Stay Big, Play Big And Be Above The Law (Or Create The Law)

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The chaps at Goldman Sachs ("Doing God's work on Wall Street!"), the type of amoral gluttons who helped destroy the credibility in the capital markets, radically play price manipulation betting games which kicked consumer prices way up high, have gotten themselves a fine, respectable well-paying engagement. It might have less to do with their expertise than with with their enviable and undeniable influence with every branch of the United States government. Read, and understand about the power that these players have... it makes a Commander a bit envious -- especially if he grew up under the myth of the "merit system":

Business News http://DouglasECastleBlog.com - where you should be looking for your next adventure.

Sources: Charter hires Goldman Sachs to explore deal with Time Warner Cable
Charter Communications is said to have retained Goldman Sachs to structure a deal to acquire Time Warner Cable. The latter reportedly turned down an unofficial bid two months ago that didn't include a premium. "Malone has clearly thrown down the gauntlet," said Paul Sweeney, an analyst at Bloomberg Industries. "He believes the cable industry needs further consolidation." Bloomberg Businessweek (7/18)


The bottom line as I see it here at the helm of The Taking Command Blog, is that if you want to be powerful beyond all possibility, one of your target objectives must be to either be beloved to someone at every regulatory agency, branch of government, law firm (on retainers, of course) and some of the highest ranking officials in the military, or know their most career-crushing secrets (and have the evidence at several locations. It's frightening how positive and negative reinforcements work together so perfectly.

Please visit me at http://DouglasECastleBlog.com


Douglas E. Castle


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Leadership Requires A Delicate Behavioral Balance

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 Leadership is partially science, but mostly instinctual art, regardless of what SEAL commando trainers, drill sergeants, and athletic coaches may say. Leaders cannot be crafted out of poor initial material.

And leadership requires a delicate balance of fierce discipline (of yourself and of others), and empathy (for the feelings of others under your tutelage -- for those persons in your charge), each at its proper time; each in its proper place; and each in the right amount given the circumstances.

Sometimes even the best, most successful leaders, educators and coordinators have to avoid making a snap judgment and avoid doing something reactive, despite the instinct to strike back. It is difficult, but necessary for any leader to be able to step back and give certain relationship processes time, to insure a better, wiser perspective. Reactive communication (off of the field of battle) is seldom productive. Patience allows reason to take over pure reaction -- in fact, different parts of the brain (mind) are involved in each type of response.

Leaders are builders and not destroyers. They are Human Asset managers. They are teachers by their example and by their explanation. They are storytellers, metaphor addicts and "Repetition Raptors." These special people are sometimes conquerors and sometimes convincers; conquering may well be temporary, but conquering followed by convincing (as well as the reverse of this process) creates the longest-lasting results.

Every commander is a combination of a parent, a sibling and a Devil's Advocate. Our holy task and calling, by whatever higher power or path of destiny is to simultaneously achieve a goal (building something greater than any of us), and to groom, educate and prepare the next generation of leaders to be even better than we are.

Ask any group of businesspeople the question "What do effective leaders do?" and you'll hear a sweep of answers. Leaders set strategy; "they motivate; they create a mission; they build a culture." Then ask "What should leaders do?" If the group is seasoned and wise in the ways of life in the real world, you'll likely hear one, unified response: the leader's singular job is to get results.

Better leaders --  Those who know who know how to delicately balance their actions and responses, invariably get better results.

I am reminded of a great quotation attributed to a great American activist, philosopher and thought-leader:


"It is easier to build strong children than to repair broken men."
― Frederick Douglass

To which I reply, "Amen".

Thank you, as always for reading me, for sharing my articles with your colleagues, comrades, contacts and connections using the ever-expanding bandwidth of social media platforms and re-tweeting devices. And thank you for hearing me, as if I were standing before you, when I say that I have learned more from the great people I've taught and led than they have learned from me. Well.... maybe it's about equal.

Douglas E. Castle for The Taking Command Blog

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Commanders And Leaders: NO ELECTRONICS ALLOWED.

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Commanders, leaders executives, managers - You cannot take command and control of a meeting, nor can you gain the full attention and absolute alpha-branded respect of the participants if you permit them to use any electronics (mobile phones, Blackberrys, pagers, recorders, or anything which could potentially provide a distraction, a disruption or a breach of security. Don't you keep your electronic gear on during a meeting either.

While I do not advocate running all attendees through a scanner at the entrance, a mere suggestion to "shut off your electronics" is not adequate. It does not truly empower you.

Electronics are a distraction. It is quite a sweeping gesture to prohibit their presence in your meeting, but as the late General Norman Schwarzkopf said, "When told to take command -- take control." This often requires a gesture. In this case, it is a practical one. 

The optimal approach (and a practical one at that) is to pre-advise attendees that there will be NO ELECTRONICS permitted in the meeting, and then, upon their entrance, have them place any electronics in a bucket (which stays in the room), and put the bucket in a good old-fashioned soundproofed wooden box or other closed container, which you can then promise to open at the end of the meeting.

This is an alpha gesture, it shows that you are to be taken seriously at your word, and also forces a pre-emptive spiritual surrender to set the tone for the meeting.

We all have rules. As a commander, mine is that in a closed-door meeting, electronics are strictly prohibited. After everyone has surrendered up his or her electronic gear, I am the last to put my iPhone in the bucket. It's a gesture that demonstrates to the others that I am not neither a liar nor a hypocrite.

Thank you for reading me, re-tweeting me, and sharing my writing with your colleagues through the social media. Just don't ever do it while we're in a meeting together.

Happy, healthy, prosperous and peaceful New Year's to each and to all.

Douglas E. Castle

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