in events and m eeting folks who love their pets as m uch as we love ours. Zeus saved m e when I needed a hero the m ost. It is because of the purpose he gave m e that I have been able to m eet such wonderful sm all business owners who have welcom ed us with open arm s.
In seeing how they operate, their feedback it has allowed us to im prove and see things from a different perspective. I rem em ber Courtney Em ken from Dog Boy? Leah Thom as from Pawsom e Dog Delivery treats m aking tim e to accom m odate our last m inute orders for us to pass out her am azing treats to our furry friends. Kathy from kathyphantastic is always supportive and helps with shoutouts on social m edia.
Chris from Legacy Lazer has been instrum ental at figuring stuff out from our bandana tem plates to our custom sign at? The Shop? Beba Rossi from Luna y Sol Co. Pinata, takes am azing pics of our pups and pupsits for us at her chihuahua ranch. You see, to m e Zeus and Athena are m ore than just dogs. They are m y children, m y inspiration, m y. They have been better than any pill m y doctors could have prescribed to m e. When we m ake som ething that we sew our label on, it isn?
Our hands physically took fabric, webbing, thread, etc. To see one of our products on a sm iling furbaby is why we do what we do. We want to m ake quality products utilizing the best m aterials we can find, down to the thread. Every product has to be som ething that we would wear so the patterns and colors are all carefully chosen.
We know we don? Today, Athena is the face of our brand at m ost of the events we vend at, Zeus prefers to be at hom e chewing on his leather toys or hanging out at the Chihuahua ranch with Beba? He m akes appearances at events that are shorter in length and closer to hom e. His trainers tell us he is in his teenage years, which of course m akes us laugh.
So if you ever see us, stop by and say hello give us a chance we prom ise you? We stand behind our products; we want to play a part in showing everyone that a quality product m ade out of U. S com ponents can be m ade in the U. S Veteran. The bond between veterans and their Service Dogs A new study conducted by the Purdue University College of Veterinary Science has validated the commonly-held belief that veterans with PTSD post-traumatic stress disorder have unusually strong bonds with their Service Dogs, a news release announced.
The study, published in the journal Frontiers in Veterinary Science, also found that Service Dogs and Rescue Dogs trained to be Service Dogs enjoy working and show no signs that being a "working dog" lowers their enthusiasm for life. After analyzing online surveys of mostly-male veterans about in-home training methods, PTSD severity, Service Dog behavior and the human-animal bond, researchers found positive outcomes and a stronger human-animal bond with the use of positive training methods at home.
This underlines what we've said all along, that the dog and veteran rescue each other. The analysts found that the average human-animal bond between veteran and Service Dog was 5. The study says this finding spotlights the. Results showed PTSD severity was not associated with the veteran-dog bond nor any behavioral outcomes in service dogs, dispelling concerns of if bonding is more difficult in severe PTSD cases, and whether dogs are only able to aid a certain level of the disorder. Tipsy resides in Alvarado with her feline brother Stripes who she constantly terrorizes. Cuddle bug once she?
Photo courtesy of Tipsy's human. For pet parents who frequently travel with their furbabies, finding airport terminals with proper accommodations can be chaotic and stressful. According to Upgraded Points, federal regulations in the Nondiscrimination on the Basis of Disability in Air Travel mandate require every airport that serves over 10, passengers a year "provide convenient, indoor, wheelchair-accessible pet-relief areas for service animals that accompany those passengers who are connecting, arriving, or departing on flights.? Upgraded Points' study evaluated these airports and their facilities.
Rather than pat airports who do the bare minimum on the back, the study awarded points for those that went above and beyond regulations, a news release detailed. For example, airports are mandated to offer service animal relief stations, however, going above and beyond would be. Additionally, the quantity and quality of these areas and amenities? Though required by law, many airports choose to offer services beyond what is necessary," said Upgraded Points founder Alex Miller.
AUS has a landscaped and lighted? Dog Walk? Upgraded Points also found that AUS brings in therapy dogs every quarter to interact with travelers. Finally, Bark and Zoom pet boarding features outdoor play yards and dogs-only swimming pools. At DAL, there's a large pet park at the end of baggage claim on the upper level, as well as smaller pet relief areas on the lower level and within terminals. DFW features four pet relief areas inside security, as well as multiple areas outside entry doors on the lower level. Additionally, for those who need pet care, Paradise 4 Paws pet resort is located outside.
While it's encouraging to see more pet-friendly efforts being made at airports across the U. So there's certainly room for improvement. More on the airport study as well as a list of tips for airport travel with your furry friend can be found at upgradedpoints. GO Group is the nation? Almost 55 percent of those polled said only certified service animals should be allowed in cabins, a news release detailed, while 45 percent added that emotional support animals should also be permitted.
Additionally, most everyone in the poll found that traveling with pets on airlines is confusing as each airline has its own rules, policies and forms, all changing all the time. It is understandable that people have concerns about potential challenges of allowing animals in cabin areas,? GO Group? However, people also understand the dangers of animals traveling in cargo.
Most surveyed agreed a fee should be charged for non-service animals, however 39 percent said these fees should be lower than they currently are, with one respondent noting it cost more for her to bring her small, crated dog who rode under her seat than it cost for her own seat. Almost half of all respondents said cabins should have designated spaces for those traveling with their pets to aid passengers with allergies. Let us know how you feel about traveling with pets and pet safety at the airport by emailing editor texasdogmagazine.
You know how when you take a dog for a walk, and he isn? Nose to the ground, not exactly pulling, but there? When I was first asked to write an op-ed about what it means to be the Ultimate Dog Mom, that is what happened.
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- Pour un nouvel imaginaire politique (Documents) (French Edition).
- The Pack Mentality and the Leadership Lessons of Ike.
My mind took a beeline for what seemed like the clearest route. Obviously, I would write about our rise to becoming Facebook famous all because of our five dogs. I sat down and pounded out a 2,word essay like the over enthused pup that knows where he wants to go but is really going nowhere fast.
I wrote about where I started? But it was junk. Much like the walk I described earlier, that? It got the reader from point A to point B. But to be completely honest, it made me feel the same way I would if one of the dogs pooped on a walk and I forgot to bring a bag to pick it up; nonchalantly walking away hoping no one saw our faux pas.
So I stepped back, and like a scent dog on a trail, while I could smell it, I knew I needed to adjust my course if I ever wanted to find it. Stressing to meet the deadline, and to no avail, I kept asking myself,? What makes you the Ultimate Dog Mom?? I just couldn? That is, until two of our pups got out of the backyard when a windstorm blew open our six-foot privacy fence gate. As I was running up and down the street in the pitch black, wearing only pajamas and uggs, no coat, seeing only the dark sky and white snow, I thought to myself,?
How could I possibly be the Ultimate Dog Mom if I allowed two of our dogs to go strolling the neighborhood?!? But that? The Ultimate Dog Mom is a lot of things, but the one thing she isn? The Ultimate Dog Mom? She loves, not just fiercely, but without apology. She makes the tough decisions and follows through even when it's hard. Sometimes she stays up late to clean up after a sick puppy then gets up early because well, let?
Sometimes she can? She can? There is always an audience, always a boo-boo that needs kissed, a game of Bitey Face that needs calmed down, and the questions,? Can I help you?? Why are you the way that you are?? She finally finds that one dog hair that? Cursing her dogs, she says,? You are why we can? Almost immediately followed by feelings of guilt and shame, hugs and kisses,? She makes mistakes. The Ultimate Dog Mom does the jobs no one else wants to do. Not only does she host the Peanut Butter Parties, but she feeds and bathes, trims nails and grooms.
She keeps track of medication and appointments. She wipes paws and washes bedding, sweeps and vacuums. She has the patience of a saint and even when that patience gets away from her at times, she is quick to rectify. She knows that dogs may not necessarily understand the words,? I love you? She takes hundreds of photos trying to get the perfect shot. She gets overwhelmed during the day and sneaks to the bathroom to look at pictures and watch videos of her sweet pups that are just waiting for her to get home. She gets home from work, tired as can be, but still has time to hug each and every single wiggly body looking up at her.
The Ultimate Dog Mom often makes it look easy, taking care of dogs, family, a household and a job. With a few minutes to spare before guests arrive, she frantically wipes up the last of the slobber that landed on the walls after her dog drank from the toilet, dribbled down the hall and shook his body from the tip of his nose to the tip of his tail.
While everyone else sits, she frets; making sure the couches have been vacuumed, stepping over dogs to ensure the floors are swept, and the air fresheners changed. Often as she? She shakes her head and sometimes even thoughts of,? Oh, how easy my life would be without all these dogs to take care of!? But, we all know it? In the same breath, she? Frequently, it physically pains her to look at her dogs. The amount of love coursing through her veins when her eyes meet theirs, makes her feel, quite literally, like her heart could burst.
She is open-minded and willing to listen to how others raise their dogs without fear that any way but her own is wrong. She is a staunch protector of her dogs, her babies. She gives them a voice, and is not only an ambassador for her dog, but also for humankind. She makes the rules and doles out the discipline but never turns away a kiss.
She might get frustrated with her pack, feelings of failure wash over her, but she doesn? All it takes is one look at her dog, staring soulfully and full of unconditional love, to get back up and be the woman her dog thinks she is. We can all be her. Best In Show? The Ultimate Dog Mom is a woman that strives for better.
Kind of like being that scent dog, you start out with an idea of where you want to go, but by the. It may not be a straight line, or even the direction you thought you? So, I say all that to say this; being the Ultimate Dog Mom is my purpose in life. Since the beginning, my daily goal has been to make someone laugh, give someone hope and change someone?
They are such emotionally intellectual beings and I feel they don? Jack, Sally, Kilo, Kain and Lotto are my heart. Some days, just knowing that they need me, that no one can take care of them better than I can, keeps me clean. I feel that it is my calling to give dogs and addicts alike, a voice. No pun intended, but I want to give a voice to the underdogs. It's not my career, it's my lifestyle There are several reasons as to why I love dog training, but the most rewarding reason has always been to keep pets in a happy home with their fur-ever-family. I am happy to help bridge the gap of misunderstanding between pet and pet parent while simultaneously introducing boundaries and a fun outlook on training.
My goal has always been to use a balanced method of training, with a focus on positive reinforcement and leadership skills that leave fur-babies without chance of being re-homed or put back into a shelter. Training for me is not just a job, or even a career, it is my lifestyle. I continuously advocate for the need of every dog to be trained, even if they are at-home companion animals. Mental stimulation is just as important as physical exertion. I tell all my clients that their fur-babies need a balanced dose of? Chuck-E-Cheese time? She is the inspiration for wanting to branch off from PetCo last year, and has played the vital role of assistant with socialization classes, and as an aid for reactive dogs.
I believe it is vital for all pet parents to have a deep, positive connection with all handlers in home, and especially so for families with younger children. I gear all my training sessions to each specific dog and their family? By coming into the clients? Subtle behavior modification, aggression rehabilitation, and basic obedience are just a few of the areas of focus that I specialize in.
The Pack Mentality and the Leadership Lessons of Ike: Corey D. Roberts: aqemusywohax.tk: Books
You can compel people to do their job by screaming and yelling at them, berating them, or even threatening to fire them. Fear or, better, compulsion works. But it works on only a single level. You engage the body, but not the heart or the mind. In other words, you gain compliance but not commitment. Worse, you fail to create a relationship; you fail to engage the whole person.
Whatever the job, mental or physical, it requires the mind and sometimes the heart. If the employee despises her boss, she will do little to pitch in with ideas. Nor should she. The boss becomes isolated, surrounded by the levers of power but without any real power. Sure he can hire and fire, but for what end? Compelling through fear is a short-term game.
Those who rule by fear are those who have been ruled in fear. Like serial wife beaters, they think that all issues can be solved by the raised voice or the cocked fist. If this logic held true, then the Soviet Union would have become and would have remained the most powerful nation on earth. It was a society whose bosses ruled by compulsion, intimidation, and violence. Fear was an operative principle from top to bottom of the regime. As a result, creativity and innovation were nearly nonexistent save for some ivory-tower places.
While bosses who bully may make their numbers, they inflict considerable psychic damage on their employees. As a result, these bosses never earn the respect or the trust of their people. Both are essential to genuine leadership, and while bosses who bully may not care about leadership, or may have the sadly mistaken idea that abusive behavior is leadership, in time their behavior will catch up to them in two ways.
Also, which may be surprising to some, many abusive bosses live in a state of fear themselves; they are afraid that someone above them will ask for something they cannot deliver. Such bosses live with the weight of the department on their shoulders, and eventually they will sink under its load. And second, abusive bosses can never count on their people in tough times. Abused employees will flee at the first sign that the ship is sinking. Or, better yet, they will jump to another ship where the crew is better treated, leaving the abuser boss to bail him s elf out. The bottom line is, ruling by fear is self-defeating.
All ideas come from above and must be obeyed, even when they are pitifully flawed and known to be so. Management by fear is enervating; it saps the energy of the boss, and it drains the energy of the employees. No one has time to think; everyone goes through the motions like robots. Just like the Soviet Union. Managing by fear is a dead-end game that can be rectified only when managers, prodded by their employees, come to realize that it is better to provide hope and inspiration than coercion and compulsion. Fear is not the only demotivating factor in the workplace.
Ruling by fear is a deliberate act, but many other demotivators arise from lack of attention. Managers may feel that challenging their employees is not their business, and they certainly do not want to share any power, so empowerment is a no-no. Recognition is ignored. When employees are apathetic, what do they do? They reduce their productivity or fail to contribute more than the minimum.
Because they do not care. But their failure to care stems directly from the fact that they do not have a sense of ownership in the enterprise. Not only is this a loss in productivity, it is a loss in trust and a failure of leadership. The reality is that leadership is persuasion to a point of view that is good for the organization but involves tough choices about teams and individuals.
It is up to the leader to make the right call at the right time. For presidents, it might mean going to war for self-preservation or negotiating for peace at the risk of terror. For managers, it may involve promoting one highly talented individual over another highly talented individual. All of these decisions, whether macro or micro, occur frequently.
It is up to the leader to prepare to meet these challenges by understanding the nature of what leaders deliver. Therefore, the secret to creating motivation from within is to raise expectations, those of the group and those of the individual.
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By raising expectations, you challenge the status quo, but, by extension, you also give people the opportunity to participate. Another way to look at expectation is as engagement. Inspired leaders engage the hearts of their people; they connect on a deeply personal level. They do what the leader expects because they want to. That is the secret of motivation: getting people to do something because they want to. But this can occur only if the leader puts his values, convictions, and beliefs into practice in ways that set a good example and inspire people to follow.
Insights into Motivation: Abraham Maslow Abraham Maslow, a behavioral psychologist and theorist, developed a hierarchy of needs. Maslow envisioned this hierarchy as a pyramid with five levels.
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Starting at the base, the five levels, in ascending order, are physiological, safety, social, esteem, and self-actualization needs. The first three are important to health and well-being; that is, we need food and shelter, protection from the elements and from enemies, and a community of other people. Each must be satisfied before you can move to the next level. Esteem, the fourth level, is intrinsic—a need for recognition to validate our self-worth. Self-actualization, the highest level, is something that all of us strive to achieve—fulfillment in doing what we want to do. Think about where you work and the people who work there.
As you think, consider the following: 1. Why do people come to work? For a paycheck? For recognition? Do people feel motivated, i. If not, what is missing? Consider the motivation model, then think about the people in your organization.
When Herb Kelleher, the chairman, co-founded the airline, she was his legal secretary. Today she is president and chief operating officer. She attends many corporate parties, writes cards to employees, and watches over the human side of the company as if it were her own family.
They feel wanted. They feel they can be individualistic. Both really. Kelleher, a corporate lawyer, drew up the plan for the airline with a partner, Rollin King. The year was , and their plan was a Texas-only air service. It took five years of legal brawling to get the airline into the air on June 18, But that was not the end of the fight. After more legal battles, Southwest finally won. Since , when the airline first made a profit, it has not looked back; every year, through recessions, wars, and the September 11 tragedy that put many airlines into a coma, Southwest has prevailed.
Ask Barrett or Kelleher, or any of the employees of the company, and the answer you will get is this: the people and their culture. Barrett puts it this way. As Kevin and Jackie Freiberg put it in Nuts! This does not count the many other parties marking birthdays, anniversaries, and other special events. We celebrate everything. We are having a party!
The man who has the contract for picture frames now has a business, according to Barrett, with 13 employees. That is a lot of celebrating. Or, put another way, a lot of recognition for a lot of people. Even today Southwest takes the job seriously. In , labor unions picketed. In , it carried an average of 5. From to , its stock value has grown at an annualized rate of 26 percent. As Kevin and Jackie Freiberg point out, sacrifice is part of the culture. As the Freibergs wisely note, people feel an affinity to such leaders.
The people of Southwest are no different; this is part and parcel of why they work for the airline. As an owner, you are willing to make sacrifices for the good of the business. In Nuts! But, by their own admission, it was the best thing for them and clearly the best thing for the company.
It also encourages people to challenge authority and to ask questions. Many start-up enterprises grow up with this attitude, but forget it as maturity sets in. Not Southwest! As a vibrant marketing machine, it loves to do things new and dilferently. One idea did not click—same-day delivery. Still, the person who initiated it was not fired; he was forgiven. It is all part of the long-term development process. The job of replacing a legend at the helm is never easy.
Southwest not only survived, it kept its sense of whimsy. The company, and the culture, did not miss a beat. Again, the culture survived. If employees are happy, then the passengers are happy. It assures employees that they are doing the right job. Barrett notes that after September 11, many employees felt that they were not helping their customers enough.
The way people feel about themselves and their colleagues owes a great deal to the culture that Colleen Barrett has helped to foster. Colleen Barrett is everywhere within Southwest Airlines. The airline industry is not for the faint of heart. You have to be strong and make tough decisions. Colleen Barrett is and does. People at Southwest are not put into boxes.
Values are fundamental to Southwest Airlines, and she makes certain that everyone understands and practices them. Energize Exemplify Communicate Challenge M otivation requires energy. Leaders have the obligation to energize their people by setting the right example and communicating what people need to do. Going one step further, it is up to leaders to challenge their people, giving them the push they? Hackworth U. Once upon a time, she was a Playmate Miss May , lived in the Playboy Mansion, and dated rock stars. Later she moved to Aspen, where she still resides with her husband, an attorney.
She was also a local businesswoman, owning a share of a boutique and a sushi bar. Her first stop was Cite Soled, one of Haiti s most notorious slums. The people were wary of her at first; some hurled stones. It rocked my world. She sold her businesses and put the money toward the people of Haiti? Her health has suffered; she has sought treatment for encephalitis, scabies, lice, and mange. Her safety, too, has been imperiled by voodoo priests and bureaucratic bribe seekers? She has not given up. Personal involvement is her calling. She lobbies Congress for aid andflies free to Haiti on American Airlines, which has flown food to the island in support of her efforts.
Now we have 2, and no stretch marks to show for it. There is an adage that says that the mark of character is what you do when no one is watching. Susie Krabacher would have no problem if all the lights went out. The same cannot be said about the robber barons of the late s and early s. In fact, the parties they threw, their palatial vacation homes, the pension plans they lavished on themselves and their favorites were out in the open.
What was sorely lacking in this pseudo-potentate lifestyle was accountability to shareholders. They used equity in public companies the way Imelda Marcos bought shoes; nothing was too good for them. Their actions, even if not always found to be criminal by the courts, demonstrated one salient feature: These were not managers who set a good example. It is therefore not surprising that few of those left behind in the companies these people fleeced have much good to say about their deposed leaders.
They scorn their actions and feel shamed by them. Worse, they feel duped. After all, these were supposed to be corporate leaders to whom they entrusted their careers and their pensions. Curiously, when new management, some appointed by the courts or shareholder groups, came in, they found that there was something of value to be saved. Those employees still remaining in the legacy organizations now have something to be proud of.
In other words, they lead by example. What Krabacher does to help the children of Haiti is to live the life of good example. When a leader says one thing and does another, employees immediately sense it.
I am not referring to marriages gone bad; divorce is a reality that tears apart many good men and women. What I am referring to is serial philandering; duplicity in the home leads to duplicity at work. When managers discuss the challenges ahead and ask their people to put in extra hours, yet themselves manage to vanish at the sight of real work, it sets a bad example. Weinzweig could have called one of his hourly staffers to clean up the mess for him, but no.
Entrepreneurs understand example better than anyone because when they were getting started, they did it all. Managers in large organizations feel disassociated from customers and other levels of managers, so they tend to look away. This is unfortunate, since the employees of large organizations often need to be shown the right way more than employees in other businesses. Because you can make yourself small and thereby disappear in large organizations, whereas there are not so many places to hide in smaller companies. When people see the leader doing the right thing, they will be motivated to follow that example without being told.
People want their leaders to be ethical, honest, and real. Colonel David Hackworth, like most good commanders, always led from the front. He trained alongside his men and coached them on the big issues as well as the small. He was there for them, amid the blood the sweat, and the muck. The question arises, then: From where does good example emerge?
It is set by leaders, men and women managers who embody the mission, vision, and values of the organization. Colleen Barrett is someone who sets the right example. Her presence is palpable throughout the airline, but it only begins with her because the culture she has fostered has been spread by others. So how can leaders foster good example? You must learn to lead yourself before you can lead others. The concept of personal leadership is a powerful one.
Consider President Jimmy Carter. Carter is a spiritual man, and he walks in a sense of spirit as he leads others. Demonstrate conviction. Those leaders who effect change are those who were forged with a strong set of values and embody those values in their daily lives when they make the tough decisions. Congressman John Lewis of Georgia was a young man at the time of the civil rights movement in the late fifties and sixties.
Tongue-tied as a youngster, he worked hard to overcome his speech impediment, and as a result became an eloquent spokesman for civil rights. His young adulthood was forged by the white heat of oppression, but he emerged as a strong voice for righteousness. Do what you say you will do. Sounds simple, right? The biggest lesson that managers fail to learn is the need to live up to their promises. This is wrongheaded. If you commit to something, do it. If you say you will provide resources for a team, but you fail to deliver, then you must explain yourself.
The reason so many people distrust politicians is that they say one thing in order to get elected, but do another in order to stay elected. Politicians on all sides do this. When you make a commitment, live by it. It was an issue that burned him once when he took campaign finance money from a banker who proved to be fraudulent. McCain repaid the money, and in the process dedicated him s elf to eradicating the soft money that greases the wheels of government. Even though he lost the election, he followed through on his commitment and with Senator Russ Feingold passed a campaign finance reform bill.
Show compassion. A compassionate leader understands the complexity of the human psyche as well as the forces acting upon us from work, family, and community. Good leaders look to provide a better place for their people, be it at work, at home, or both. Bob Stoops, the head football coach at Oklahoma, insists that his coaches observe family night during the football season.
Coaches are notorious for putting in hours that would make a workaholic blush. Stoops, who has won two national championships, reports for work at a. Live the culture. A good example of this is the U. Coast Guard. Its mission is both service and protection. It also protects our waterways from criminal and terrorist forces.
Its leadership understands that the organization walks a thin line between an armed force and a rescue operation. This is a delicate balancing act, but the Coast Guard performs it well. Remember the biblical story of Moses coming down from the mountaintop.
Moses hurled the tablets in rage and stormed back up the mountain. His anger so shamed his people that they soon fell back into line. Moses had reshaped the culture. And when you lead by example, you enable others to follow you. Because they will want to. Your example becomes their example. In the case of fatally flawed organizations like the Nazi Party or the Ku Klux Klan, emulation can be a bad thing; it leads to racial hatred and oppression.
Motivation, therefore, must be rooted in example. Otherwise it will ring hollow. Leadership is about making hard choices. Leaders have to make choices about people, policies, and products, and much more. Motivation once tapped into is a potent life force that can enable individuals to succeed and organizations to thrive. Insights into Motivation: David McClelland David McClelland a Harvard psychologist, postulated that managers are motivated by three forces: affiliation, achievement, and power. Managers who have a high degree of affiliation want to be liked. Such managers find it difficult to lead because they do not want to offend or hurt anyone; as a result, affiliative managers find decision making difficult.
For managers motivated by achievement, fulfillment comes from getting things done, but they put themselves and their needs first; their goal is to move up the ladder. Managers who are motivated by power enjoy being in control. McClelland with a colleague, David Burnham, divided managers motivated by power into two subcategories: those who seek personal power and those who seek institutional power.
Both types inspire good morale. It is how people learn behaviors that foster cooperation and teamwork. Use the following questions to begin to see how you can set the right example. Leadership starts inside. Before you can lead others, you must lead yourself. Consider ways in which you can lead from within. Conviction is essential to leadership. Take a moment to describe your values as they relate to 8 Family 8 Friends 8 Work 3. Nothing destroys trust faster than not doing what you say you will do. Reflect on moments when you did not do something that you promised.
Why was that? What could you have done differently? What will you do the next time? Compassion is the outward reflection of care and concern for others. Recall examples of leaders that you know who demonstrated compassion. How did they do it? What did you learn from their example? Would you do the same? Why or why not? Look at the leadership in your organization. If so, why? What could you do differently to improve the culture? He had a mop of white hair styled in the manner of Julius Caesar and was dressed in a black crew neck and black sport coat that set off his deep blue eyes, and his commentary was thoughtful and measured.
Without missing a beat, the commentator smiled and assured that mother that her son was among the best of the best and that he would be fine. In that moment he revealed to the world the soft side of his leadership, which he had developed as a soldier in three wars, including three tours in Vietnam. He is Colonel David H. Hackworth, U. Army retired, and the most decorated soldier in U.
Army history. Hack, as his familiars call him, paid it no mind. He had a job to do: to turn this group of green draftees, reluctant warriors, into a fighting force. One, he was under orders to do this, and two, by doing it, he was fulfilling the wish of every man under his command at Firebase Dizzy—to get home safely. Actually both, or all, are one and the same. At 15 he lied about his age and enlisted in the army, and ended up in Italy at the end of World War II.
This is preface to the essence of the man as commander. It is more than a turnaround story; it is a virtual handbook on motivation. And at Firebase Dizzy, things were bad. For starters, the firebase was located in the delta, on flat ground that was at or below sea level. It was open and hard to protect—exactly the opposite of what Sun Tzu, as Hackworth points out, would have called for.
One sergeant who served under Hackworth but was there first was able years later to recall the names of all the troops in his unit who had died. He became the toughest, meanest SOB he could be. His orders did not fall on welcome ears. But they were wrong. Hack was not playing at anything; he was for real. He insisted on discipline first and began with simple steps. Clean weapons are weapons that can fire; steel helmets protect against falling shrapnel. He also refused to allow his men to sleep on top of the bunkers; it was cooler there, but it was also highly dangerous.
Shortly afterward, the troops came under heavy mortar attack. There were no injuries, and there were few complaints afterward about wearing helmets and sleeping in bunkers. And in this case, they were facing the ultimate challenge of welfare, that is, their lives being destroyed. And to do that you had to set the example. You are the first one up, the last one in bed, the last one in the chow line. Once [soldiers] realized that [my] only concern was their welfare, and of course the accomplishment of the mission, it was a piece of cake.
What Hackworth did was train his soldiers on the base and in the field. Unlike others of his rank, who hovered high above in helicopters, Hackworth was a ground commander, at one with the grunts. He pushed them hard. When informed by his commanding general that there was a price on his head, Hack asked what it was. If things get too quiet, there could be serious trouble. Hardcore operated in the Mekong Delta, which meant that it was often wet and muddy. He also let them wear cutoffs—a small gesture, but in the heat and humidity of the delta, it was a godsend.
He really does care about us. Replacement troops are always at a disadvantage; they have not shared the bonding process of troops who have been through training and combat together. But such troops are vital to the total effort; if they are too isolated and do not mix in, they become a danger to themselves as well as to others. Soldiers do not fight in the field for abstract causes; they fight for their fellow soldiers. Esprit de corps is essential.
Everyone wants to be a winner. Make sure you single them out in front of their platoon. So the top has to go down to the very bottom, to the assembly line, the factory floor, or the fighting element, [to] find out what his bitches are. His teacher was none other than General Dwight D. Eisenhower, who had come to visit his reconnaissance unit in Italy shortly after the end of the war. All we get is Spam. I realized right then that all you had to do was go to the boss and bitch. I saw him fix this right in front of my eyes. And Hardcore had plenty of those. To Hack, there is a fine line between fear and courage.
Troopers can feel it, see it, and smell it—and it will rub off on soldiers from a platoon to a division. Confidence produces courage. That is a key lesson that Hardcore learned, and it is why so many of them returned home in one piece. Hack cited poor training of troops and a general officer corps that was woefully and willfully out of touch with the reality of the war itself.
Going on television was not something that Hackworth took lightly; two factors had pushed him over the edge. One was the promotion to major general of an officer whom Hack knew to be incompetent. These factors, of course, were on top of the three tours of duty that Hack had served in Vietnam. Although he had put in for retirement, the army was not about to let him go gracefully. Despite being a veteran of three wars and the most decorated soldier in U. Army history, he was the target of harassment, surveillance, and abuse from the army command. It was a humiliating end to a glorious career.
Such actions were unorthodox to say the least, but Hackworth argues that he created them for the best of reasons—to take care of his soldiers. These actions, coupled with his renunciation of the war while on active duty, made Hackworth persona non grata in certain military circles. Its success led him to become a war correspondent; he covered Gulf War I as well as other battles in Bosnia, Kosovo, and Somalia.
He publishes a weekly column in Defense Watch, which in the spring of helped to break the story of the prisoner abuse scandals in Abu Ghraib prison in Iraq. For Hackworth, the scandals were echoes of earlier battles he had fought with the military establishment. Like Robert E. Hack makes a case for one of his hot-button issues: more training, more armor, and more weaponry—not to mention less political meddling. But most importantly, and probably more meaningful to him, Hack is well remembered by the troops who served under his command EXEMPLIFY 45 for the example he set as he spoke, taught, delegated, and coached, as well as pushed prodded and disciplined—or, in short, led.
After all, they came home safe. David Hackworth trained his people in body, mind and spirit.
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He drilled them in tactics, explained what he was doing and why, and built esprit de corps. Good officers are taught to take care of their men. David Hackworth took care of his men by educating and training them as well as coaching and counseling them, as soldiers and as men. No army can function without strict discipline. David Hackworth used discipline to instill order, prepare his troops, and fight aggressively.
David Hackworth has devoted his post-military career to promoting the rights and security of soldiers in the U. His passionate advocacy demonstrates to soldiers that someone is looking out for them. The best information comes from the people closest to the action. David Hackworth listened to and learned from his troops, a Continued on next page. He disseminates what he has learned in his teaching and his writing. David Hackworth never asked his men to do what he himself would not do. He served on the front lines and in the action throughout his military career.
Army Divisions in Iraq We find that mechanization is associated with a decreasing probability of incumbent victory; that regime- and power-based explanations only account for nineteenth century outcomes; and that oft-cited factors such as terrain or ethnolinguistic divisions are largely unconnected to outcomes in counterinsurgency warfare. Leavenworth U. Counterinsurgency in the 21st Century: Creating a Comprehensive Approach. The heart of every tribal male is that of a warrior. Even the most wretched youth in a Palestinian refugee camp sees himself as a knight of Islam.
These guys are Apaches. What the warrior craves before all else is respect. Respect from his own people, and, even more, from his enemy. When we of the West understand this, as Alexander did, we'll have taken the first step toward solving the unsolvable. Therefore, an effective COIN planning process must be comprehensive enough to address the military and non-military conditions that sustain the insurgency. This requires the planners to understand the critical aspects of the overall society and its key participants while developing logical lines of operations to achieve the desired endstate.
This monograph recommends a modification to the MDMP in order to make it compatible with the realities of counter-insurgency warfare. S national security strategy and the USAF might change to better confront new challenges presented by future major regional conflicts and counterterrorism, counterinsurgency, and nation-assistance operations. As more and more people are tapping into the web, the dark side of freedom of speech, indeed of freedom of thought, has emerged.
The Internet is utterly intertwined with the insurgency in Iraq, for example. Insurgent attacks are regularly followed with postings of operational details, claims of responsibility, and tips for tactical success. Those who use insurgent chat rooms are often monitored by the hosts and, if they seem amenable to recruitment, contacted via email. Huber, U. Nonetheless, our efforts might be understandable were they in our national interest. But they are not. The idea is that small changes will have little or no effect on a system until a critical mass is reached.
Then just one additional small change ''tips'' the system, producing dramatic consequences. The concept has been applied to human behavior to describe everything from the breakout of bestsellers to the spread of buzzwords. A pigeon-hunting fracas between a few British soldiers and some peasants midwifed the Egyptian independence movement.
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A traffic accident between Israeli soldiers and a couple of Palestinians sparked the first Intifada. In both cases, the occupier was caught off-guard. Being alert to the underlying conditions requires solid, on-the-ground information about how people are feeling, and an awareness of the cultural codes and networks connecting various parts of society. That's hard to come by for an occupying power.
Military strategists and commanders must come to think in terms of psychological precision as well: shaping a military operation so as to attain the desired attitudes, beliefs, and perceptions on the part of both the enemy and other observers, whether noncombatants in the area of operations or global audiences.
Today the American military is not as strong at psychological precision as it should be, in part because technological advantages appear to make psychological effectiveness unnecessary. The explanation, though, runs even deeper than that. For a nation composed of many cultures, the United States has never had a deep understanding of other cultures, perhaps because it was never a major colonial power.
This has shown up whenever the U. The Commandant has read Small Wars and he has asked that we get the feedback of Marines on the ground in Iraq before we go to official printing. It should be noted that this publication is not intended to replace the Small Wars Manual of , nor is it meant to be a how-to book for tactics, techniques, and procedures.
TTPs are addressed on the Small Wars website. Post-Cold War military operations are highly decentralized, requiring men and women at all levels throughout the force to exercise complex leadership and management tasks. Given the ongoing changes from training to education, now is the time to add language instruction, cultural education, and interagency exchange programs to the portfolio.
Custer in Cyberspace local copy , by Gompert and Kugler, Defense Horizons number 51, Feb One of the consequences of the network revolution and corresponding distribution of authority is that many more persons up and down the ranks will be making combat decisions than compared to the days of centralized command and control. Further complicating the situation will be the ubiquitous media whose presence will mean that all future conflicts will be acted out before an international audience. The inescapable lesson of Somalia and of other recent operations, whether humanitarian assistance, peace-keeping, or traditional warfighting, is that their outcome may hinge on decisions made by small unit leaders, and by actions taken at the lowest level.
How do we prepare Marines for the complex, high-stakes, asymmetrical battlefield of the three block war? The first step of the process is unchanged. Bold, capable, and intelligent men and women of character are drawn to the Corps, and are recast in the crucible of recruit training, where time honored methods instill deep within them the Corps' enduring ethos. Honor, courage, and commitment become more than mere words. An institutional commitment to lifelong professional development is the second step on the road to building the Strategic Corporal.
Leadership, of course, remains the hard currency of the Corps, and its development and sustainment is the third and final step in the creation of the Strategic Corporal. Cultivating Intuitive Decisionmaking local copy , by Krulak, in Marine Corps Gazette , May , as posted on the USMC Commandant's Page Marines involved in these amorphous conflicts will be confronted by the entire spectrum of tactical challenges in the span of a few hours and, potentially, within the space of three contiguous city blocks.
Thus, we refer to this phenomenon as the "three block war. Without direct supervision, young Marines will be required to make rapid, well-reasoned, independent decisions while facing a bewildering array of challenges and threats. These decisions will be subject to the harsh scrutiny of both the media and the court of public opinion.
In many cases, the individual Marine will be the most conspicuous symbol of American foreign policy. His or her actions may not only influence the immediate tactical situation, but have operational and strategic implications as well. If we accept the maxim "battles are won and lost [first] in the mind of the commanders," we can safely assume that the three block war, may very well be won or lost in the minds of our "strategic corporals.
We will hand over authority to a sovereign Iraqi government, help establish security, continue rebuilding Iraq's infrastructure, encourage more international support, and move toward a national election that will bring forward new leaders empowered by the Iraqi people. Army and U.