You are on page 1of 6

Inside the book!

Ed Admin 835
How to take charge in any situation March 24th, 2007
How to lead others at your level Dr. Keith Walker
How to use seven influential strategies
How to develop confidence as a leader yourself

Original Summary of the book!


“The Art of the Leader”
This book was very transferable to almost
enlightening to read. any corporation.
William A. Cohen pre- Readers at any level of
sented unlimited scenar- leadership will be able
ios identifying practical to relate to Cohen’s
applications of an ex- examples. For moti-
tensive variety of leader- vated individuals aspir-
ship experiences that he ing to become leaders
and other leaders have he discusses the essen-
encountered. His style tial qualities they may
The Art of The Leader

of writing includes clear require to demonstrate


introductions to the leadership within their
themes for each chapter, organization. Yet even
applications and analo- readers who are ex-
gies of the points he perienced leaders will
made throughout the find this book is full of
chapter, and a clear and creative ways to im-
concise closure summa- prove their current
rizing the key points leadership styles. It is
discussed. a refreshing and enter-
Throughout the book, taining opportunity to
Cohen identified key analyze your current
strategies that leaders leadership styles and
may wish to incorporate identify additional ef-
or introduce to their fective methods for
current employment improving those styles.
situations. While the major- military scenarios he clearly Leader or not...read it.
ity of his analogies relate to identifies that these leader-
ship skills are completely

The Power of Leadership


Leadership has to do with Seven key facts for leading:
getting things accomplished
WILLIAM A. COHEN

1. You can be the leader Inside this issue:


by acting through others.
Success is attained when the 2. Lead through others
Combat Model 2
group attains its goals These 3. Lead first— promotions
goals are more easily attained will follow Ways to get others to follow 2
when the leader encourages 4. Reward success
the people to perform at Followship 3
their maximum potential. By 5. Motivate others to per-
earning the trust and winning form at their maximum Influencing strategies 3
the minds of the people you 6. Leaders are made not
Build Self Confidence 4
work with, you will find that born
they will do things they never 7. Leadership is not just Taking Charge 5
would have dreamed of at- good deals or pleasant
tempting. Critical Evaluation 6
working conditions
Page 2 THE ART OF THE LEADER

Six Ways to Get the Combat Model to Work For You

The six ways to get the yourself and those who work
combat model to work for for you. The more you be-
you includes the following lieve someone can accom-
points: plish, the more you will actu-
1. Be willing to take risks ally see completed. Keep
these high expectations of
2. Be innovative yourself too.
3. Take charge The world is attracted to peo-
4. Have high expectations ple with a positive attitude
5. Maintain a positive and a smile. Employees will
attitude relate better and more readily
accept you if they see you as
6. Get out in front you really are.
(p. 17). Cohen also identifies the diffi-
Sometimes a wrong deci- culty of leading from behind
sion made is better than no deci- the pack. Get out in front
of a situation, you may find an
sion at all. Cohen challenges effective way to solve a problem where your followers can see
leaders to ask themselves “What that has not been used before. you.
is the worst that can hap- Use these ways of the combat
pen?” (p. 17). Eventually you In this chapter, Cohen chal-
lenges leaders lead by example. model as much as you can and
will succeed. evaluate your progress at the end
Walk the talk and the rest will
Innovation is an amazing con- follow. of the day. Start using this con-
cept. By providing a new view cept today.
Have high expectations for

“If you want others Four Ways to Get People to Follow You
to follow you, you
must have vision There must be a reason for (p.36).” Leaders soon
too, and you must anyone to follow a leader. It find out that they cannot
is up to the leader to clearly delegate responsibility to
communicate it to
identify these reasons and their followers. Lead-
others (p. 35).” make them specific to each ers sometimes forget
person in the corporation. that they are responsible
1. Make others feel impor- for the actions of the
tant. Learn and use eve- ones they lead as well as
ryone’s name, listen to their own actions. Hap
their stories, let them Arnold, a five-star Com-
make decisions, do not ing general of the Army
dominate conversations, Air Force during World
and provide employees War II was accused of
with a positive feeling of being drunk at a night
worth. like to be treated yourself. club on two different occa-
When was the last time you sions before he realized that
2. Promote your vision...have followed someone who he was being blamed for the
a vision. If the group treated you like dirt? After actions of the squadron he
knows where they are go- people see that leaders put commanded. “If you try to
ing, they are much more others first, leaders will see foster this responsibility on
effective at attaining their them follow. to others, you are no longer
goals. “Where there is no the leader (p. 41).”
vision, the people will per- 4. “Once you take on the lead-
ish” (Proverbs 24:18). ership of a group, you and
you alone are responsible
3. Treat others as you would for reaching the objective
ED ADMIN 835 Page 3

Three Additional Ways to Attract Followship

The first way to attract follow- office duties, otherwise known


ship is to “Praise in public [and] as “administrivia.” If the admin-
criticize in private. (p. 54)”. This istrators are not moving
is a concept that is frequently throughout their buildings, they
forgotten by leaders and as a may not be able to identify and
result they are resented by their capitalize on what is going on.
followers. To support this con- Teachers appreciate seeing their
cept, Cohen indicates that lead- administrators in the trenches.
ers never win by criticizing any- It gives them something positive
one in public. The people they to talk about in the staffrooms.
are attacking may never forgive Finally, leaders may benefit from
them and if they have support- using competition as a means of
ers the leaders will make even striving for success. Some lead-
more enemies. However, it is ers believe that competition
known that growth occurs when leads to too much pressure on
people learn from their mistakes, learning. Studies using only pass
therefore it is important to iden- administrators reside in their or fail grades actually demon-
tify the mistakes that were made. offices and do not identify what strated a decrease in student
This criticism must take place in is actually happening in their participation, and a decrease in
a way that permits the learner to school. With the increasing grades on objective evaluation.
retain his/her dignity. expectations of the larger school Competition is a good kind of
“Take time to see and be seen divisions traditional principals stress and in most cases it causes
(p. 52).” is the second way to will find themselves over- performance to increase (p. 51).
attract followers. Too often, whelmed with paperwork and

Influencing How to Lead Anyone Using the Four Basic Influence Strategies
Strategies include:
1. Persuasion What do you think of when you Cohen identifies as influential same level of power.
2. Negotiation drive your vehicle on a warm factors for leadership include: 3. Involvement—includes giving
sunny afternoon in the spring? 1. Persuasion—you may choose ownership to the people
3. Involvement
Do you worry about the but- to use it when you have no you are trying to influence.
4. Direction tons, levers, pedals, and naviga- other way of rewarding or Trusting them with impor-
tion? Sometimes leaders may punishing someone. This tant information may influ-
find that they have led a group may include your best at- ence them to participate.
to a goal without consciously tempt to convince someone
thinking about the process they 4. Direction—use this when
through logic. Be sure to leaders are limited for time.
use. Successful leaders should give them a reason for your
not rely on this “automatic” In order for this to work,
request. leaders must have more
leading ability as an obstacle may
unexpectedly get in their way. 2. Negotiation—frequently used power then those who fol-
when the people leaders are low.
The four basic techniques trying to influence have the

The Three Manipulation Influence Strategies


Initially this sounds fairly harsh mastered by young children. Finally, repudiation is sometimes
for a leader, but the benefits Make the person feel good and referred to as “the teacher’s
must be for others and not for then guilt them into doing what pet,” or “a brown
the leaders. you want. Redirection is avoid- noser,” (p.77).” This is when
The three strategies include: ing the real reason you want a you get someone else to use
seduction, redirection, and repu- task done. This could be com- their power to accomplish a
diation. Seduction is usually pared to reverse psychology. task. Usually your boss.
Page 4 THE ART OF THE LEADER

How to Develop Your Self-Confidence as a Leader

In short, self- needs to be done.


confidence is devel- Cohen quoted a Ma-
oped in leaders when rine Corps Colonel
they believe they can saying, “I can lead,
succeed. Frequently and I can follow. An
you hear stories of peo- important aspect of
ple who perform amaz- leadership is knowing
ingly difficult tasks with when to do which (p.
the explanation that 87).”
they merely visualized To be a successful
themselves succeeding. leader in any organi-
Recall the old saying, zation, you must give
“nothing succeeds like up some of your time,
success (p. 82).” some of your re-
Cohen identified four sources, and some of
ways for leaders to yourself so you can
build on their self-confidence succeed (p.89). When people
and build on leadership skills. Use positive mental im- see you putting in this type of
agery. effort and displaying the neces-
Become an uncrowned
In situations when you are a sary expertise, they will see you
leader
member of a group you feel out as a leader. But as Cohen
Be an unselfish teacher and everyone is looking for someone said, “[First] you must put forth
helper of others else to lead it is time to take the the effort (p. 92).”
Develop expertise and responsibility for doing what

To develop
teamwork within How to Build your Organization Like a Winning Football Team
your organization,
leaders must guide In this chapter, Cohen when a pride is developed
explained there is a within the membership of
the group to work small correlation be- the organization. Working
toward a common tween individuals be- together and playing to-
ing successful at gether go hand in hand
purpose (p. 108). sports and eventually when developing a cohesive
becoming successful team. As a leader, you need
leaders. He also iden- to assign tasks that you
tified that academics know the group will per-
are not an indicator form well at. As their skill
of successful leader- and pride of accomplish-
ship. ment increases, they will be
Leaders who have able to handle progressively
experienced sport at a more difficult tasks.
competitive level un- To develop teamwork
derstand that there are a few key within your organization, leaders
nesses
factors to creating a winning must guide the group to work
team. These factors include: High moral or creating a toward a common purpose (p.
feeling of inner well-being 108). As schools review their
Cohesion of members and
Esprit de corps is a French mission statements and recreate
the ability to put the success
term which has to do with their vision as a staff they start
of the group first
the moral of the organiza- to internalize their work as edu-
Teamwork to maximize the cators and understand why they
tion as a unit (p. 101).
strengths of each individual are doing what they are doing.
and minimize their weak- All of these factors will result
ED ADMIN 835 Page 5

Some Really Good Points to Ponder….

To develop and main- ganization to do the


tain high morale same
within your organiza- Five ways to improve
tion, Cohen sug- your ability to influ-
gested you follow ence your staff (p.
these action steps 125):
(p.121):
Be accessible to
Let others partici- those who need your
pate in the own- support
ership of your
ideas, goals, and Council your
objectives staff in a one-on-one
meeting where both
Be cheerful in can express concerns
everything you do
Give recognition
Know what is to those who perform
going on in your well
organization and
take action to fix or capital- demonstrating real concern Reprimand when ever you
ize on it for those you are responsi- have to but be discrete
ble for
Maintain high personal in- Administer discipline when
tegrity Focus on contribution, not necessary and immediately
personal gain, and encour-
Build mutual confidence by age everyone in your or-

Seven Steps to Taking Charge in Crisis Situations


Sometimes
problems are the As in almost any crisis situation, sure that everyone involved stances the leader must domi-
key to success (p. it is the leaders who take charge. knows what needs to be done. nate the situation in order to
Sometimes the action of taking Leaders in crisis situations maintain control over those who
208)
charge occurs from a previous should act confidently and are out of control. Finally, lead
experience or the knowledge boldly so others will follow. It is by example and remove or relo-
that exists within the leader. To important to be a decisive cate people who cannot perform
effectively command the situa- leader. Crisis situations rarely up to expectations.
tion there are a few steps that a permit time to contemplate a
leader must take. variety of solutions to a prob-
Establish your objective. Make lem. Under certain circum-

Leader Problem Solving and Decision Making

It is essential that the leader of 1. Times when the problem 4. Times when those who
the organization is not the only pertains to the leadership of follow you are stuck.
person who solves problems. the organization. Leaders need to ensure that they
Let others solve their own prob- 2. Situations in which only the are focusing on the actual prob-
lems or you will receive more leader has unique expertise, lem and not something that is a
problems on your doorstep than knowledge, or experience result or spin-off from the root
you can handle. necessary to solve the prob- of the problem. This takes pa-
In some situations the leader lem. tience, understanding, and the
must be the problem solver. 3. Emergency situations that ability to analyze situations from
These situations include (p.193- require immediate action. different angles.
194.):
W illiam A . C o h e n

L.P. Miller Comprehensive


P.O. Box 2650
Nipawin, SK
S0E 1E0
Phone: 306-862-4671
Fax: 306-862-4672 Critical Evaluation
Email: ccf123@mail.usask.ca
Cory C. Froehlich
This book by William A. Cohen is full of treasures and ideas that will undoubtedly im-
prove anyone’s leadership styles and ability to lead. Throughout this book, Cohen cov-
ers an extremely wide variety of leadership situations. While the majority of his exam-

a i s e i n p ublic, ples pertain to military scenarios, he does a fine job of identifying the potential to
Pr r ivate.
iz e i n p transfer these concepts to almost any organization. He clearly indicates that if leaders
critic can exist and perform effectively in the military where almost every decision leaders
make may cost the life of someone they know, then certainly leaders should be able to
lead in organizations that do not have the threat of a casualty as a consequence for an
incorrect decision.

NESD Cohen’s clearly defined step-by-step processes to effective leadership techniques pro-
vides opportunities for leaders to select the models that will most fit most effectively
into their organization. In order to effectively use this book, leaders would benefit
Educating for the future from selecting a specific number of models or processes and implementing them into
their organization over a large period of time. While many of the examples that Cohen
discussed were experienced by leaders the hard way, this book may save a leader from
the misfortune that exists when mistakes are made.

This book was a good book and a fairly easy read.

You might also like