By W. Brad Johnson
Battle-proven, step by step guidance for instilling management in somebody, in any enterprise this present day, greater than ever, companies want leaders with an extraordinary mix of energy, strength, and integrity. regrettably, they are not continually effortless to come back by way of. turning into a pacesetter the Annapolis approach info how the U.S. Naval Academy builds caliber leaders from the floor up, instilling in them the behavior and instruments required for remarkable leadershipin any pursuit. utilizing real-life vignettes and examples of USNA graduates who skilled leap forward good fortune in strive against, govt, and company, this well timed publication seems past simply the army points to discover: suggestions for educating honor, responsibility, and dedication Empowerment innovations confirmed to paintings over centuries of use Insights for overcoming the perils of blind obedience
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Requiring one of the nation’s most arduous collegiate application procedures, USNA enjoys the profound luxury of selecting only a small percentage of applicants from among a wide pool of remarkably bright and multitalented students. One cannot ignore the importance of choosing leaders who are intellectually bright, highly motivated, and imbued with positive personality traits. Still, these characteristics do not ensure excellent leadership. It takes more than capacity. We don’t always “get it right” when it comes to selecting future leaders.
At USNA, we accomplish this not only in the classroom, but in the leadership laboratory called Bancroft Hall with its midshipmen leadership organization. We accomplish leadership training during summer cruises with the fleet where midshipmen see examples of Naval/Marine Corps leadership in action. Midshipmen learn leadership firsthand during plebe summer by being both followers as plebes and leaders as upperclassmen. Midshipmen learn leadership through athletics and team play. Most importantly, midshipmen learn leadership from the examples offered by officers, coaches, and faculty assigned to the Naval Academy.
I spent most of the cruise on the bridge, where the skipper would order me to take the conn. There is a real mental challenge to running a ship of that size, and I had little practical experience for the job. But I truly enjoyed it. I made more than a few mistakes, and every time I screwed up, the skipper would explode, letting loose an impressive blast of profane derision. “Dammit, McCain, you useless bastard. Give up the conn right now. Get the hell off my bridge. B. at the helm of my ship. You’ve really screwed up this time McCain.
Becoming a Leader the Annapolis Way by W. Brad Johnson