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Administrative Warfare

Administrative Warfare. It is of little consequence if you are technically smart, but tactically inept. Interorganizational Competition. Military Principles And Managerial Tactics. Intraorganizational Competition. The Offense.

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Administrative Warfare

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  1. Administrative Warfare

  2. It is of little consequence if you are technically smart, but tactically inept.

  3. Interorganizational Competition Military Principles And Managerial Tactics Intraorganizational Competition

  4. The Offense • A characteristic shared by successful generals and successful leaders is the urge to get the initiative • The possession of this quality does not guarantee success, but the lack of it guarantees failure. Management & Machiavelli

  5. The Offense • When in Doubt – Attack. (George Patton) • When the situation is obscure, attack. (General Guderian) • I am completely surrounded and now have the advantage of being able to attack in any direction. (General Abrams, WWII)

  6. The Offense • Almost never engage in a frontal attack. Iran-Iraq War WWI - French • In a study of 260 battles that were won, Lindell Hart found that only six of them were frontal attacks.

  7. The Offense • Almost never attack strength. • The one time to consider a frontal attack is when you know you are absolutely correct. • Any offense must be reasonable – not suicidal. • Never attack your superiors in public.

  8. The Offense • If you are always reacting to the agenda of someone else, you are not on the offensive. • Flow like a river. Sun Tzu

  9. The Offense Top executives are choreographers • A GOOD gunfighter is one who so fast and shoots so straight that he or she seldom wastes a bullet. • A GREAT gun fighter is one who ‘drops’ his or her target and you never see the ‘gun’ leave its holster.

  10. Defense • Defense is the period of down time between the offense. There is no rest in the corporate world, only intermittent pauses.

  11. Defense • The major purpose of a defense is to prepare for the offense: therefore, maintain an active defense – not a passive one. • The main emotion of defense is fear. • Never be satisfied with the defense. • Maintain a flexible defense. South Korean Peasant

  12. Principle of Simplicity • The direct, simple, well-executed plan usually has the best chance of success. • It is essential that your plans be clear to both superiors and subordinates. • Have someone review your plans and directives.

  13. Concentration • Concentrate strength against weakness. • Concentrate your message. • Concentrate your corporate strategies. • Concentrate on making the most important decisions.

  14. Concentration • Losers (losing managers and organizations) either: • Do not concentrate. • Concentrate at the wrong point. • Concentrate at the right point, but with inferior forces.

  15. The Principle of Economy of Force • The skillful use of minimum corporate strength applied to a point other than the decisive ones in order to pave the way for the application of mass force and power at the important points of decision.

  16. The Principle of Economy of Force • Can come with experience. • Don’t always do everything in ‘fifth gear’. • Don’t drive tacks with a sledgehammer. • The example of the autocratic CEO.

  17. Security/Surprise • Keep your plans secret unless revealing them serves some well thought-out purpose. • Keep to yourself regarding your professional activities that do not directly relate to your position. • Do not surprise ‘friendly forces’ (board members, physicians, etc.)

  18. Meetings are theBattlegrounds of Business

  19. The Meeting Battleground • Come prepared. • Use bridging as a technique to gain allies.

  20. Meetings • Arrive at the meeting early. • Sit beside or between people who may attack you. • Sit across from those you wish to attack. • Never sit on the chairman’s right (dead man’s corner).

  21. Meetings • Almost always work to choreograph what you wish to have happen at a meeting by working with others before the meeting.

  22. Meetings • The best type of meeting is one in which you do not have to say anything, but the meeting accomplishes exactly what you wish to have accomplished.

  23. Flanking • The tactic of going around all sorts of barriers that bar you from doing what you want to do. • Very risky going around superiors. • If you can bypass a barrier to reach your objective, do it.

  24. Flanking • If you have the option of working with several groups, bypass the one who will not work with you. • Advanced education can be a flanking movement in your professional advancement.

  25. Blocks to Effective Action • Being afraid to take risks • Thinking too much • Doubting yourself • Hesitating

  26. Overcoming the four blocks • Expect nothing: be prepared for anything. • Develop a mind that ‘knows no stopping’. • Do not impose self-doubt on your talents, skills, potential. • Don’t hesitate, just move.

  27. Pitfalls to Your Effectiveness • Do not waste stamina trying to negotiate with implacable, uncooperative enemies. • Do not conform everyone’s behavior unless doing so is critical to tribal discipline or purpose. • Do not delegate an assignment and then attempt to manage it yourself. • Do not fail to use an enemy’s weakness to your advantage. Leadership Secrets of Attila the Hun

  28. Serving and Surviving Your Superiors • Your superiors do not know what you are doing. • Your superior’s priorities should be among your priorities. • You should know your superiors in depth.

  29. Serving and Surviving Your Superiors • Help solve his or her problems instead of asking them to solve yours. • You will not change your superiors.

  30. Be Present On the Battlefield • Most good generals attempt to stay close to the battleground • Always try to be at critical points at critical times • ‘Go to the sound of the guns’ • Be on the battlefield to support one’s subordinates and peers

  31. Be Present On the Battleground • Some executives spend too much time away from the action and greatly reduce their effectiveness.

  32. Allies • More people lose their jobs because they cannot get along with others than for any other reason.

  33. Allies • You must, you must, be supportive of your comrades (allies).

  34. Allies • Our turnaround study showed that the relationship between the CEO and his/her staff at the end of their first year was the greatest determiner of their own survival.

  35. Allies • Much of your effectiveness is what you give away each day: praise, authority, credit, time and enthusiasm. J. Michael Boyd

  36. Effective Managers Successful Managers 10% 12% 27% 13% 48% 28% 15% 45% Source: Real Managers

  37. There are no bad regiments – only bad regimental commanders

  38. Keep Striving, Keep Driving • Keep a Low Profile • Run in a Zig-Zag Pattern • And Never, Never Look Back

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