Thursday, November 06, 2014

Being Judged By Our Leaders -- By Douglas E. Castle

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 Being Judged By Our Leaders
Originally Published In The TAKING COMMAND! Blog



We tend to judge an entire organization, its culture, its integrity and its success prospects by our assessment of its leader, and his or her perceived quality. Leaders, and their personalities are part of branding.

An organization, whether commercial or governmental, will be judged by its most visible and highest-ranking leaders and commanders. Just as the legendary Steve Jobs was able to keep Apple's stock flying high, the recent mid-term elections were an example of the opposite case -- where the voters repudiated the entire Democratic Party because their leader and highest-ranking member, Barack Obama has failed as leader and a manager.

A harsh judgement, perhaps, but entire organizations are still seen by people as being represented in one person -- the leader. And if the leader doesn't inspire confidence in employees, shareholders, consumers, and, in this case, voters, the entire organization will be negatively impacted on multiple fronts.

Pundits in the executive leadership development field advise me that "the actions and appearance of a company's highest-ranking publicly-seen individual are as important as the financial or stock performance of the organization."

In sum, the leader of any organization must be chosen carefully, as he or she will actually become inextricably interwoven with the branding and ratings of the enterprise which he or she heads.

Douglas E. Castle

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Monday, November 03, 2014

Your Business: Management Versus Leadership - Douglas E. Castle

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Your Business: Management Versus Leadership
There Are Significant Distinctions Between Management And Leadership
Article By: Douglas E. Castle
Originally Published In The TAKING COMMAND! Blog


Leaders lead people. Manager manage tasks. There is a significant difference.

In my practice of Management Consulting, I have met managers and I have met leaders. It is clear that some managers are terrible leaders, and some leaders are very poor managers. It is rare that I have met a manager who was a great leader, or a leader who was a great manager. The skill sets and functions of each are quite different, and these differences are important to understand. Each of these two can play a valuable role in the success of any organization, or directly in the revenue production, profitability and market position of your business.

Here is a brief outline of the key differences between the two roles:

The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency, and personalities and individualism in employees were low priorities if regarded at all.

But in the new economy, where value comes increasingly from the knowledge of people and of emotional intelligence and industrial psychology, and where workers are no longer undifferentiated “robots” in an industrial machine or mere pegs in a giant pegboard, management and leadership are no longer as easily separated. Employees and workers in general look to their managers, not just to assign them tasks, but to define and provide them each with a personalized purpose, as well as with a view of how their efforts contribute to the whole of what is being produced or provided by the enterprise.

And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. More specifically, managers have to cultivate team leadership skills in order to be effective and avoid to obsolescence (and the unemployment which usually goes along with becoming outmoded or disrupted in a troubled economy).

In brief, today's managers are increasingly having to develop leadership attributes in order to deal with the changing demands and needs of the current and upcoming members of the employee workforce. Managers must have, or must acquire, the people skills of leaders in order to get more cooperation, collaboration and synergy out of the employee teams whom they are tasked with managing.

As an added observation, it is, generally speaking, easier to cultivate team leadership skills in a good manager than it is to train and turn a leader into an efficient and effective manager. I've participated in both exercises, and the former is generally much, much easier and more likely to be successful than the latter.



Douglas E. Castle



Tags, Labels, Keywords, Categories And Search Terms For This Article: business, management, leadership, team, cooperation, leaders, managers, industrial psychology, people skills, The Taking Command Blog, Douglas E. Castle, employees, inspire.


NOTE: THE INFORMATION CONTAINED IN THIS ARTICLE SHOULD NOT BE CONSTRUED BY THE READER AS BEING LEGAL, FINANCIAL, TAX, ACCOUNTING, ECONOMIC OR INVESTMENT ADVICE. NO OFFERING OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY IS MADE HEREBY, NOR IS A SOLICITATION FOR THE PURCHASE OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY MADE HEREBY. THIS ARTICLE IS INTENDED FOR GENERAL INFORMATIONAL PURPOSES ONLY AND REPRESENTS THE VIEW OF THE AUTHOR ONLY.

THIS ARTICLE IS COPYRIGHT 2014 BY DOUGLAS E. CASTLE, WITH ALL RIGHTS RESERVED. ANY REPRODUCTION, TRANSMITTAL OR DISTRIBUTION OF THIS ARTICLE, EITHER IN WHOLE OR PART, IS UNAUTHORIZED AND MAY BE UNLAWFUL, UNLESS FULL ATTRIBUTION IS GIVEN TO THE AUTHOR AND ALL IMAGES AND LINKS IN THE ARTICLE REMAIN INCLUDED AND “LIVE.”

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Key Terms: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success

Thursday, April 24, 2014

Commercial Espionage Versus Competitive Intelligence

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rsz_commercial_espionage_versus_competitive_intelligence_[1]
COMMERCIAL ESPIONAGE - PROFITABLE, ILLEGAL, RISKY AND SOMETIMES FATAL

Note: It’s crucially important to know the difference between commercial espionage (which generally involves theft, among other illegal activities), and competitive intelligence, which is more challenging, but which does not ever require the foolishness of breaking laws and risking incarceration, deportation or, on occasion, death. Stealing information and selling it to a third party for a price is not a profession -- it is a death wish waiting to be fulfilled.

It takes a great set of skills to gather competitive intelligence by fully legal means, and there is even more skill required not to make it apparent to your quarry that you are obtaining information and putting it into the hands of his or her competitors.

A recent news story follows which describes the ordinary outcome of a commercial or political espionage campaign. We, at Global Edge Technologies Group LLC, don’t ever endorse this type of activity.
FinFacts Ireland
Japan arrests ex-SanDisk employee in commercial espionage case

FinFacts Ireland

Last Thursday Tokyo police arrested a man suspected of illegally providing a South Korean firm with research data from SanDisk Corp, a US high tech

- Douglas E. Castle

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Monday, April 21, 2014

Leadership And Decisionmaking By Intuition

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The greatest leaders, managers, commanders and other responsible decision makers generally lead by their "gut" -- a twitterword [this latter is a Lingovation] for intuition. But how does a responsible individual differentiate between emotions (which are negative factors in decision making in a business or battlefield context) and intuition? Knowing the difference is absolutely crucial.

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Friday, August 30, 2013

Keep Them Wondering - Mysterious Moves...

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IMPORTANT NOTICE TO MY READERS




If you would like to continue reading articles written by Douglas E. Castle, you have two new choices:


1) Visit his new professional website and business blog at http://DouglasECastleBlog.com, where he discusses fixing broken businesses and fueling and accelerating the growth curve of successful or potentially successful companies or organizations, or you may:


2) Visit his multi-subject personal blog at http://DouglasECastle.com which will now be the ultimate, centralized consolidation of the large list of blogs which follow. While I might continue to post to these blogs directly, I will be doing so only sporatically. Thank you, as always, for following me and for sharing my articles with your colleagues across your many social media networks using an ever-increasing variety of sharing tools,. The selected blog list follows for your reference:



SELECTED LINKS TO BLOGS BY DOUGLAS E. CASTLE:

TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.
SENDING SIGNALS! - Communicate With Precision And Power.
QUORA DISCUSSION FORUM
DOUGLAS E. CASTLE: Observations, Thoughts And Commentary.
Disruption Theory And Disruptive Innovation
InfoSphere™ Business Alerts And Intelligence
THE GLOBAL FUTURIST - Douglas E Castle


LINKS 4 LIFE ALERTS!
Building And Managing Customer Relationships - CEM
Instant Biz 101
Radio DAZZ - Music Breaks To Make Your Day!
THE INTERNATIONALIST PAGE - Douglas E Castle
GLOBAL EDGE NEWS AND ARTICLE FEED
BRAINTENANCE: Train, Strain And Improve Your Brain. Expand Your Mind.
Blogging Tips, Tricks And Tools
MAD MARKETING TACTICS™ !
Business And Project Planning And Management




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Wednesday, August 07, 2013

Embassy Closings: Leader Turns Coward.

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In your command, if you personally demonstrate cowardice, it will spread like a flu pandemic throughout the troops in your charge. After that, your troops won't think twice about disobeying your orders as your alpha underlings each try to grab command and control of your troops. After a while you will have chaos and anarchy. The United States, instead of using the intelligence it has to make some pre-emptive enemy camp strikes (the drones need more testing), and simultaneously shoring up its embassies with wider protective perimeters, extra military guards and better security checks in a show of "WE ARE NOT AFRAID."

Having committed the unforgivable sin of backing off, we are feeding the beast that is terrorism by letting it terrorize us, and letting it control our activities worldwide.

How can a president expect to maintain national order with this type of policy -- folding up our tents and umbrellas because it looks like its getting stormy, instead of digging in and bringing the horror to them - to their madrassas - to their training camps - to their embassies. I know that some of you who are not use to my style at The Taking Command Blog, will find my analogies and metaphors disconcerting, but we are having pebbles thrown at us by sand-dwelling lunatics, while we stand helpless atop the highest hill -- why don't we start and avalanche of stones?

You cannot, in your walk as a commander or leader, ever yield to a threat -- because once you have, you will have lost everything that you once had that was worth defending. When someone puts the tip of a lit cigarette on your tender forearm, you do the best you can to escape -- but you come back with a flamethrower and destroy everything that he holds dear. There are really no rules in war, either physical or psychological. The objective is to win, with as little loss of life and property on your side as possible.



Is our nation's leadership simply cowardly, or just helplessly ill-equipped? Either one makes for great rejoicing among the terrorists who have changed the US way of life since 9/11. They are winning. They have us on the defensive, up against the ropes. Our thinking, our tactics, our strategy and our will, our commitment to remain free (as free as we can be ) have to change. Immediately.

After the Benghazi affair, which needlessly and callously cost several decent Americans their lives, and which was a clear demonstration of poor utilization of well-gathered field intelligence, a lack of any responsiveness, and a show of just how unimportant lives are when politicians are busily advancing their own agendas. It was a study in poor judgment and poorer values.

In the wake of that tragedy, with intelligence informing us of very credible, imminent threats to the safety of our embassies in many parts of the Islamic and non-Islamic world, and with terrorists emboldened by our failure at Benghazi, and by our obvious domestic and overseas security checkpoint security protocol foul-ups (Homeland Security, The Airports, The Boston Bombers, the Fort Hood slaughter), the U.S. embassy closures and travel warning has spurred an influx of media coverage, adding to the hype and counterintuitively, creating even more terror for the masses.

If we had the courage of command, we would shore up security using the military at each of those embassies, tighten perimeters, conduct intensive security checks, and leave them each proudly open, but obviously secured. We are looking increasing increasingly cautious and defensive instead of outraged and offensive -- and this is just what the enemy wants. Terrorists thrive on cowardice and fear. And sadly, since we apparently will not mobilize the resources to shore up those ambassadorial posts, we are, as the enemy sees it, running away -- afraid to fight.

War is just as psychological as it is physical.

The embassy closures are shameful and set a terrible precedent. But it is hard to disagree with the State Department's edict when we know that our own political leadership is not dedicated to the task of showing strength - no, we are the loudest country with our empty threats about sanctions and so forth, but the first to run away from a burning building and leave our comrades behind.

It gets increasingly difficult to be proud of being a US citizen. That much is for certain. I believe as do my closest colleagues and confidantes that the best way to fight the war against terror is by combining our intelligence units with those of our few genuine allies (Mossad would be a fabulous addition), locating all of the terrorist training camps, and testing out drone strikes. Let them be terrified to train in the open. Let them close up shop and hide in spider holes underground. Bullies only victimize those they believe won't fight back. And the U.S. is encouraging terrorists to bully us. It's disgraceful.   

Douglas E. Castle for The Get Global Edge Blog and for The TAKING COMMAND Blog.

A new edition of THE UNDERCURRENT is out and it would be advisable for you to read. It is as interesting as it is informative -- and of course, it's free [as we'd all like to be]. Just click on the title and you'll get a chance to read it, or even subscribe if you'd like.


THE UNDERCURRENT =>|<=
Breaking
News
, Commentary And Technological Insight Into Espionage, Intelligence
Gathering, Terrorist Threats, Executive Protection, Data Integrity And
New Weaponry
Labels, Tags, Categories, Keywords And Search Terms For This Article:

Homeland Security, Executive Protection, Muslim world, Al-Qaeda, Benghazi, terror, embassy closures, military intelligence, show of fear, defensive strategy, retreat instead of confront, GetGlobalEdge.com, political agendas, psychological warfare, failures of command and control, failure to act, courage and leadership, lack of unity in our protective purpose, DouglasECastleBlog.com, drone strikes, urban warfare, protecting Human assets and strategic positions, bullying, counterstrikes, rapid lethal response, when diplomacy won't work, espionage, the elements of surprise and overwhelming force, NSA, CIA, FBI, Homeland Security, protection.

Related articles


-------------------------------

MORE:

http://www.th.ceguardianom/commentisfree/2013/aug/05/embassy-closures-us-nsa

http://thedailybanter.com/2013/08/the-conspiracy-theory-nexus-of-glenn-beck-glenn-greenwald-and-alex-jones/

http://www.businessweek.com/news/2013-08-04/terror-threat-that-closed-embassies-called-credible-by-lawmakers


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