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By W. Brad Johnson

Battle-proven, step by step directions for instilling management in a person, in any company this day, greater than ever, companies desire leaders with a unprecedented mixture of energy, strength, and integrity. regrettably, they are not constantly effortless to come back through. turning into a pace-setter the Annapolis method information how the U.S. Naval Academy builds caliber leaders from the floor up, instilling in them the conduct and instruments required for notable leadershipin any pursuit. utilizing real-life vignettes and examples of USNA graduates who skilled step forward good fortune in strive against, govt, and company, this well timed publication appears to be like past simply the army features to discover: recommendations for instructing honor, accountability, and dedication Empowerment thoughts confirmed to paintings over centuries of use Insights for overcoming the perils of blind obedience

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Translation: Anyone 22 ON BUILDING COMBAT LEADERS who is not a total flake can lead well because the keys to good leadership are self-evident. Again, we disagree. If leadership were common sense, it is unlikely that there would be so many problems with ineffective leadership in everyday life. Even the Navy suffers from its share of less than sterling leadership. When USNA graduate CDR Michael Abrashoff, USN, became the commanding office of the guided missile destroyer USS Benfold, he immediately set to work reading exit interviews from crewmembers who had recently departed the ship.

Sometimes young leaders are committed to excellent performance, but too often this is really a commitment to self—a commitment to look good at all costs in hopes of garnering attention and securing further promotions or external offers. Over two centuries, the Navy has discovered a secret about commitment that modern day business would do well to take seriously. To keep your best and brightest young leaders, make the organization part of them; find ways to help them personally identify with the organization and its mission.

It marked the crucial turning point in American resolve and morale in the Pacific theater. History shows that Spruance was a superb combat leader, as was his predecessor VADM Halsey. It appears that nondescript introverts can lead as effectively as gregarious extroverts. This is a lesson learned over and over at USNA and in the Navy at large. Although certain personality traits may fit certain tasks and contexts better than others, personality will always be secondary to leader knowledge, skill, and attitude.

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