Chapter 11 - Extra Readings

Good Leadership Requires Executives To Put Themselves Last

Mr. Leven sounds like he has always put himself last over the company. He seems to be open of the rare Level 5 Leaders running companies that Jim Collins discusses in his article "Level 5 Leadership." I think he did the right thing both times, first with listening to his lawyer when he quit Days Inn of America and then as CEO of US Franchise Systems, he did not listen to his lawyer, and came clean regarding the company's inability to meet its projections. Showing the investors and banks that he is a straight shooter should carry a lot of future trust in him and his company's ability to do the right thing, even when it hurts.

For Lt. Withers, Act of Mercy Has Unexpected Sequel

When John Withers discovered that the men under his control were keeping two Dachau prisoners, he supported their active and critical thinking decision to help Salomon and Peewee. By doing this, he put himself in jeopardy of a dishonorable discharge, but solidified his leadership with the men.

How a Marine Lost His Command in Race to Baghdad

Joe Dowdy made the cardinal sin in an organization like the military, going against the existing system and showing that you can get result a different way than the only way you are allowed, will get you fired. There is little a manager can do when his leader with high concern for results and low concern for people gives him an order to follow. Some time might have been lost, but Dowdy had high concern for his people and a mid to strong concern for results, which lead to him slowing down, thinking creatively and getting results without the loss of life of his men. The existing system of the Core is results over men, and creativity is for civilians. Dowdy built a lot of respect by thinking about his men first, and creatively about how to get the results without major loss of life. I would expect that Mattis lost a lot of respect from his direct reports and enlisted men when he fired Dowdy after he completed his mission with minimal casualties.

New Wine, Old Bottles
When I took on the responsibility of managing my family's casino, I really did not know what to do. I had limited experience managing people before, and know there were 100 people I was responsible for. I was fortunate to have hired a very experienced GM, and I ended up making a mutual contract with him, and developing a strong relationship over the next 12 months. I was able to transfer all the power he needed to perform his job. I am told by my boss that I do not "micro manage" "my employees" enough, but I think the servant leadership we have established at the casino is extremely successful, and the GM and all the managers enjoy the responsibility.