Be Know Do

The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.

The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives. --(Text refers to the hardcover edition)

The authors of Great Leaders Grow use a fable to lay out what is the secret to great leadership in this internationally bestselling guide. It’s a question that everyone in a position of authority—whether in a multinational corporation or a local volunteer group—wonders sooner or later. Here Ken Blanchard, whose books on leadership have sold over twenty million copies, and Mark Miller, who worked his way up from line worker to vice president of Chick-Fil-A, one of the largest fast-food restaurant chains in the country, uncover the secret that great leaders already know and detail what you need to do to truly inspire and motivate others. The authors get at the heart of what makes a leader successful using a classic business fable. Newly promoted but struggling young executive Debbie Brewster asks her mentor, “What is the secret of great leaders?” His reply—“great leaders serve”—flummoxes her, but over time he reveals the five fundamental ways that leaders succeed through service. Along the way, Debbie learns: • Why great leaders seem preoccupied with the future • How people on the team ultimately determine your success or failure • What three arenas require continuous improvement • Why true success in leadership has two essential components • How to knowingly strengthen—or unwittingly destroy—leadership credibility This new edition includes a leadership self-assessment so readers can measure to what extent they lead by serving and where they can improve. The authors have also added answers to the most frequently asked questions about how to apply the SERVE model in the real world. As practical as it is uplifting, The Secret shares Blanchard and Miller’s wisdom about leadership in a form that anyone can easily understand and implement. “You don’t have to be older to be a great leader. The Secret shows how to lay the foundation for powerful servant leadership early in your career to maximize your impact.” —Claire Diaz-Ortiz, Head of Corporate Innovation and Philanthropy at Twitter, Inc. and author of Twitter for Good and Hope Runs “When you learn The Secret, don't keep it to yourself. Share it and use it with your people. It will make a difference in their lives and their performance.” —Donald G. Soderquist, former Vice Chairman, Wal-Mart, and founder of the Soderquist Center for Leadership and Ethics, John Brown University “If you know The Secret, both relationships and results will prosper. It's a perfect move in your life from success to significance.” —Bob Buford, author of Halftime

The title of the book says it all. The Be-Know-Do of Generalship. Generalship is possibly one of the most difficult words to define. It is leadership with a difference that demands varied skills from the very basic to the most sophisticated. It is a position of responsibility like none other. It demands making decisions in the most complex environment pregnant with VUCA character. It carries with its position the heavy weight of values and expectations that have come to characterise military leadership since millennium. A General is the face of the system, is always naked and always under scrutiny by soldiers who expect him to be God like. The book is laid out in two parts. Part I, comprising six chapters covers every aspect of Generalship in a ‘self-help’ easy to assimilate style to develop oneself to be an inspiring General relevant for the future. Part II, comprising Chapter VII is an honest and a dispassionate appraisal of the Indian military leadership since independence. It makes a convincing case to address the existing institutional shortcomings with respect to Generalship and their selection in the Indian Army with de-novo recommendations not heard before. This book is a product of the author’s four decades of passion and dedication to the profession of soldiery and the art of military leadership. It is an excellent tutor to BE the General you should be, to KNOW what you should know and to DO what you should do to be future ready and leave a legacy worth remembering. A unique book on the subject, it is a must read for officers of all service groups in any vocation, not only the uniformed services. This book is a ready recipe for those who aspire to lead with a difference.

The Knowledge Translation Toolkit provides a thorough overview of what knowledge translation (KT) is and how to use it most effectively to bridge the "know-do" gap between research, policy, practice, and people. It presents the theories, tools, and strategies required to encourage and enable evidence-informed decision-making. This toolkit builds upon extensive research into the principles and skills of KT: its theory and literature, its evolution, strategies, and challenges. The book covers an array of crucial KT enablers--from context mapping to evaluative thinking--supported by practical examples, implementation guides, and references. Drawing from the experience of specialists in relevant disciplines around the world, The Knowledge Translation Toolkit aims to enhance the capacity and motivation of researchers to use KT and to use it well. The Tools in this book will help researchers ensure that their good science reaches more people, is more clearly understood, and is more likely to lead to positive action. In sum, their work becomes more useful, and therefore, more valuable.

This edition of the US Army Leadership Field Manual (FM 22-100) establishes a unified leadership theory for all Army leaders based on the Army leadership framework and three leadership levels. Specifically, it-- * Defines and discusses Army values and leader attributes. * Discusses character-based leadership. * Establishes leader attributes as part of character. * Focuses on improving people and organizations for the long term. * Outlines three levels of leadership--direct, organizational, and strategic. * Identifies four skill domains that apply at all levels. * Specifies leadership actions for each level. The Army leadership framework brings together many existing leadership concepts by establishing leadership dimensions and showing how they relate to each other. Solidly based on BE, KNOW, DO--that is character, competence, and action--the Army leadership framework provides a single instrument for leader development. Individuals can use it for self-development. Leaders can use it to develop subordinates. Commanders can use it to focus their programs. By establishing leadership dimensions grouped under the skill domains of values, attributes, skills, and actions, the Army leadership framework provides a simple way to think about and discuss leadership. The Army is a values-based institution. This field manual establishes and clarifies those values. Army leaders must set high standards, lead by example, do what is legally and morally right, and influence other people to do the same. They must establish and sustain a climate that ensures people are treated with dignity and respect and create an environment in which people are challenged and motivated to be all they can be. This field manual discusses these aspects of leadership and how they contribute to developing leaders of character and competence.