1.
“All good leadership is
founded on basic honesty”

2.
AUTHOR IN BRIEF
• Bill Cohen studied
under Peter Drucker
from 1975-79.
• Became the first
graduate of Peter’s
executive graduate
program

3.
r.

4.
Chapters

5.
Intro

6.
Chapter 1
THE POWER
OF
LEADERSHIP
Main

7.
One man can make a difference
Let’s ask Pf. Warren Bennis
Leadership is not a “one” man task
 You need people to supplement your task
You do not need to be a manager to be
leader.
How can you lead before you are
promoted?
Main

8.
“The factor that empowers the
workforce & ultimately determines
which organization succeed or fail is
leadership of those organizations. When
strategies, processes or cultures
change, the key to improvement
remains leadership.”
– Pf. Warren Bennis

9.
General George S. Patton
Commanded the first
American tanks model
Combat of leadership
 Most difficult situations
 Great risk
 Considerable uncertainty
 Considerable hardship due to
environment & enemy
Misconception about leadership
Example?
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10.
Patton’s definition of leadership:
“The art of getting your sub-ordinates to
do the impossible.”
Author’s definition:
“The art of influencing others to their
maximum performance to accomplish
any task, objective or project.”
Main Page

11.
Can you always get people to
perform to their maximum potential?
First win over the minds of others.
Leaders are made, not born.
 People will readily follow you in different
circumstances for other reasons – if you
know how to lead.
Main Page

12.
7 FACTS
 One man can make a difference.
 Obtain help form others to become successful
through the practice of leadership.
 You don’t need to be a manager to be a
leader.
 Learning the combat model of leadership
 Leadership – to motivate people to perform to
their max potential.
 Leaders are made not born.
 Your ability to motivate people is independent
of factors like a pleasant working condition.
end Main Page

13.
Chapter 2
THE COMBAT
MODEL
Main

14.
Main

15.
CHAPTER 3
HOW TO ATTRACT
FOLLOWSHIP
Main

16.
4 action steps
Make others feel important
Promote your vision
Treat others as you would be
treated yourself
Take responsibility for your actions
and those of your group
Main
end

17.
CHAPTER 4
THREE ACTIONS
TO TAKE
WHENEVER YOU
CAN
Main

18.
3 Actions
Praise in public, criticize in
private
Take the time to see and be
seen
Use competitions to make
striving a game
Main
end

19.
CHAPTER 7
HOW TO DEVELOP
YOUR SELF
CONFIDENCE AS A
LEADER
Main

20.
 Story of the “Lone Ranger”
 How leaders lead thousand and even
millions?
 Example of General Le May
 How to know that you will succeed ahead of
time?
 Little success leads to great success
 How is your psyche?
 Example!
 Belief you will be successful.
 You don’t need to be an expert.
 Technical knowledge VS your belief.
 Examples
 John Sculley
 Carleton Fiorina
Main

21.
4 ways to build your self-
confidence and your leadership
skills
Become an uncrowned leader
 Hundreds of opportunities
 How to find uncrowned leadership jobs?
 Don’t fight; stay back.
 Just help the group as best as you can
 As Marine corps Colonel Al Garsys, a
friend and classmate of the author, says:
“I can lead and I can follow. An
important aspect of leadership is knowing
when to do which.”
Main

22.
Be an unselfish teacher
&
a helper of others
Give some of your time and
resources
Teach and help others, even at the
cost of yourself
While teaching, you’ll gain
additional resources.
Main

23.
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Page
Develop your expertise… in
something
 Expertise – a source of power.
 Expertise is in-depth knowledge or skill
about a subject.
 Your expertise should be relevant.
 Examples:
1. Steven Spiel Burg – CEO of Dream
Works
2. Bill Gates – CEO and founder of
Microsoft
3. Steven Jobs – Founder of Apple

24.
Positive Mental Imagery
 Examples
Wooden plank example
Leading researcher Dr. Charles Garfield
 He found that more effective executives
frequently practiced mental rehearsal. Less-
effective executives did not.
 “If you act as if you are confident even
though you may not feel sure of yourself,
your confidence will grow. If you firmly fix the
image in your mind of the person you’d like
to be, you will begin to become that
person.” – Walter Anderson, The confidence
Course
Main
end

25.
CHAPTER 11
SECRETS OF
MOTIVATION
Main

26.
Most Important Factors
About Jobs
 Work with people who treat me with
respect
 Interesting work
 Recognition for good work
 Chance to develop skills
 Working for people who listen to my
ideas
 Job security, High pay, Good benefits

27.
Treating People with
respect
Napolean
 Respect
 Victory
 Medical Aid

28.
Interesting Work
Bernard Montgomery
(English Field Marshall)
“T h e b a t t l e w h i c h
i s n o w a b o u t t o b e g i n
wi l l b e o n e o f t h e
d e c i s i v e b a t t l e s o f
h i s t o r y . I t wi l l b e
t h e t u r n i n g p o i n t o f
t h e Wa r ”
(The battle in world war 2)

29.
Recognition for good
work
 Thank the person by name
 Specifically state what was done that is being
recognized
 Explain how the behavior made you feel
 Point out the value added to your
organization by the behavior
 Point out the way in which the behavior
supports an organizational goal
 Thank the person again by his name

30.
Chance to develop Skills
O Allow your people to develop their
skills
O Hire instructor for them
O Fulfill the requirement for you as a
teacher for them
O Don’t interrupt their work

31.
Listening to Ideas
“We strive to hear what other people
want us to hear, even though they don’t
always come out and say it directly.”
(Robert.W.Galvin)
CEO of Motorola

32.
Survey
 90% of Leaders
 Job security
 High pay
 Good benefits

33.
What Abraham Maslow
Discovered
According to his theory “Hierarchy of
needs”
Levels of Human needs
 Eating or Breathing
 Security or Safety needs
 Social needs
 Esteem level
 Self Actualization

34.
CHAPTER 13
seven actions to
develop your
charisma
Main

35.
Charisma
 Greek word – a divine gift; it is
something that you are given.
If you want to be a charismatic leader,
you must first become a successful
one.
Charisma is something that develops
over time.
 You can develop it too.
Main

36.
The 7 actions
Show your commitment
 If you want to be perceived as
charismatic, it’s not enough to be
committed to whatever it is you are
trying to accomplish. You must show your
commitment to those you lead.
 Ways to demonstrate commitment
 Being persistent in the pursuit of goal.
 Going to extraordinary lengths
 Self-sacrifice
 Risk taking
 Expenditure of personal resources
 It’s hard to show commitment if you are
really not committed.
Main

37.
Look the part
What you wear is important in
the becoming successful in
what you do.
Dress like a professional
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38.
Dream big
“Have big dreams and
foster high hopes among
those you lead and your
charisma will never be in
doubt.”
Main

39.
Keep moving
towards your goals
You are the leader. People don’t
move until you move first.
Moving towards goal is tougher
than just setting the goals.
Maintain progress
Main

40.
Do your homework
Doing your homework can make
your reputation for a life time as a
charismatic leader.
Those who see you perform; see
only the effort you make on the
spot. They don’t see hours and
hours of homework that you put in.
Main

41.
Build a mystique
 When someone seems to know how to
do something that we cannot
comprehend, we follow them eagerly.
 The basic way to acquire a mystique is
never to explain how you did
something.
 For the routine “WOW! How did you do
that?” just smile and you will build your
mystique.
Main

42.
Use the indirect approach
To use indirect approach, look for
opportunities to get people to do
things without telling them to do it
directly.
Look for a way that doesn’t hurt the
pride or self-respect of those you lead.
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end

43.
CHAPTER 15
take action !
Main

44.
Thank you