For generations, the job of managers was to give orders, see that they were followed, and hold people accountable if they didn't comply. Managers were paid to be in charge and to control what happened in their area - to guarantee that certain results happened. If they could deliver the goods expected by their management, they got nice bonuses and were eventually promoted. by Ken BlanchardKenneth Hartley Blanchard (born May 6, 1939) is an American author and management expert. His book The One Minute Manager (co-authored with Spencer Johnson) has sold over 13 million copies and has been translated into 37 languages. He has coauthored over 30 other best-selling books, including Raving Fans: A Revolutionary Approach To Customer Service (1993), Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership (1985), Gung Ho! Turn On the People in Any Organization (1997), Whale Done! The Power of Positive Relationships (2002) and Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations (2006). All that has changed. Today, the manager's main concern must be how to shape more supportive work environments and how to find ways to help each employee be more productive.
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This article is the last part of Sun Tzu "The Art of War" with a title of On the Use of Spies. Enjoy your read. A major military operation is a severe drain on the nation, and may be kept up for years in the struggle for one day's victory. So to fail to know the conditions of opponents because of reluctance to give rewards for intelligence is extremely inhumane, uncharacteristic of a true military leader, uncharacteristic of an assistant of the government, uncharacteristic of a victorious chief. So what enables an intelligent government and a wise military leadership to overcome others and achieve extraordinary accomplishments is foreknowledge. Foreknowledge can not be gotten from ghost and spirits, can not be had by analogy, can not be found out by calculation. It must be obtained from people, people who know the conditions of the enemy. This article is the twelfth part of Sun Tzu "The Art of War" with a title of Fire Attack. Enjoy your read. There are five kinds of fire attack; burning people, burning supplies, burning equipment, burning store-houses, and burning weapons. The use of fire must have a basis, and requires certain tools. There are appropriate times for setting fires, namely when the weather is dry and windy. Generally, in fire attacks it is imperative to follow up on the crises causes by the fires. When fire is set inside an enemy camp, then respond quickly from outside. If the soldiers are calm when fire breaks out, wait - do not attack. When the fire reaches the height of its power, follow up if possible, hold back if not. When fire can be set out in the open, do not wait until it can be set inside a camp - set it when the time is right. When fire is set upwind, do not attack downwind. If it is windy during the day, the wind will stop at night. Armies must know there are adaptations of the five kinds of fire attack, and adhere to them scientifically. So the use of fire to help an attack means clarity, use of water to help at attack means strength. Water can cut off, but can not plunder. To win in battle or make a successful siege without rewarding the meritorious is unlucky and earns the name of stinginess. Therefore it is said that an enlightened government considers this, and good military leadership rewards merit. They do not mobilize when there is no advantage, do not act when there is nothing to gain, do not fight when there is no danger. A government should not mobilize an army out of anger, military leaders should not provoke war out of wrath. Act when it is beneficial, desist if it is not. Anger can revert to joy, wrath can revert to delight, but a nation destroyed can not be restored to existence, and the dead can not be restored to life. Therefore an enlightened government is careful about this, a good military leadership is alert to this. This is the way to secure a nation and keep the armed forces whole. This article is the eleventh part of Sun Tzu "The Art of War" with a title of Nine Grounds. Enjoy your read. According to the rule for military operations, there are nine kinds of ground. Where local interests fight among themselves on their own territory, this is called a ground of dissolution. When you enter others' land, but not deeply, this is called light ground. Land that would be advantageous to you if you got it and to opponents if they got it is called ground of contention. Land where you and others can come and go is called a trafficked ground. Land that is surrounded on three sides by competitors and would give the first to get it access to all the people on the continent is called intersecting ground. When you enter deeply into others' land, past many cities and towns, this is called heavy ground. This article is the tenth part of Sun Tzu "The Art of War" with a title of Terrain. Enjoy your read.
Some terrain is easily passable, in some you get hung up, some makes for a standoff, some is narrow, some is steep, some is wide open. When both sides can come and go, the terrain is said to be easily passable. When the terrain is easily passable, take up your position first, choosing the high and sunny side, convenient to supply routes, for advantage in battle. When you can go but have a hard time getting back, you are said to be hung up. On this type of terrain, if the opponent is unprepared, you will prevail if you go forth, but if the enemy is prepared, if you go forth and do not prevail you will have a hard time getting back, to your disadvantage. When it is disadvantageous for either side to go forth, it is called standoff terrain. On standoff terrain, even though the opponent offers you an advantage, you do not go for it - you withdraw, inducing the enemy half out, and then you attack, to your advantage. On narrow terrain, if you are there first, you should fill it up to await the opponent. If the opponent is there first, do not pursue if the opponent fills the narrows. Pursue if the opponent does not fill the narrows. On steep terrain, if you are there first, you should occupy the high and sunny side to await the opponent. If the opponent is there first, withdraw from there and do not pursue. On wide-open terrain, the force of momentum is equalized, and it is hard to make a challenge, disadvantageous to fight. Understanding these six kinds of terrain is the highest responsibility of the General, and it is imperative to examine them. So among military forces there are those who rush, those who tarry, those who fall, those who crumble, those who riot, and those who get beaten. These are not natural disasters, but faults of the Generals. Those who have equal momentum but strike ten with one are in a rush. Those whose soldiers are strong but whose officers are weak tarry. Those whose officers are strong but whose soldiers are weak fall. When Colonels are angry and obstreperous and fight on their own out of spite when they meet opponents, and the Generals do not know their abilities, they crumble. When the Generals are weak and lack authority, instructions are not clear, officers and soldiers lack consistency, and they form battle lines every which way, this is riot. When the Generals can not assess opponents, clash with much greater numbers or more powerful forces, and do not sort out the levels of skill among their own troops, these are the ones who get beaten. These six are ways to defeat. Understanding this is the ultimate responsibility of the Generals; they must be examined. The contour of the land is an aid to an army; sizing up opponents to determine victory, assessing dangers and distances, is the proper course of action for military leaders. Those who do battle knowing these will win, those who do battle without knowing these will lose. Therefore, when the laws of war indicate certain victory it is surely appropriate to do battle, even if the government says there is to be no battle. If the laws of war do not indicate victory, it is appropriate not to do battle, even if the government orders war. Thus one advances without seeking glory, retreats without avoiding blame, only protecting people, to the benefit of the government as well, thus rendering valuable service to the nation. Look upon your soldiers as you do infants, and they willingly go into deep valleys with you; look upon your soldiers as beloved children, and they willingly die with you. If you are so nice to them that you can not employ them, so kind to them that you can not command them, so casual with them that you can not establish order, they are like spoiled children, useless. If you know your soldiers are capable of striking, but do not know whether the enemy is invulnerable to a strike, you have half a chance of winning. If you know the enemy is vulnerable to a strike, but do not know if your soldiers are incapable of making such a strike, you have half a chance of winning. If you know the enemy is vulnerable to a strike, and know your soldiers can make the strike, but do not know if the lay of the land makes it unsuitable for battle, you have half a chance of winning. Therefore those who know martial arts do not wander when they move, and do not become exhausted when they rise up. So it is said that when you know yourself and others, victory is not in danger; when you know sky and earth, victory is inexhaustible. This article is the ninth part of Sun Tzu "The Art of War" with a title of Maneuvering Armies. Enjoy your read.
Whenever you station an army to observe an opponent, cut off the mountains and stay by the valleys. Watch the light, stay on the heights. When fighting on a hill, do not climb. This applies to an army in the mountains. When cut off by water, always stay away from the water. Do not meet them in the water; it is advantageous to let half of them cross and then attack them. When you want to fight, do not face an enemy near water. Watch the light, stay in high places, do not face the current of the water. This applies to an army on water. This article is the eighth part of Sun Tzu "The Art of War" with a title of Adaptations. Enjoy your read.
The general rule for military operations is that the military leadership receives the order from the civilian leadership to gather armies. Let there be no encampment on difficult terrain. Let diplomatic relations be established at borders. Do not stay in barren or isolated territory. When on surrounded ground, plot. When on deadly ground, fight. There are routes not to be followed, armies not to be attacked, citadels not to be besieged, territory not to be fought over, orders of civilian governments not to be obeyed. Therefore Generals who know all possible adaptations to take advantages of the ground know how to use military forces. If Generals do not know how to adapt advantageously, even if they know the lay of the land they can not take advantage of it. If they rule armies without knowing the arts of complete adaptivity, even if they know what there is to gain, they can not get people to work for them. Therefore the considerations of the intelligent always include both benefit and harm. As they consider benefit, their work can expand; as they consider harm, their troubles can be resolved. Therefore what to restrains competitors is harm, what keeps competitors busy is work, what motivates competitors is profit. So the rule of military operations is not to count on opponents not coming, but to rely on having ways of dealing with them; not to count on opponents not attacking, but to rely on having what can not be attacked. Therefore, there are five traits that are dangerous in Generals. Those who are ready to die can be killed; those who are intent on living can be captured; those who are quick to anger can be shamed; those who are puritanical can be disgraced; those who love people can be troubled. These five things are faults in Generals, disasters for military operations. This article is the seventh part of Sun Tzu "The Art of War" with a title of Armed Struggle. Enjoy your read.
The ordinary rule for use of military force is for the military command to receive the orders from the civilian authorities, then to gather and mass the troops, quartering them together. Nothing is harder than armed struggle. The difficulty of armed struggle is to make long distances near and make problems into advantages. Therefore you make their route a long one, luring them on in hopes of gain. When you set out after others and arrive before them, you know the strategy of making the distant near. Therefore armed struggle is considered profitable, and armed struggle is considered dangerous. This article is the sixth part of Sun Tzu "The Art of War" with a title of Emptiness and Fullness. Enjoy your read.
Those who are first on the battle-field and await the opponents are at ease; those who are last on the battle-field and head into battle get worn out. Therefore good warriors cause others come to them, and do not go to others. What causes opponents to come of their own accord is the prospect of gain. What discourages opponents from coming is the prospect of harm. This article is the fifth part of Sun Tzu "The Art of War" with a title of Force. Enjoy your read.
Governing a large number as though governing a small number is a matter of division into groups. Battling a large number as though battling a small number is a matter of forms and calls. Making the armies able to take on opponents without being defeated is a matter of unorthodox and orthodox methods. |
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