Tom has done it again! Leadership Excellence is his second to last course and it provides ready-to-use strategies for every leader.
Tom says, "This is simply a series of tools guaranteed to make you a more effective leader. Guaranteed because I have seen each one work a jillion times." With Tom's leadership toolbox you can try a few tools today, then some more next week. Pick a half dozen of the tools on offer. Or try them all. You’ll have to stick with them, adapt them to your situation, and march on.
Read on to learn more about Course 5: Leadership Excellence and Tom's full course series, Excellence: Now More Than Ever.
Excellence: Now More Than Ever, The Excellence Dividend Online Experience consists of six courses and offers a total of 99 Steps to Excellence, each followed by specific actions you can take NOW. The goal of this series is simple: to offer you and your organization—a 2-person accountancy, a 14-person training department, a 23-person non-profit staff, or a division of a giant company—a helping hand in implementing the products of decades of Tom’s research.
Course 5: Leadership Excellence
[Below is what Tom has written to introduce this course.]
The U.S. Navy paid my way through college. I paid them back with four years of service. The first 18 months were in Vietnam, where I was a Navy combat engineer (Seabee). I had two tours in Vietnam, two commanding officers (COs). I call them “Captain Day” and “Captain Night.” Together they taught me more about leadership—good and bad—than I could imagine. And the lessons stuck.
Captain Day, my first deployment boss, loved his sailors—not unlike how Dwight Eisenhower loved his Army troops and Herb Kelleher loved his team at Southwest Airlines (more on that coming up). He was a no-nonsense get-the-job-done-on-time guy, but he clearly gave a damn—A BIG DAMN—about each and every one of us. He also avoided the command tent and spent most of his day in the field. Ten years after Vietnam I learned what to call his style: MBWA (Managing By Wandering Around)—a Hewlett-Packard invention.
Deployment No. 2 brought “Captain Night.” He had a different style of “leadership” entirely. It’s often called “by the book.” He was a stickler for formalities. In fact, I sometimes thought he was more interested in typo-free reports of jobs not yet done than hell-and-highwater-completed construction with, perhaps, sketchy documentation. I had a crappy time, as did virtually all of us junior officers, and our track record in getting things done for our customers was less than sterling. For me, the quintessential event came when I was summoned to the CO’s office and lectured on the difference between “tangible” and “palpable” in a report I’d prepared that was going up the chain of command—to this day, over 50 years later, I have no idea what the difference is between the two words. But I damn well know the difference between “Day” and “Night”—and the yawning gap between leadership that fosters growth and pride-in-accomplishment versus leadership that does the opposite.
I went from Vietnam to the Pentagon, and got another “degree” in leadership—this time leadership in big bureaucracies. Some of my bosses could move mountains, some could not.
I don’t like fancy stuff, so I’ve boiled my leadership learning in this course to 24 tools. No theory, just 24 leadership tools that work. My goal, then, is to give you a big box of “stuff”—practical ideas you can apply as soon as you finish watching and reading.