New Leadership For A New War

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119469 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 1465 =========================================== Summary: The author observes thatrepparttar 119470 war on terror calls for a new kind of leadership. Just asrepparttar 119471 war is "asymmetrical", it needs "asymmetrical leadership" to help win it. Fortunately, such leadership doesn't have to be invented. It's already been developed by business leaders forrepparttar 119472 past several decades inrepparttar 119473 global marketplace. =========================================== New Leadership For A New War By Brent Filson

Military analysts call this "asymmetrical" war (as if war has a terrible symmetry); and we know that it will be as different from conventional war as three-dimensional, blindfolded chess is from conventional chess. But one thing is certain, leadership lies atrepparttar 119474 heart of achieving victory. You only have to look to history to understand that when people needed to accomplish great things, whether in war or peace, great leaders had to rise torepparttar 119475 occasion. Because asymmetrical war is a new kind of war, a war that is more about waging peace on many different levels than waging actual war itself, a war/peace in which accountants, logisticians, diplomats, economic experts will also berepparttar 119476 front-line troops, it calls for a new kind of leadership asymmetrical leadership.

Just as asymmetrical war is fluid, multi-dimensional, and global, asymmetrical leadership must be too. But we don't have to create asymmetrical leadership from scratch. To some extent, it's already being developed and modeled in a few forward-thinking American businesses. What does business leadership have to do with waging asymmetrical war? Duringrepparttar 119477 past 15 or 20 years, many businesses have had to compete in asymmetrical markets, markets that are global, multi-faceted and swiftly changing. To succeed in these markets,repparttar 119478 leaders of these businesses have had to discard old leadership methods and practices and put into action new ones. In short, they've had to develop asymmetric leadership.

To understand such leadership, first, let's look atrepparttar 119479 basic concept of leadership itself. The word "leadership" itself comes from old Norse root meaning "to make go." But leaders often stumble when trying to understand who makes what go? Generally,repparttar 119480 conventional view of leadership has been one of an order-giving process. Many leaders believe that they must "make" people go by ordering them to do things. Order-leadership in business has its roots inrepparttar 119481 beginnings ofrepparttar 119482 Industrial Revolution. "Order" comes from a Latin root meaning to arrange threads in a weaving woof. The captains ofrepparttar 119483 Revolution dealt withrepparttar 119484 relatively uneducated country people who flocked to their factories by ordering them where, how, and when to work. The most efficient and effective production methods resulted from workers being "ordered" or ranked like threads inrepparttar 119485 woof of production lines. Refined and empowered byrepparttar 119486 Victorian commercial culture, with its patriarchal power structure and strong links to Prussian military organization,repparttar 119487 culture ofrepparttar 119488 order-giver leader reached its zenith inrepparttar 119489 United States after World War II.

Duringrepparttar 119490 post-war years, many U.S. businesses were like ocean liners plowing through relatively calm seas, their leaders, like liner captains and mates, running things by getting orders from superiors, giving orders to subordinates and making sure that those orders were carried out.

But roughly sincerepparttar 119491 mid-1980s, with competition increasing dramatically on a global scale, business leaders have come to need skills not akin to ocean liner piloting but white-water canoeing. Order leadership founders where lines of authority are blurring,repparttar 119492 volume and velocity of information proliferating, markets rapidly changing, and alliance and coalition building multiplying. This is where asymmetrical leadership comes in. Asymmetrical leadership is to traditional leadership as white water canoeing is to ocean liner piloting.

Here are a few characteristics of asymmetrical leadership. Asymmetrical leadership is motivational: Businesses that engage in asymmetrical leadership find that motivation is a critical factor in achieving success. After all, since leaders do nothing more important than get results and since they can't get results all by themselves, they needrepparttar 119493 people they lead to get results. In markets where speed, innovation, change acceleration, and global reach are important, motivated people get far more results than people who are simply responding to orders. And if our nation's leaders expect to meetrepparttar 119494 challenges of asymmetrical warfare, they must come to grips withrepparttar 119495 motivational aspects of asymmetrical leadership. In fact, if asymmetric leadership isn't motivational, it's simply running around inrepparttar 119496 dark. But leaders often misunderstand motivation simply becauserepparttar 119497 English language fails to describe how it takes place. English construes motivation as an active verb as something one person does to another person. The truth is that leaders can't motivate anybody to do anything. Leaders communicate repparttar 119498 people whom they lead motivate. They motivate themselves. Only they can motivate themselves. In asymmetrical leadership,repparttar 119499 motivators andrepparttar 119500 motivatees arerepparttar 119501 same people. To engage in asymmetrical leadership, leaders must recognize that they are motivating people only when they,repparttar 119502 leaders, create an environment in which those people are actively motivating themselves. Motivation isrepparttar 119503 people's choice, notrepparttar 119504 leader's choice. It'srepparttar 119505 people's free choice. If that principle is not driving leadership activities, people are not engaged in asymmetrical leadership.

The P's and Q's of Public Speaking -

Written by Alan Fairweather

The P's and Q's of Public Speaking - 10 Steps to a successful presentation

by Alan Fairweather

(c) Alan Fairweather - All Rights reserved ==========================================================

Avoidrepparttar pain

Which would you prefer - root canal dental surgery without an anaesthetic or a bit of public speaking? According torepparttar 119468 people who research these things, most of us would preferrepparttar 119469 former. Public speaking is still one of our greatest fears and it turns grown men and women into nervous wrecks. The mere thought of it turns our tongue to cotton wool, causes our internal plumbing to act up and our kneecaps to start knocking lumps out of each other. The problem is that Public Speaking catches up with many of us at some time both in our business and personal life. You're asked to do a short talk at Fred's "leaving do". The organisers of your business club want fifteen minutes on why you make "kafuffle" valves. A potential client wants a presentation on why they should give yourepparttar 119470 contract. Of course there's alwaysrepparttar 119471 confident people who think "I'm real good at this, lead me torepparttar 119472 podium." The only thing is that some of these people could bore your socks off and do more for insomniacs thanrepparttar 119473 strongest sleeping pills. Maybe you'll be lucky enough to be sent on a Public Speaking course by your enlightened employer. But more likely, when asked to make a presentation you'll get hold of a book on speaking, start writingrepparttar 119474 speech and lose sleep untilrepparttar 119475 event. Well, there's no need for all of this because help is at hand. All you need to remember are your P's and Q's. Let's start withrepparttar 119476 P's

Preparation When you sit down to write what you're going to say, bear in mind who you'll be speaking to. Will they understand what you're talking about; will they understandrepparttar 119477 technical stuff andrepparttar 119478 jargon? If in doubt rememberrepparttar 119479 old saying "Keep It Simple Stupid". To quote Aristotle - "Think asrepparttar 119480 wise men do, but speak asrepparttar 119481 common man". Make sure that what you say has a beginning, a middle and an end. Think of some anecdotes that help reinforce your story. People think visually so paint verbal pictures for your audience. And always remember, people want to know what's in it for them - so make sure you tell them!

Place Have a look atrepparttar 119482 venue beforerepparttar 119483 event if you can. It's not always possible, however, even if you get there half an hour before, you can check out where you'll be speaking. Stand atrepparttar 119484 point where you will deliver from, imagine whererepparttar 119485 audience will be and check that they can see and hear you. You may even wish to place a glass of water where you'll be able to find it. Personal Preparation Before any speaking event, think about what you are going to wear; when in doubt dress up rather than down. You can always take things off for a more casual look. Men could remove their jacket and their tie. Women could remove items of jewellery. Part of your personal preparation should include some mouth and breathing exercises. Practise saying some tongue twisters to give your speaking muscles a good work out. Take a deep breath and expand your diaphragm. Then breathe out, counting atrepparttar 119486 same time, try and get up to fifty and not pass out. As part of your personal preparation, write your own introduction. Write out exactly what you want someone to say about you, large font, double-spaced and askrepparttar 119487 person introducing you to read it. Believe me they won't object and will probably be pleased and impressed.

Poise and Posture Whenever you're called to speak, stand up or walk torepparttar 119488 front quickly and purposefully. Pull yourself up to your full height, stand tall and look like you ownrepparttar 119489 place. Before you start to speak, pause, look round your audience and smile. You may even have to wait untilrepparttar 119490 applause dies down. Remember, you wantrepparttar 119491 audience to like you, so look likeable. Practise this in front of a mirror or your family; I've heard that children make pretty good critics.

Pretend I'm suggesting you pretend you're not nervous because no doubt you will be. Nervousness is vital for speaking in public, it boosts your adrenaline, which makes your mind sharper and gives you energy. It also hasrepparttar 119492 slight side effect of making you lighter through loss of body waste materials. The trick is to keep your nerves to yourself. On no account tell your audience your nervous, you'll only scarerepparttar 119493 living daylights out of them if they think you're going to faint. Some ofrepparttar 119494 tricks for dealing with nerves are: Get lots of oxygen into your system, run onrepparttar 119495 spot and wave your arms about like a lunatic. It burns offrepparttar 119496 stress chemicals. Speak to members of your audience as they come in or at some time before you stand up. That tricks your brain into thinking you're talking to some friends. Have a glass of water handy for that dry mouth. Stick cotton wool on your kneecaps so people won't hear them knocking. One word of warning - do not drink alcohol. It might give you Dutch courage but your audience will end up thinking you're speaking Dutch.

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