This paper investigates General Dwight D. Eisenhower’s roles as strategist and strategic general during World War II. Eisenhower had zero combat experience and was still a colonel on the Army rolls when selected for four-star unified command. Yet, he fought and won the war in Europe on his own terms. He designed his own chain of command, drafted the terms for Allied cooperation and strategy, built the Allied command structure, disobeyed heads of state, engaged in military diplomacy with political enemies, and enforced his personal morality upon an entire theater of war. He was the field commander for four great campaigns including the first Allied effort in North Africa and the final drive from the English Channel to the Elbe. In his humble and disarming way, Eisenhower was the most unreasonable general of all time. This study concludes that Eisenhower was an unconventional military thinker whose success as strategic general was due primarily to his capacity for progressive and creative vision. His extraordinary personal energy, initiative, creativity, and integrity enabled him to translate his unique vision into reality.

When one thinks of influential World War II military figures, five-star generals such as Dwight D. Eisenhower and Omar Bradley instantly come to mind. As important as these central figures were to the Second World War, the conflict produced equally effective lower-profile leaders whose influence had an undeniable impact. Among these leaders are William Simpson, commander of the US Ninth Army, and James Moore, his chief of staff. Working in tandem, the pair helmed a unit that gained recognition as "uncommonly normal," an affectionate designation driven by their steadfast professionalism in all endeavors. It was their unobtrusive leadership style that relegated these career military men to the footnotes of military history. Commanding Professionalism: Simpson, Moore, and the Ninth US Army corrects this historical oversight by examining the achievements of these overlooked heroes. Focusing on Simpson and Moore's careers from 1940 through the end of World War II, author William Stuart Nance recounts the pair's working relationship. Together, they successfully maneuvered through the squabbling of the American and British forces and developed an army admired for its consistency of conduct and military prowess, capable of resisting the complex external and political machinations of the time. Simpson and Moore's unflinching devotion to the greater good and their steady handle on the dynamics of command/staff relationships proved essential to the war effort and its ultimate success. Their example, Nance argues, remains aspirational and worthy of emulation in the military command structure of today.

The book covers numerous tech entrepreneurial founders and software developers, and the exciting brands or products that they created. It goes deep on a handful of them, narrowly divulging exactly how a few software developers and startup founders created breakthrough tech products like Gmail, Dropbox, Ring, Snapchat, Bitcoin, Groupon, and more. It highlights and unpacks the general hero-worship that the media and our own minds practice about tech founders and tech entrepreneurs. This idealization of tech success can create a paradox, preventing average tech professionals from their own successful journeys. This book provides hard evidence that anyone in tech can create, and anyone on the peripheral of tech can break through to the center where innovation, creativity, and opportunity meet. The anecdotes, stories, evidence, facts, arguments, logic, principles, and techniques provided in this book have helped individuals and businesses engage in slow creation cycles, improve the morale of their development teams, and increased their delivery potential of their technology solutions overall. Average Joe covers: Genius - The systematic deconstruction and debunking of the commonly held assumptions in the tech industry around supreme intelligence, and how that intelligence has been worshipped and sought after, despite the facts. Slow Creation - How to force-manufacture creative ideation. How conscious and subconscious cycles of patterns, details, and secrets can lead to breakthrough innovations, and how those P.D.S. cycles, and systematic mental grappling, can be conjured and repeated on a regular basis. Little-C Creativity - The conscious and miniature moments of epiphany that leak into our active P.D.S. cycles of Slow Creation. Flow - Why it's great, but also - why it's completely unreliable and unnecessary. How to perpetually innovate without relying on a flow state. Team Installation - How teams and companies can engage their employees in Slow Creation to unlock dormant ideas, stir up creative endeavors, and jumpstart fragile ideas into working products. User Manipulation - How tech products are super-charged with tricks, secret techniques, and neural transmitters like Dopamine, Oxytocin, and Cortisol; how those products leverage cognitive mechanisms and psychological techniques to force user adoption and user behaviors. Contrarianism - How oppositional and backward-thinking leaders create brand-new categories and the products which dominate those categories. Showmanship - How tech players have presented their ideas to the world, conjured up magic, manufactured mystique, and presented compelling stories that have captured their audiences. Sustainable Mystique Triad – A simple model for capturing audiences consistently without relying on hype and hustle.

Based on the seminal work of Robert K. Greenleaf, a former AT&T executive who coined the term almost thirty years ago, servant-leadership emphasizes an emerging approach to leadership—one which puts serving others, including employees, customers, and community, first. The Power of Servant Leadership is a collection of eight of Greenleaf's most compelling essays on servant-leadership. These essays, published together in one volume for the first time, contain many of Greenleaf's best insights into the nature and practice of servant-leadership and show his continual refinement of the servant-as-leader concept. In addition, several of the essays focus on the related issues of spirit, commitment to vision, and wholeness.