For instance, a critical battlefield of war are streets of Islamic world where hatred of America seems to be rampant. As long as masses of people hate America, as long as they continue to see American government as actual terrorist, our nation cannot bring this war to a just conclusion. Clearly, this isn't a command-and-control issue. People cannot be ordered to stop hating. We have to employ asymmetrical leadership. We have to motivate them — in other words, we must set up, through a variety of means, environment in which they motivate themselves to become our allies, in which they make choice to work along side us as full partners in concluding war. It will take a long, superhuman, multifaceted endeavor, an endeavor that cannot succeed without our employing asymmetrical leadership.

Asymmetrical leadership is action-based: Businesses faced with rapid, global change have come to understand that motivation isn't what people think or feel but what they physically do. A key aspect of how asymmetrical leadership views motivation lies in first two letters of that word. Those letters — "mo" — are also found in words "motion," "momentum," "motor," "mobile," etc. The words denote action — physical action. To engage in asymmetrical leadership, leaders must constantly be challenging others to take specific physical action across all dimensions that leads to results.

Our motivating people who hate us to ultimately become our partners in peace will entail not our simply paying lip-service to such a partnership. We must undertake concrete actions that will begin to establish motivational environment. Asymmetrical leadership demands that we and "they" ultimately take action together to redress many social, political, and military wrongs that breed hatred.

Asymmetrical leadership is results-driven: Businesses have discovered that in order to succeed in asymmetrical markets, their leaders and employees must have a passion to achieve results. After all, people who simply take action are useless to a business. Only those people who get results are useful. This seems like a simple enough dictum; any leader will say that they have a passion to get results. But I have found out that what most leaders have a passion for, whether they know it or not, is engaging in tradition, linear, captain-to-mate-to-crew leadership — either because they know no other way of leading or because they are more comfortable being engaged in such leadership. For such leadership has a materially different focus than asymmetrical leadership. Traditional leadership focuses on activities that get results; whereas asymmetrical leadership focuses on results that get activities. When you are leading organizations in asymmetrical markets, you must not be wedded to activities but instead to results and only to those activities that achieve those results. This means that if activities are not getting results, you change them or eliminate them and institute new activities. In organizations run by traditional leadership, changing activities means changing status quo, a vastly difficult job.

For instance, to get results in asymmetrical markets, many businesses have had to eliminate those traditional activities that achieve results and engage in new, innovative ways. They had to break up their linear lines of reporting. They've had to reduce tiers of leadership, they've had to downsize their staffs and decentralize their functions, they've had to institute just-in-time inventory systems, they've had to cultivate capability of quickly formulating and disbanding results-focused teams — all with one aim in mind: to get more results, faster results, and "more, faster" on a continual basis. In short, they have had to become masters of asymmetrical leadership.

America's new war demands new leadership. We don't have to invent this leadership. It already exists. With emergence of new, global markets, a corresponding new vision of leadership has been emerging with some businesses. Asymmetrical leadership is being developed and applied in crucible of global business competition. It is very kind of leadership that can and must be applied to all multi-faceted endeavors of asymmetrical war.

============================= 2005 © The Filson Leadership Group, Inc. All rights reserved.

The Presentation This is it, big moment when you tell your audience what a clever person you are and have them leap to their feet in thunderous applause. Okay, let's step back a bit - if you want their applause then you're going to have to work for it. Right from start your delivery needs to grab their attention. Don't start by saying - "Good morning, my name is Fred Bloggs and I'm from Bloggs and Company." Even if your name is Bloggs, it's a dead boring way to start a presentation. Far better to start with some interesting facts or an anecdote that is relevant to your presentation. Look at audience as individuals; I appreciate that this can be difficult when some of them are downright ugly. However it grabs their attention if they think you're talking to them individually. Talk louder than you would normally do, it keeps people in front row awake and makes sure those at back get message. Funnily enough, it's also good for your nerves.

PowerPoint And for those of you who haven't heard of it, it's a software programme that's used to design stunning graphics and text for projection onto a screen. As a professional speaker, I'm not that struck on PowerPoint. I feel that too many speakers rely on it and it takes over presentation. After all, you're important factor here. If an audience is going to accept what you say then they need to see whites of your eyes. There needs to be a big focus on you, not on technology. Use PowerPoint if you want but keep it to a minimum and make sure you're not just person pushing buttons. Why not get a bit clever at using faithful old Flip Chart, lots of professionals do.

Passion This is what stops audience in their tracks. This is what makes them want to employ you; to accept what you're proposing and make them want you to marry their son or daughter. Couple this with some energy, enthusiasm and emotion and you have makings of a great public speaker. Just think of our old friend Adolph Hitler, boy could he move an audience to action. It's just too bad he was selling something that wasn't to everyone's liking. Give your presentation a bit of oomph and don't start telling me - "I'm not that kind of person." There's no need to go over top but you're doing a presentation to move people to action, not having a cosy little chat in your front room.

That's P's finished with so let's look at Q's.

Questions Decide when you're going to take them and tell people at start. In a short speech it's best to take questions at end. If you take them as you go then you may get waylaid and your timing will get knocked out. Never - never - never finish with questions; far better to ask for questions five or ten minutes before end. Deal with questions and then summarise for a strong finish. Too many presentations finish on questions and whole thing goes a bit flat. When you're asked a question, repeat it to whole audience and thank questioner. It keeps everyone involved, it gives you time to think and it makes you look so clever and in control.

Quit Quit when you're ahead. Stick to agreed time; if you're asked to speak for twenty minutes, speak for nineteen and audience will love you for it. Remember, quality is not quantity. One of most famous speeches ever - "The Gettysburg Address", by President Lincoln, was just over two minutes long. Right, that's my cue to quit when I'm ahead. Public Speaking will never be easy for most of us but we can all do it a whole lot better.

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