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ding WORK TITLE: Lincoln on Leadership for Today
WORK NOTES:
PSEUDONYM(S): Phillips, Donald Thomas
BIRTHDATE: 3/10/1952
WEBSITE:
CITY:
STATE: IL
COUNTRY:
NATIONALITY:
http://www.doseofleadership.com/donald-t-phillips/ * https://www.harpercollins.com/cr-103913/donald-t-phillips * https://www.amazon.com/Donald-T.-Phillips/e/B000APF2BM
RESEARCHER NOTES:
PERSONAL
Born March 10, 1952; married; children: three.
EDUCATION:Graduated from Denison University.
ADDRESS
CAREER
Writer and cable executive. ESPN, Bristol, CT, president, 1998-2011, executive chairman, 2012-14; Walt Disney Company, director of sports assets, 2003-11; Disney Media Networks, co-chairman, 2004-11.
WRITINGS
SIDELIGHTS
Donald T. Phillips served as president of ESPN from 1998 to 2011 and as executive chairman from 2012 to 14. In addition, he worked as director of sports assets for Walt Disney Company between 2003 and 2011, and as co-chairman of Disney Media Networks between 2004 and 2011. In addition to his illustrious career as a cable television executive, Phillips is a prolific author who has written multiple books on leadership. Phillips’s books tend to focus on famous leaders and their successful strategies, and he has covered several notable figures through this lens, including Abraham Lincoln and Vince Lombardi. In his 1992 book Lincoln on Leadership: Executive Strategies for Tough Times, Phillips explores how President Lincoln managed to hold the United States together in the wake of civil war. By preserving the concept of the American republic, Lincoln stopped secessionists from splitting off into several fragmented governments. Phillips devotes fifteen chapters to his discussion of how Lincoln managed this feat, and he analyzes Lincoln’s leadership skills in the process. The book is divided into four thematic parts, covering Lincoln’s people skills, his character, his efforts, and his communication style.
Lincoln on Leadership
Lauding Lincoln on Leadership in the Armed Forces Comptroller, Shirley A. Stevens announced that “Phillips relates vividly how he believes Lincoln understood the precepts of leadership, while addressing sound management principles in a well-organized, easy-to-follow comparison of Lincoln’s precepts with current leadership skills.” Stevens then went on to conclude that “Phillips has taken lessons from the past and shown today’s managers how to apply them to the present. I heartily recommend this book for reading by leaders as well as those who want to learn how to lead. The lessons are fascinating and inspiring, and readers certainly will benefit from the many insights and recommendations.”
Aaron L. Lykling, writing in Army Lawyer, was also impressed, and he found that “Lincoln on Leadership ultimately succeeds in its aim to harvest the leadership lessons of Lincoln’s past for present-day executives and officers. Phillips is an able storyteller, and his book is succinct and easy to read. Twenty years after its release, Lincoln on Leadership still stands out from the pack in the popular historical leadership genre. Military, business, and political leaders would be wise to read this book and apply Lincoln’s strategies for success.” Notably, the book on Lincoln and leadership was so successful that Phillips revisited the subject in his 2017 book Lincoln on Leadership for Today: Abraham Lincoln’s Approach to Twenty-First-Century Issues.
Leading with the Heart
For his 2000 effort, Leading with the Heart: Coach K’s Successful Strategies for Basketball, Business, and Life, Phillips teamed with college basketball coach Mike Krzyzewsk (“Coach K”) to write about the leadership skills inherent in coaching sports. Coach K is a six-time National Coach of the Year, and he is best known for his work as head coach of Duke University’s Blue Devils. In Leading with Heart, the authors explain that coaching basketball relies on team building, and they also explain how leadership functions to support and drive this effort. The authors then address several approaches to successful leadership, including recruiting talented people with excellent character and promoting flexible planning and thinking. Building trust, promoting strong communication, and instilling pride, are also important. Coach K additionally addresses efforts to improve performance and to foster collective responsibility.
While Leading with the Heart links basketball coaching to general themes of leadership, a Publishers Weekly critic found that “the book leaves it up to readers to connect the dots between his coaching strategies and useful business strategies.” Wes Lukowsky, writing in Booklist, was more positive, asserting that the treatise is “inspirational without being phony or sappy.” In the words of Library Journal correspondent Terry Madden, Leading with the Heart is “an excellent book on coaching and leadership principles. Recommended for most sports or coaching collections.”
Run to Win
With Run to Win: Vince Lombardi on Coaching and Leadership, Phillips again discusses sports coaching and leadership principles. The book comments on famed football coach Vince Lombardi and his many strategies for success. The book additionally explains how these strategies apply in a business setting. Phillips provides a brief profile of Lombardi and his career as a means of providing context, and he then goes on to explain how Lombardi became a coach as a result of his own prowess as an athlete. Lombardi’s prowess as a coach, however, far exceeds his athletic skills, and Phillips identifies several “Lombardi Principles” that illustrate his subject’s coaching success. According to Phillips, Lombardi promoted the importance of action over words, as well as the importance of cooperation. Furthermore, the author reports that Lombardi, focused on the fundamentals of talent in developing his team.
While a Publishers Weekly critic felt that the advice contained in Run to Win is somewhat rudimentary, they nevertheless advised that “less experienced managers should find them useful, especially if they’re already familiar with Lombardi and his unique style.” Larry R. Little, writing in Library Journal, proffered more strident applause, asserting that the book is “more useful than many such guides drawn from the philosophies or teachings of nonbusiness figures.” Indeed Booklist correspondent Lukowsky announced that Run to Win is “a readable, often humorous glimpse at the inner workings of pro football’s most respected dynasty.”
One Magical Sunday
Phillips next turns his attention to direct athletic success with One Magical Sunday: (But Winning isn’t Everything). Written with golf champion Phil Mickelson, One Magical Sunday examines Mickelson’s victory during the 2004 Masters golf tournament. This victory was Mickelson’s first landmark win after participating inver forty tournaments. Thus, over the course of eighteen chapters, Phillips and Mickelson explain how perseverance paid off. The authors additionally present a play-by-play of each hole that Mickelson tackled on the way to his tournament win.
While a Publishers Weekly columnist felt that “more golfing and fewer inspirational insights would’ve strengthened Mickelson’s eventually triumphant tale,” Booklist contributor Bill Ott announced that “Mickelson’s shot-by-shot narrative has all the crispness and detail-rich insight that his personal reflections lack.” A Kirkus Reviews critic was equally laudatory, declaring that One Magical Sunday is a “luminous story of a golfer having a fine old time and, for duffers, an instructive study of playing Augusta.”
BIOCRIT
PERIODICALS
Air & Space Power Journal, spring, 2011, Michael A. Marsicek, review of The Architecture of Leadership: Preparation Equals Performance.
Armed Forces Comptroller, winter, 2003, Shirley A. Stephens, review of Lincoln on Leadership: Executive Strategies for Tough Times.
Army Lawyer, June, 2013, Aaron L. Lykling, review of Lincoln on Leadership.
Booklist, March 1, 2000, Wes Lukowsky, review of Leading with the Heart: Coach K’s Successful Strategies for Basketball, Business, and Life; November 15, 2001, Wes Lukowsky, review of Five-Point Play: Duke’s Journey to the 2001 National Championship; July, 2001, Wes Lukowsky, review of Run to Win: Vince Lombardi on Coaching and Leadership; March 15, 2005, Bill Ott, review of One Magical Sunday: (But Winning Isn’t Everything).
Kirkus Reviews, February 15, 2005, review of One Magical Sunday; December 1, 2016, review of Lincoln on Leadership for Today: Abraham Lincoln’s Approach to Twenty-First-Century Issues.
Library Journal, November 1, 1997, Michael R. Leach, review of The Founding Fathers on Leadership: Classic Teamwork in Changing Times; April 15, 2000, Terry Jo Madden, review of Leading with the Heart; July, 2001, Larry R. Little, review of Run To Win: Vince Lombardi on Coaching and Leadership.
Military Review, September-October, 2008, Bill Latham, review of Wiser in Battle.
Nation’s Restaurant News, July 15, 1996, Michael Schrader, review of On the Brink: The Life and Leadership of Norman Brinker.
Naval War College Review, autumn, 2004, Laura Miller, review of Character in Action: the U.S. Coast Guard on Leadership.
Publishers Weekly, February 14, 2000, review of Leading with the Heart; July 30, 2001, review of Run to Win; March 21, 2005, review of One Magical Sunday; January 22, 2007, review of Get in the Game: Elements of Perseverance That Make the Difference; March 23, 2015, review of Every Town Is a Sports Town: Business Leadership at ESPN, from the Mailroom to the Boardroom; November 7, 2016, review of Lincoln on Leadership for Today.
ONLINE
Edge Induced Cohesion, https://edgeinducedcohesion.blog/ (February 29, 2016), review of Lincoln On Leadership.
Master’s Seminary Journal, https://legacy.tms.edu/ (September 22, 1993), review of Lincoln on Leadership.*
Donald T. Phillips
From Wikipedia, the free encyclopedia
Donald T. Phillips (born March 10, 1952) is a nonfiction writer. He has written or coauthored 20 books, including a trilogy on American leadership (Lincoln on Leadership, The Founding Fathers on Leadership, and Martin Luther King, Jr. on Leadership).
Phillips has also collaborated on books with several celebrities, including: Norman Brinker, Mike Krzyzewski, Phil Mickelson, Rudy Ruettiger, Greg Norman, Cal Ripken, Jr., and Lt. Gen. Ricardo S. Sanchez.
Works
1992- Lincoln on Leadership
1996- On the Brink: The Life and Leadership of Norman Brinker (with Norman Brinker)
1997- Lincoln Stories for Leaders
1997- The Founding Fathers on Leadership
1999- Martin Luther King, Jr. on Leadership
1999- A Diamond in Spring
2000- Leading With the Heart: Coach K's Successful Strategies in Basketball, Business, and Life (by Mike Krzyzewski)
2001- Run to Win: Vince Lombardi On Coaching and Leadership
2001- Five Point Play: The Story of Duke's Amazing 2000–2001 Championship Season (by Mike Krzyzewski)
2002- Unto Us a Child: Abuse and Deception in the Catholic Church
2003- Character in Action: The U.S. Coast Guard on Leadership (with Adm. James M. Loy)
2005- One Magical Sunday: But Winning Isn't Everything (by Phil Mickelson)
2005- Disasters: Wasted Lives, Valuable Lessons (with Randall Bell)
2005- The Rudy in You: A Guide to Building Teamwork, Fair Play, and Good Sportsmanship for Young Athletes, Parents, and Coaches (with Rudy Ruettiger and Peter M. Leddy)
2006- The Way of the Shark by (Greg Norman)
2006- On the Wing of Speed: George Washington and the Battle of Yorktown
2007- Get in the Game: Eight Elements of Perseverance that Make the Difference by (Cal Ripken, Jr.)
2007- The Clinton Charisma: A Legacy of Leadership
2008- The Architecture of Leadership (with ADM James M. Loy)
2008- Wiser in Battle: A Soldier's Story (by LTGEN Ricardo S. Sanchez)
George Bodenheimer is an ESPN and cable industry pioneer and was the company's longest-tenured president, a position he held from 1998-2011, overseeing all multimedia sports assets of The Walt Disney Company from 2003-2011 and serving as co-chairman, Disney Media Networks from 2004-2011. He served as Executive Chairman of ESPN, Inc., from 2012-2014. Bodenheimer graduated from Denison University with a degree in economics. He is married with three children.
Donald T. Phillips is the internationally acclaimed author of several bestselling books on leadership, including those on Martin Luther King, Jr., and the Founding Fathers. Most notably, his book Lincoln on Leadership has been translated into seven languages. A civic leader himself, Phillips currently serves as mayor of Fairview, Texas.
Donald T. Phillips is the bestselling author of eighteen books, including Lincoln on Leadership and On the Wing of Speed. He has also collaborated on books with Mike Krzyzewski (Coach K of Duke University), Phil Mickelson, and Cal Ripken, Jr.
Donald T. Phillips is the author of twenty books, including Lincoln on Leadership. He lives in Illinois.
Phillips, Donald T.: LINCOLN ON LEADERSHIP FOR TODAY
(Dec. 1, 2016):
Copyright: COPYRIGHT 2016 Kirkus Media LLC
http://www.kirkusreviews.com/
Phillips, Donald T. LINCOLN ON LEADERSHIP FOR TODAY Houghton Mifflin Harcourt (Adult Nonfiction) $26.00 2, 7 ISBN: 978-0-544-81464-6
An author who has published frequently on leadership and leaders--from the Founding Fathers to Vince Lombardi--returns with his second book about Lincoln's leadership (Lincoln on Leadership, 1992).Phillips (The Clinton Charisma: A Legacy of Leadership, 2007, etc.) follows Lincoln's professional career chronologically, from lawyer to president. After each chapter, the author offers his opinions about how Lincoln might handle the most prominent political and social issues of our day, including abortion, capital punishment, international relations, and public education. The biographical chapters are well-researched, although Phillips rarely finds anything negative to say about Lincoln. As a metaphor for Lincoln's strength (physical and otherwise) he continually reminds us of Lincoln's ability to balance an ax at the end of each extended arm. It's risky business, though, yanking a character from a previous century into our own and speculating about what he or she would do. It forces us, in this case, to imagine a leader who died in 1865 sitting once again in the White House and dealing with issues in contexts that would entirely baffle him. In his "Lincoln on Leadership" sections, the author is forced, of course, to offer qualifiers like "My feeling is," "My sense is," and the like. Throughout, Phillips asserts that Lincoln would be a Democrat of today, supporting women's rights, voting rights, public education, environmental protection, action on climate change, and public health care. He would, however, in the author's view, allow states to keep the Confederate flag, permit capital punishment in heinous cases, find a "middle ground" on abortion, and keep the Electoral College. From Lincoln's behavior, the author extracts a number of leadership principles, including the importance of incremental change and working with your opponents. Deeply admiring biography mixed with much supposition that ranges from thought-provoking to ridiculous.
Source Citation (MLA 8th Edition)
"Phillips, Donald T.: LINCOLN ON LEADERSHIP FOR TODAY." Kirkus Reviews, 1 Dec. 2016. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA471901912&it=r&asid=3db61983749adaa304aed8f7b66b566f. Accessed 4 July 2017.
Gale Document Number: GALE|A471901912
Lincoln on Leadership for Today: Abraham Lincoln's Approach to 21st-Century Issues
263.45 (Nov. 7, 2016): p50.
Copyright: COPYRIGHT 2016 PWxyz, LLC
http://www.publishersweekly.com/
Lincoln on Leadership for Today: Abraham Lincoln's Approach to 21st-Century Issues
Donald T. Phillips. Houghton Mifflin Harcourt, $26 (336p) ISBN 978-0-544-81464-6
Phillips's topical follow-up to his earlier Lincoln on Leadership begins by describing the nine-year-old Abraham Lincoln at his mother's deathbed, listening to her last words: "Be good to one another." That sets the tone for this intelligent and often moving look at one of the nation's greatest presidents. Phillips portrays Lincoln as a gentle and sensitive boy who became the same type of leader, trying to maintain the Union in his early presidency while dealing with high casualty rates and soldiers gone AWOL. While Lincoln was a conscientious congressman who often made bipartisan overtures, he also took care to denounce the "evil spirit" of corruption he saw in Washington, D.C. Elsewhere, Phillips recalls a momentous biblical quotation from one of Lincoln's early senate campaigns, "A house divided against itself cannot stand." Using his extensive knowledge of Lincoln, Phillips makes convincing cases throughout for what the 19th-century statesman's opinion would be on a wide array of issues faced by the 21st-century U.S., including climate change, torture, immigration, and equal pay for women. For readers who find present-day politics almost too much to contemplate, Phillips's closing vision of * Lincoln witnessing the "current state of affairs" will be especially poignant and bittersweet. Agent: Bob Barnett, Williams & Connolly. (Feb.)
Source Citation (MLA 8th Edition)
"Lincoln on Leadership for Today: Abraham Lincoln's Approach to 21st-Century Issues." Publishers Weekly, 7 Nov. 2016, p. 50. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA469757519&it=r&asid=0a3f949ea121f192770b5ebe5772ce24. Accessed 4 July 2017.
Gale Document Number: GALE|A469757519
Every Town Is a Sports Town: Business Leadership at ESPN, from the Mailroom to the Boardroom
262.12 (Mar. 23, 2015): p61.
Copyright: COPYRIGHT 2015 PWxyz, LLC
http://www.publishersweekly.com/
Every Town Is a Sports Town: Business Leadership at ESPN, from the Mailroom to the Boardroom
George Bodenheimer,with Donald T. Phillips. Grand Central, $28 (320p) ISBN 978-1-45558609-7
In this lackluster corporate history, Bodenheimer, former CEO of ESPN, shares an insider's account of the company's early days and its climb to become the top sports network. Armed with an economics degree and a deep love of sports, Bodenheimer began in the mailroom. As ESPN flourished, so did he, beginning his rise through the ranks with successive moves to the Arlington, Tex.; Chicago; and Denver offices. In his telling, ESPN enjoyed plentiful advantages, from a company culture that treated staff members like family, to an eye for opportunity that led the network to begin regularly airing college basketball games and televising the NFL draft. Colorful on-air personalities like Chris Berman increased the channel's visibility and helped define its brand as "fun." Bodenheimer touches on all the highlights--the network's acquisition by Disney, the evolution of the ESPY awards, securing rights to air the World Cup--but the writing falls rather flat. Those interested in the topic will find the details worth the effort, even if the prose doesn't engage. Agent: Robert Barnett, 'Williams & Connolly. (May)
Source Citation (MLA 8th Edition)
"Every Town Is a Sports Town: Business Leadership at ESPN, from the Mailroom to the Boardroom." Publishers Weekly, 23 Mar. 2015, p. 61+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA407228320&it=r&asid=a6bde8f3996f70e0821a82162190def1. Accessed 4 July 2017.
Gale Document Number: GALE|A407228320
Wiser in Battle: A Soldier's Story
Bill Latham
88.5 (September-October 2008): p110.
Copyright: COPYRIGHT 2008 U.S. Army CGSC
http://usacac.army.mil/CAC2/MilitaryReview/
WISER IN BATTLE: A Soldier's Story, Ricardo S. Sanchez with Donald T. Phillips, HarperCollins, New York, 2008, 494 pages, $26.95.
[ILLUSTRATION OMITTED]
America's experience in Iraq has inspired dozens of contemporary histories, many critical of the decisions made by American leaders in the days and weeks after Baghdad fell. With his autobiography, Wiser in Battle, retired Lieutenant General Ricardo Sanchez now adds his perspective to the collection.
Four years after he relinquished command of coalition forces in Iraq, Sanchez remains a controversial figure. A steady performer with considerable experience in joint staff assignments, Sanchez was commanding the 1st Armored Division in April 2003 when Secretary of Defense Donald Rumsfeld handpicked him to command V Corps in Iraq. Coalition forces had just occupied Baghdad, and the Pentagon was already planning the withdrawal of American ground forces.
Iraqi cities descended into lawlessness, the White House appointed career diplomat L. Paul Bremer III to establish the Coalition Provisional Authority to rebuild Iraq as a free-market democracy. After President George Bush announced the conclusion of all "major combat operations" on 1 May 2003, the U.S. military began redeploying from Iraq. Lieutenant General David McKiernan and the "dream team" of senior American officers who had run the war departed, leaving Sanchez, the Army's youngest and newest three-star general, commanding not only his own corps but also all coalition ground forces in Iraq.
By most published accounts, including his own, Sanchez inherited a no-win situation. Senior policy makers in Washington showed little interest in Iraq's social problems, instead focusing on mopping up Ba'athist dead-enders and finding Saddam's weapons of mass destruction. To his credit, Sanchez spent the next 13 months fighting to establish security and rebuild Iraqi infrastructure while struggling with Bremer and senior Pentagon officials to obtain the manpower and money necessary to do so. During his tenure, however, coalition forces conducted an often heavy-handed occupation marked by major blunders at Abu Ghraib and Fallujah. By most measures, the coalition's first year in Iraq was a failure.
Spoiler alert: don't blame Sanchez. While he concedes some mistakes, Sanchez argues convincingly that his best efforts were stymied by a well intentioned but misguided Coalition Provisional Authority, by a lack of support from Army and Pentagon headquarters, and by conflicting political priorities at the White House. These obstacles have been widely reported in other publications, and Sanchez does not dwell on them.
Instead, he focuses on his own thoughts and actions as he navigates from crisis to crisis, and the book's primary value derives from this account. As commander of coalition forces, Sanchez interacted on a daily basis with senior officials in Washington and junior leaders in Iraq. That unique, albeit tenuous, position allows Sanchez to convincingly describe sniper fire in Najaf on one page and cheap shots in Congress on the next. The book also provides Sanchez's own version of the controversial events surrounding the prisoner abuse scandal at Abu Ghraib, along with his response to three official investigations of the incident. Sanchez's most intriguing contribution, however, may be his description of conversations with nearly every senior American official involved with Iraq, including the president, Rumsfeld, Bremer, General Tommy Franks, and General John Abizaid.
The book is not, however, without significant flaws. The first of these is the decision to devote half of the book recounting Sanchez's life story, starting with his impoverished childhood along the Rio Grande River and progressing through his education and military career. This lengthy and often tedius account portrays Sanchez as a competent officer whose career owed at least some debt to the mentorship of several influential senior leaders.
Additionally, the author insists on drawing important lessons from every anecdote. Recounting his first tour of duty as an Army officer, for example, Sanchez presents a laundry list of valuable observations that presumably shaped his future decisions. Later, during the first Gulf War, Sanchez speaks with a group of Iraqi soldiers captured by his unit: "That conversation proved to me the need to be ruthless in battle, but benevolent in victory ... once victory is achieved, we must take care of our prisoners and treat them with dignity and respect." These reflections suggest a gratuitous a priori defense of the conditions leading to the Abu Ghraib scandal, implying that because he knew better, Sanchez could never have sanctioned such misconduct.
Finally, Sanchez's account of his nomination for a fourth star does more harm than good to his reputation. Regardless of whether Sanchez deserved the promotion senior officials promised him, the Administration's decision to withhold that nomination now appears to have been a calculated political move heavily influenced by the impending 2004 election. Some readers may find, however, that the tone of this account implies a disturbing sense of entitlement.
Despite these drawbacks, Sanchez's memoir constitutes a credible and important contribution to the history of the war in Iraq. He presents a convincing argument that he accomplished as much as could be expected given the many challenges he inherited. One finishes this account wondering whether a Pershing, Eisenhower, or Marshall would have fared any better given the same conditions. This autobiography will hardly be the last word on the subject.
LTC Bill Latham, USA, Retired, Fort Leavenworth, Kansas
Latham, Bill
Source Citation (MLA 8th Edition)
Latham, Bill. "Wiser in Battle: A Soldier's Story." Military Review, Sept.-Oct. 2008, p. 110+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA192259620&it=r&asid=8a9f97b0cb75e9a7f59acd0678932b91. Accessed 4 July 2017.
Gale Document Number: GALE|A192259620
Get in the Game: Elements of Perseverance That Make the Difference
254.4 (Jan. 22, 2007): p178.
Copyright: COPYRIGHT 2007 PWxyz, LLC
http://www.publishersweekly.com/
Get in the Game: Elements of Perseverance That Make the Difference CAL RIPKEN JR. WITH DONALD T. PHILLIPS. Gotham, $26 (272p) ISBN 978-1-592-40264-9
Athletic superstar Ripken (Play Baseball the Ripken Way) turns the often pro-forma business/personal management guidebook into a well-written combination autobiography and inspirational self-help book. During his long career with the Baltimore Orioles, Ripken broke numerous baseball records, including New York Yankee Lou Gehrig's record for most consecutive games played, and he was recently voted into the Hall of Fame at his first opportunity. Unlike Ripken's other autobiographical books on baseball, this one begins with a contemplation of Gehrig's famed work ethic (maintained even after being diagnosed with amyotrophic lateral sclerosis) and analyzing "the many parallels in our careers and how similarly he and I approached our jobs." Ripken breaks down Gehrig-style perseverance--"steadfastness, hanging in there in the face of difficulty, overcoming obstacles"--into eight elements, each with its own chapter: "The Right Values," "A Strong Will to Succeed," "Love What You Do, "Preparation," "Anticipation, "Trusting Relationships," "Life Management" and "The Courage of Your Convictions." Many of his observations border on the cliched ("Straight shooters get more work, are appreciated more, and are almost always respected"). But overall the book's essential message--"If you enjoy the journey, you're going to be more involved. And then you'll always be in the game"--is illuminating even to those who aren't baseball fans. (Apr.10)
Source Citation (MLA 8th Edition)
"Get in the Game: Elements of Perseverance That Make the Difference." Publishers Weekly, 22 Jan. 2007, p. 178. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA158577010&it=r&asid=d46aebe8cda28a1006f62aecea6db246. Accessed 4 July 2017.
Gale Document Number: GALE|A158577010
One Magical Sunday (But Winning Isn't Everything)
252.12 (Mar. 21, 2005): p49.
Copyright: COPYRIGHT 2005 PWxyz, LLC
http://www.publishersweekly.com/
ONE MAGICAL SUNDAY (But Winning Isn't Everything) PHIL, MICKELSON WITH DONALD T. PHILLIPS. Warner, $22.95 (208p) ISBN 0-446-57857-6
# Mickelson was long known as "golf's most lovable runner-up" until he finally won the Masters in 2004, 14 years since his only other major win (at the U.S. Open). He's become a crowd favorite second only to Tiger Woods not only because of his dry spell but also because of his legendary work ethic. Indeed, he begins this book by describing his famous pretournament routine of hitting 100 three-foot putts in a row without missing, no matter how many shots it takes. This and other insights into the methods of a pro golfer are the most fascinating parts of Mickelson's text. Each of the 18 chapters begins and ends with detailed descriptions of how Mickelson played each hole of his Masters' victory (e.g., how he "analyzed the shot dispersion patterns for both right-handed and left-handed golfers" to figure out that the tournament's 12th hole is "set up perfectly for a left-handed player" such as himself). However, the bulk of the book is devoted to the story of Mickelson's life. Although these passages are often moving (concerning his battle to overcome a deep playing slump and his wife's nearly fatal delivery of their third child), the story is marred by frequent generalizations like "success is more rewarding when it is difficult to achieve" and "picking your life partner is a critical decision" for "personal happiness." More golfing and fewer inspirational insights would've strengthened Mickelson's eventually triumphant tale. Agents, Steve Loy and Bob Barnett. (Mar. 21)
A review with a # title indicates a book of unusual commercial interest that hasn't received a starred review.
Source Citation (MLA 8th Edition)
"One Magical Sunday (But Winning Isn't Everything)." Publishers Weekly, 21 Mar. 2005, p. 49. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA130975283&it=r&asid=680e8bd290e7975ab2e5f469bee5b48b. Accessed 4 July 2017.
Gale Document Number: GALE|A130975283
Mickelson, Phil and Phillips, Donald T. One Magical Sunday (but Winning Isn't Everything)
Bill Ott
101.14 (Mar. 15, 2005): p1244.
Copyright: COPYRIGHT 2005 American Library Association
http://www.ala.org/ala/aboutala/offices/publishing/booklist_publications/booklist/booklist.cfm
Mickelson, Phil and Phillips, Donald T. One Magical Sunday (but Winning Isn't Everything). Apr. 2005. 256p. illus. Warner, $22.95 (0-446-57857-6). 796.352.
Mickelson's victory in the 2004 Masters golf tournament, his first "major" tournament win after 42 tries, was one of the most exciting, fan-friendly moments in recent sports history. The inevitable follow-up book has arrived right on schedule, just in time for this year's Masters. Perhaps it's the fault of all that visualization top golfers employ to hit their best shots, but their autobiographies rarely remove the rose-colored glasses. This one doesn't either, as Mickelson combines a shot-by-shot replay of his triumphant Masters final round with backstory on his life up to that point. The string of homilies about the importance of family, his love for his children, and his respect for his parents is clearly heartfelt, though the blandness of the telling will inspire most readers to skip quickly to the golf parts. Fortunately, Mickelson's shot-by-shot narrative has all the crispness and detail-rich insight that his personal reflections lack. As we walk the azalea-lined Augusta National fairways with Mickelson, we see how his course knowledge affects his decisions on club selection and shot shape--common themes of golf commentators--but we see these matters in a much more personalized and precise way than we hear about them on TV. Golf fans will want to hear what Phil has to say about each of Augusta's 18 holes before watching this year's tournament.--Bill Ott
YA/L: Teen golfers dreaming of holing their final putt to win the Masters will want to know how it's done.
YA/L, for books with a limited teenage audience
Ott, Bill
Source Citation (MLA 8th Edition)
Ott, Bill. "Mickelson, Phil and Phillips, Donald T. One Magical Sunday (but Winning Isn't Everything)." Booklist, 15 Mar. 2005, p. 1244+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA131083054&it=r&asid=c249d370587600d4cafeda404b53833b. Accessed 4 July 2017.
Gale Document Number: GALE|A131083054
Mickelson, Phil with Donald T. Phillips: One Magical Sunday: But Winning Isn't Everything
73.4 (Feb. 15, 2005): p216.
Copyright: COPYRIGHT 2005 Kirkus Media LLC
http://www.kirkusreviews.com/
* Mickelson, Phil with Donald T. Phillips ONE MAGICAL SUNDAY: But Winning Isn't Everything Warner (256 pp.) $22.95 Apr. 4, 2005 ISBN: 0-446-57857-6
The joyous telling of a great golf win, from one of the sport's most admired figures.
No one had ever doubted the quality of Mickelson's game, but despite the fact that he'd won dozens of times on the PGA tour, he had yet to win a major championship. This was more a concern of golf scribes and fans than of Mickelson, who was very happy making a handsome living doing what he loved--namely, whacking a small, dimpled ball about groomed landscapes. Here, with the polishing hand of Phillips, he chronicles his spectacular 2004 Masters win, hole by hole, allowing golf aficionados an extended scrutiny into the head of a golfer at the top of his game. As he recounts that final round, he takes readers into his life: Mickelson is a G-rated guy, but he carries it off with charm. His family comes first, ever and always, and his marriage and the birth of his children take up equal, and delightful, page space with his golfing exploits. So, too, do the words of his mother and rather, his wire and children, his coaches and friends, who get extended boxed quotes as Mickelson goes about his game. Who could possibly sneer at Mickelson's happy childhood, with a father who emphasized the fun of the game? Readers can only marvel that the golfer might be thinking about solar eclipses, spiral galaxies, or that shots made him think about musical composers--"That's a wedge. That's Mozart." But he also appreciates the level of the competition, bemoaning a shot that "falls about an inch short and rolls down into the bunker" after having traveled 200 yards. Mickelson is a freewheeling charger, taking chances because that's where happiness resides, though he's aware that a million practice strokes paid his dues.
A luminous story of a golfer having a fine old time and, for duffers, an instructive study of playing Augusta. (Agent: Steve Loy/Gaylord Sports Management)
Source Citation (MLA 8th Edition)
"Mickelson, Phil with Donald T. Phillips: One Magical Sunday: But Winning Isn't Everything." Kirkus Reviews, 15 Feb. 2005, p. 216. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA129089879&it=r&asid=b8eebbba64094fc5e68127dc2ca3d301. Accessed 4 July 2017.
Gale Document Number: GALE|A129089879
Lincoln on Leadership: Executive Strategies for Tough Times. (Off the Shelf)
Shirley A. Stephens
48.1 (Winter 2003): p29.
Copyright: COPYRIGHT 2003 American Society of Military Comptrollers
http://www.asmconline.org/publications/armed-forces-comptroller/
by Donald T. Phillips
Warner Books - ISBN 0-446-39459-9 (Paperback)
Donald T. Phillips' book, Lincoln on Leadership: Executive Strategies for Tough Times, is an expertly detailed record of what he believes were President Abraham Lincoln's leadership qualities and how today's manager can apply those qualities to people and problems.
Phillips relates vividly how he believes Lincoln understood the precepts of leadership, while addressing sound management principles in a well-organized, easy-to-follow comparison of Lincoln's precepts with current leadership skills.
The author writes that most of today's leadership principles are usually expressed abstractly when, in truth, there is a great need for simple, concrete illustrations. Phillips believes that, by studying Lincoln, a manager can get tangible examples from this widely recognized leader. His hope, in writing this book, is that "present and future leaders will be enlightened by the remarkable leadership genius of Lincoln and then will use the knowledge to improve their own skills."
Phillips also writes that today's leaders should be interested in Lincoln's leadership style because, by modern standards, "Lincoln's accomplishments would be regarded as no less than a miracle." Faced with the insurmountable problem of holding an entire nation together while organizing a new, more efficient government, Lincoln seized upon the circumstances at hand and exercised the full power of this office to create new limits of authority and leadership for the presidency. The book, organized into four parts, gives insight into dealing with people, building character, endeavoring to accomplish goals, encouraging innovation, and mastering communication. Each chapter relates problems faced by Lincoln at the rime and how he effectively handled and solved them. Quotations taken from letters and speeches written and given by Lincoln enforce the principle presented in each chapter. Each chapter concludes with a list of what the author has titled "Lincoln Principles," which summarize the chapter's main points and encourages the reader to put into practice what he or she just read.
Maintaining a Personal Touch
Part I, titled "People," describes Lincoln's hands-on personal approach. He often left the White House to visit the troops and others, and he tried to be accessible to the people as often as possible. Unlike the stony images of photographs, Lincoln reportedly could be affable and good tempered. He understood human nature, was compassionate and caring, and delegated responsibility and authority to subordinates. Recognizing that modern managers may complain that they don't have enough time to spend with their subordinates as did Lincoln, Phillips encourages the reader to remember that Lincoln was trying to win a war and unite the nation. He chides modern leaders by remarking, "But then again, they're not trying to win a war. Or are they?"
Exhibiting an Exemplary Character
The traits of honesty and integrity, never acting out of vengeance or spite, having the courage to handle unjust criticism, and being the master of paradox are addressed in Part II of the book, titled "Character." These chapters describe Lincoln's ability to be fair, trustworthy, sincere, straightforward, of sound moral principles, and honest. The author states, "Trust, honesty, and integrity are exceedingly important qualities because they so strongly affect followers." Phillips relates that genuine caring inspires trust among subordinates and fosters innovative thinking and keeps followers from being terrified by allowing them to be themselves. He notes that "contemporary leaders should 'pardon' mistakes as opposed to chewing out subordinates" and encourages readers to emulate Lincoln in handling unjust criticism (by ignoring most of the attacks if they are petty but fighting back if they are important enough to make a difference). Phillips also believes that mastering paradox is keeping one's darker side u nder control, being consistent, making no explanations to your enemies, taking risks, and exhibiting good common sense.
Taking Charge by Letting Go
In Part III, titled "Endeavor," Phillips describes Lincoln's leadership qualities of exercising a strong hand by being decisive, leading by being led, setting goals and being result-oriented, finding your own "Grant," and encouraging innovation from subordinates. The author suggests that readers, when making decisions, must understand the facts, consider the various solutions and their consequences, make sure that decisions are consistent with objectives, and effectively communicate those decisions. He states, "As a leader, you should always let your subordinates know that the honor will be all theirs if they succeed, and the blame will be yours if they fail." He encourages the contemporary manager to adopt Lincoln's principles of choosing chief subordinates who crave responsibility and take risks (that is, "finding your Grant"), and inculcating the attitude that "there's more than one way to skin a cat," rather than being consumed by methodology.
Communicating Simply and Directly
Mastering the art of public speaking, influencing people through conversation, storytelling, and preaching a vision and continually reaffirming it are the principles addressed in Part IV ("Communication") of the book. Here, Phillip's list of Lincoln Principles encourages readers to be "your organization's best stump-speaker, [and to] prepare yourself thoroughly for public speaking engagements, remember that there will be times when you should simply not speak, speak in simple and familiar terms, without any pretension of superiority, and when effecting renewal, call upon the past, relate it to the present, and then use them both to provide a link to the future."
Fitting Lessons from the Past to Today's World
During the reading of this book, one question came to mind in regard to Lincoln's leadership style. Did Lincoln really possess all of the leadership qualities purported, or has the author taken strategies and lessons learned in modern-day seminars on leadership and applied them to Lincoln's actions and words? I would have to say that it is a little of both. During the most difficult time in our nation's history, Lincoln accomplished the task of preserving the nation as one United States. He indeed had to have been an effective leader who possessed many of the qualities described by the author. In that regard, Phillips has taken lessons from the past and shown today's managers how to apply them to the present.
I heartily recommend this book for reading by leaders as well as those who want to learn how to lead. The lessons are fascinating and inspiring, and readers certainly will benefit from the many insights and recommendations.
Reviewed by Shirley A. Stephens
Shirley A. Stephens serves as the assistant chief of staff, comptroller for the Marine Corps Reserve Support Command (MCRSC), Kansas City, Missouri. She is responsible for the financial management support for the administration and training of over 60,000 Reserve Marines globally. She has been a civil service employee for 19 years, all with the Marine Corps, and a member of the Kansas City Chapter for 3 years.
Stephens, Shirley A.
Source Citation (MLA 8th Edition)
Stephens, Shirley A. "Lincoln on Leadership: Executive Strategies for Tough Times. (Off the Shelf)." Armed Forces Comptroller, Winter 2003, p. 29+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA101529114&it=r&asid=5449dc23355dbd7d7ccc85f6cebf7b77. Accessed 4 July 2017.
Gale Document Number: GALE|A101529114
Five-Point Play. (Adult Nonfiction)
Wes Lukowsky
98.6 (Nov. 15, 2001): p522.
Copyright: COPYRIGHT 2001 American Library Association
http://www.ala.org/ala/aboutala/offices/publishing/booklist_publications/booklist/booklist.cfm
Krzyzewski, Mike and Phillips, Donald T. Five-Point Play. Nov. 2001. 241p. Warner, $24.95 (0-446-53060-3). 796.323.
Duke University basketball coach Mike Krzyzewski ("Coach K") is a legend-in-progress. He is respected by his peers, revered by his players, and has become an embodiment of the positive aspects of big-time college sports. A serious back problem a few years ago forced him to sit out a year, providing perspective. He's still a passionate competitor but doesn't measure his success solely in wins and losses. Understanding all that, he's still a helluva basketball coach, as evidenced by last season's national championship with an injury-riddled roster. This is an account of that championship season, with Coach K's insights complemented by those of the players and other coaches. It begins with preseason assessments of the players, noting their physical and mental readiness for the six-month grind ahead. It's fascinating to read Coach K's take on an athlete, then learn the player's perspective, and finally see how it all turned out. Watching how Coach K thinks, the reader gains a tangible understanding of the truism that coaching is more about teaching and counseling than it is about drawing plays on a chalkboard. This is an enriching glimpse into the dynamics of a basketball dynasty that values integrity as much as it does hang time.
YA: For all teen basketball players and fans. BO.
Lukowsky, Wes
Source Citation (MLA 8th Edition)
Lukowsky, Wes. "Five-Point Play. (Adult Nonfiction)." Booklist, 15 Nov. 2001, p. 522. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA80681438&it=r&asid=a628fdb7d0e2bb4aa1481e853ba81c09. Accessed 4 July 2017.
Gale Document Number: GALE|A80681438
RUN TO WIN: Vince Lombardi on Coaching & Leadership
248.31 (July 30, 2001): p74.
Copyright: COPYRIGHT 2001 PWxyz, LLC
http://www.publishersweekly.com/
DONALD T. PHILLIPS. St. Martin's, $22.95 (224p) ISBN 0-312-27298-7
The author of several books about leadership, Phillips (Martin Luther King, Jr. on Leadership, etc.) offers an absorbing and practical examination of famed football coach Vince Lombardi's strategies for success and how they can be applied to the business world. A short biography of the coach gives a sense of the source of Lombardi's style --his father was a strict disciplinarian who advocated respect and duty above all else. As an athlete, Lombardi, who died in 1970, was accomplished at several sports but his first love was always football. He began his coaching career under Red Blaik at West Point, where he perfected his discipline. By the end of his life, he could take credit for nine successive playoff victories and two Super Bowl triumphs. What made Lombardi so successful? Phillips answers this question with detailed anecdotes from the coach's colleagues and players, along with chapter summaries highlighting "Lombardi Principles." Among these precepts are "Demonstrate your commitment to equality through your actions as well as your words," "Expect full cooperation from your superiors, and give full cooperation in return" and "Remember that all talent is founded on fundamentals and that fundamentals win it." Though seasoned executives may find some of the insights self-evident, less experienced managers should find them useful, especially if they're already familiar with Lombardi and his unique style. (Sept.)
Source Citation (MLA 8th Edition)
"RUN TO WIN: Vince Lombardi on Coaching & Leadership." Publishers Weekly, 30 July 2001, p. 74. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA77009591&it=r&asid=506a327f1e5cfbe2bc9c8b05a4d412dd. Accessed 4 July 2017.
Gale Document Number: GALE|A77009591
Run to Win: Vince Lombardi on Coaching and Leadership
Wes Lukowsky
97.21 (July 2001): p1968.
Copyright: COPYRIGHT 2001 American Library Association
http://www.ala.org/ala/aboutala/offices/publishing/booklist_publications/booklist/booklist.cfm
Phillips, Donald T. Run to Win: Vince Lombardi on Coaching and Leadership. Sept. 2001. 224p. index. St. Martin's, $22.95 (0-312-27298-7). 796.332.
Lombardi, the late Hall of Fame coach of the Green Bay Packers, won two Super Bowls and five NFL championships in his nine-year Green Bay career. His football acumen was unquestioned, his leadership legendary, his charisma unforgettable. Phillips employs anecdotes, quotes, and analysis to illustrate the teaching techniques Lombardi employed and their validity in virtually any endeavor, not just football. Lombardi was brutally honest, passionate, and possessed by an unwavering commitment to excellence that had little to do with winning games. He was also a believer in the importance of appearances: the Packers were among the first teams to dress in blazers for travel to road games, and although the players were permitted to drink, they were required to do their sipping at a table, never "bellied up" to a bar. The book functions welt on two planes: first, as a handbook for anyone in a position of leadership or aspiring to one; second, as a readable, often humorous glimpse at the inner workings of pro football's most respected dynasty.
Lukowsky, Wes
Source Citation (MLA 8th Edition)
Lukowsky, Wes. "Run to Win: Vince Lombardi on Coaching and Leadership." Booklist, July 2001, p. 1968. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA77134696&it=r&asid=93a8b3ac41a1b6f1d6ac4a8aec5629f3. Accessed 4 July 2017.
Gale Document Number: GALE|A77134696
Run To Win: Vince Lombardi on Coaching and Leadership
Larry R. Little
126.12 (July 2001): p104.
Copyright: COPYRIGHT 2001 Library Journals, LLC. A wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
http://www.libraryjournal.com/
Phillips, Donald T Run To Win: Vince Lombardi on Coaching and Leadership. St. Martin's. Sept. 2001. c.224p. bibliog. index. ISBN 0-312-27298-7. $22.95. BUS
The ultimate compliment paid to Vince Lombardi was by former Green Bay Packers guard Jerry Kramer: "We knew that the only difference between being a good football team and a great football team was him and only him." Phillips, an authority on leadership (see, e.g., The Founding Fathers on Leadership, LJ 1/90), does not offer a sports biography like David Maraniss's When Pride Still Mattered: A Life of Vince Lombardi (LJ 8/99). Instead, in straightforward, practical, no-nonsense prose, he clearly explains how Lombardi's coaching style can be utilized in today's business environment. The result is more useful than many such guides drawn from the philosophies or teachings of nonbusiness figures. Recommended for most libraries.--Larry R. Little, Penticton P.L., BC
Source Citation (MLA 8th Edition)
Little, Larry R. "Run To Win: Vince Lombardi on Coaching and Leadership." Library Journal, July 2001, p. 104. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA76628029&it=r&asid=b042e6414ddce29700e85688081573fd. Accessed 4 July 2017.
Gale Document Number: GALE|A76628029
Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life
Terry Jo Madden
125.7 (Apr. 15, 2000): p98.
Copyright: COPYRIGHT 2000 Library Journals, LLC. A wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
http://www.libraryjournal.com/
Krzyzewski, Mike with Donald T. Phillips. Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life. Warner. 2000. 304p. illus. index. ISBN 0-446-52626-6. $24.95. SPORTS
For six-time National Coach of the Year Krzyzewski, head coach of the Duke University Blue Devils, coaching basketball is all about leadership and team building. His first step is to recruit good people with strong character who are willing to be taught. The five fundamental qualities that he looks for in each team that he coaches are communication, trust, collective responsibility, caring, and pride. The basic principles he tries to teach each group include integrity, planning, remaining flexible in thinking and planning, always working to improve performance, and always thinking about what you are doing and how to do it better--the same principles that make a good leader or coach. Phillips is the author of several books, including Martin Luther King, Jr., on Leadership. The authors have written an excellent book on coaching and leadership principles. Recommended for most sports or coaching collections.
--Terry Jo Madden, Boise State Univ. Lib., ID
Source Citation (MLA 8th Edition)
Madden, Terry Jo. "Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life." Library Journal, 15 Apr. 2000, p. 98. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA62052599&it=r&asid=9453aefefa608e351a1d1327da7a3f9e. Accessed 4 July 2017.
Gale Document Number: GALE|A62052599
Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life
Wes Lukowsky
96.13 (Mar. 1, 2000): p1187.
Copyright: COPYRIGHT 2000 American Library Association
http://www.ala.org/ala/aboutala/offices/publishing/booklist_publications/booklist/booklist.cfm
Krzyzewski, Mike and Phillips, Donald T. Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life. Mar. 2000. 304p. index. Warner, $24.95 (0-446-52626-6). DDC: 796.323.
Krzyzewski, or Coach K, is the extraordinarily successful head basketball coach at Duke University. Unlike other coaches turned business gurus, Coach K doesn't overemphasize the connection between coaching strategy and workplace success. Mostly he talks about the basketball program at Duke and how he fosters the teamwork that is a Blue Devil trademark. A small example: each year every player gets a card with phone numbers for all fellow players, coaches, trainers, etc. If ever an individual finds himself in a difficult personal situation, he is encouraged to call another member of the "family." Coach K, the son of an elevator operator and a cleaning woman, knows about the real world and understands that sports are not a mirror image of it. But hard work, honesty, and imagination are all components of success in any field. Coach K uses them and challenges us to use them, too. Inspirational without being phony or sappy.
Source Citation (MLA 8th Edition)
Lukowsky, Wes. "Leading with the Heart: Coach K's Successful Strategies for Basketball, Business, and Life." Booklist, 1 Mar. 2000, p. 1187. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA60477376&it=r&asid=e0284fefc3ef4ceb063da36e83dfa85e. Accessed 4 July 2017.
Gale Document Number: GALE|A60477376
LEADING WITH THE HEART: Coach K's Successful Strategies for Basketball, Business and Life
247.7 (Feb. 14, 2000): p187.
Copyright: COPYRIGHT 2000 PWxyz, LLC
http://www.publishersweekly.com/
MIKE KRZYZEWSKI WITH DONALD T. PHILLIPS. Warner, $24.95 (304p) ISBN 0-446-52626-6
Duke basketball coach Krzyzewski, today's most successful NCAA coach, reviews significant games and key events in his career in addition to offering advice to coaches, players and everyone trying to do better in life. The son of working-class Polish immigrants, he got a scholarship to West Point, where he became an accomplished player before becoming a coach. His breezy approach is direct and simple: what's most important is working as a team toward a common goal -- not necessarily to win the game, but to play the best possible game. Says Coach K, "There are five fundamental qualities that make every team great: communication, trust, collective responsibility, caring and pride." Approaching each season the same way, he extends himself to his players, encouraging them to spend time at his home and with his family, while emphasizing the importance of keeping up with academics and enjoying the overall experience of college. In fact, Krzyzewski tries to hire assistant coaches who have played for him because they 're versed in on- and off-court problems. At the end of each chapter, he offers general pointers, such as that "business, like basketball, is a game of adjustments. So be ready to adjust." Although he occasionally refers to a coach as a "leader," for the most part he leaves it up to readers to connect the dots between his coaching strategies and useful business strategies. (Mar.)
Source Citation (MLA 8th Edition)
"LEADING WITH THE HEART: Coach K's Successful Strategies for Basketball, Business and Life." Publishers Weekly, 14 Feb. 2000, p. 187. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA59555808&it=r&asid=4870a8d8fb32510c6cad186177d7b6bc. Accessed 4 July 2017.
Gale Document Number: GALE|A59555808
The Founding Fathers on Leadership: Classic Teamwork in Changing Times
Michael R. Leach
122.18 (Nov. 1, 1997): p86.
Copyright: COPYRIGHT 1997 Library Journals, LLC. A wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
http://www.libraryjournal.com/
Phillips, Donald T. Warner. Nov. 1997. c.272p. bibliog. index. ISBN 0-446-52092-6. $22. BUS
Plumbing the depths of history for insight and inspiration is a common practice in management and leadership books, with varying success, as these two titles illustrate. Dunnigan, the author of over a dozen war-related books (e.g., Digital Soldiers, LJ 10/1/96), and software executive Masterson review the business practices and techniques of 12 famous military leaders--Alexander the Great, Julius Caesar, Charlemagne, Genghis Khan, Edward III, Gustavus Adolphus, Frederick the Great, Napoleon, Ulysses Grant, Douglas MacArthur, George Patton, and Norman Schwarzkopf Chapters, arranged by leader, include a brief, all-too-casual biography of each, followed by the challenges they faced and the solutions they enacted. Opening and closing chapters try to put the techniques described into a modern perspective, but many of the solutions offered, such as the ruthlessness of Genghis Khan, should have no place in today's corporate culture.
Phillips (Lincoln on Leadership, Warner, 1992) uses such Revolutionary War figures as Washington, Jefferson, Paine, Franklin, and John Adams to illuminate concepts of management. Unlike Dunnigan and Masterson, he organizes his chapters by theme, e.g., "Inspire the Masses," "Build Strong Alliances"--using these historical figures and their words where appropriate to illustrate a point. Phillips also provides a bibliography for further reading. While Dunnigan and Masterson's work is not recommended, academic and large public libraries should consider Phillips.
Source Citation (MLA 8th Edition)
Leach, Michael R. "The Founding Fathers on Leadership: Classic Teamwork in Changing Times." Library Journal, 1 Nov. 1997, p. 86. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA20002605&it=r&asid=aa33ac8c5471cab421287446cb01a4e2. Accessed 4 July 2017.
Gale Document Number: GALE|A20002605
On the Brink: The Life and Leadership of Norman Brinker
Michael Schrader
30.27 (July 15, 1996): p96.
Copyright: COPYRIGHT 1996 Penton Media, Inc., Penton Business Media, Inc. and their subsidiaries. Reproduced with permission of the copyright holder. Further reproduction or distribution is prohibited without permission.
http://www.nrn.com/
Norman Brinker and Donald T. Phillips, Summit Publishing Group, 1 Arlington Center, 112 E. Copeland Road, Arlington, Texas 76011, (800) 875-3346, 203 pages, $24.95.
Brinker, chairman of Brinker International, teamed up with co-author Phillips, author of "Lincoln on Leadership," to tell how he survived a near-fatal accident. He applied the principles that guided him in building his restaurant chains to his own recovery from a traumatic polo accident. He grew some of the most successful restaurant chains in America: Chili's Steak & Ale, Bennigan's, Romano's Macaroni Grill, Cozymel's and On the Border.
In a time of downsizing corporate America, Brinker's philosophy of how to succeed is especially relevant. This is a Horatio Alger-esque account of Brinker's remarkable odyssey from poor New Mexico farm boy to the chairmanship of a billion-dollar company.
The focus here is on Brinker's determination to recover from a "decerebrate rigidity" that left him with a paralyzed arm and leg after he fell from a horse in an ill-fated polo match in January 1993. The prognosis was bleak, but he mapped out his own recovery just as he had his game plan for building a restaurant empire.
The book provides a backward glance at Brinker's boyhood during the Great Depression. His parents could not afford to buy him a horse, so young Brinker earned the money himself. By the time he was 14, he had saved $1,300 and bought his own horse. It was the beginning of a lifelong passion that propelled him to the 1952 Olympic Games.
Brinker's adult life was not without heartbreak. We are told how he lost his first wife, Maureen Connolly Brinker, the tennis champion, and stood by his second wife, Nancy Goodman Brinker, in her successful battle against breast cancer.
Operators will be wise to follow Brinker's corporate credo: One should begin every endeavor with the end in mind, set goals and be persistent in achieving them and "create and maintain a culture that is `can-do,' enthusiastic and enjoyable."
"On the Brink" is must reading for all restaurateurs.
Source Citation (MLA 8th Edition)
Schrader, Michael. "On the Brink: The Life and Leadership of Norman Brinker." Nation's Restaurant News, 15 July 1996, p. 96. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA18480207&it=r&asid=324b537b332e0bf0422bb9d44df9f7ca. Accessed 4 July 2017.
Gale Document Number: GALE|A18480207
Lincoln on Leadership: Executive Strategies for Tough Times
Aaron L. Lykling
(June 2013): p36.
Copyright: COPYRIGHT 2013 Judge Advocate General's School
http://www.loc.gov/rr/frd/Military_Law/Army_Lawyer.html
Abraham Lincoln was the essence of leadership. (2)
I. Introduction
Abraham Lincoln became president during the darkest hour of the nation's history. Seven states had already seceded from the Union when Lincoln took office on March 4, 1861. (3) Just six weeks later, the Confederates fired the first shot of the Civil War at Fort Sumter. (4) Lincoln inherited a political nightmare from his feckless predecessor, James Buchanan, and public confidence in the new president was low. (5) Although Lincoln's legacy of leadership is firmly cemented today, his contemporaries widely regarded him as a "second-rate country lawyer." (6) In the end, of course, Lincoln silenced his critics by saving the Union and paving the way for the abolition of slavery. What lessons can today's leaders learn from our sixteenth president?
In Lincoln on Leadership: Executive Strategies for Tough Times, Donald T. Phillips asserts that "Lincoln can be looked to as the ideal model for desirable, effective leadership." (7) Phillips validates this claim by skillfully extracting Lincoln's enduring leadership principles for the benefit of today's leaders. (8)
At the outset, Phillips identifies a recurring problem in leadership literature: "Since leadership principles are usually expressed rather abstractly, there is a great need for simple, concrete illustrations. Tangible examples make the difference; people relate to them." (9) Phillips succeeds in avoiding the abstract, illuminating Lincoln's leadership genius through the lens of the president's own words and experiences in office. (10) Phillips ultimately distills fifteen leadership lessons from his exhaustive survey of Lincoln. He logically organizes the lessons into four categories: People, Character, Endeavor, and Communication. (11) Fortunately, Lincoln on Leadership is more than just a laundry list of platitudes. (12) The book is a captivating account of the timeless leadership principles of our greatest president. The only significant flaw is Phillips's apparent inability to criticize Lincoln.
Although Phillips targets his message toward business leaders, (13) he delivers invaluable insights for military leaders as well. The Army's current leadership doctrine, set forth in Army Doctrine Reference Publication (ADRP) 6-22, states that "an ideal Army leader has strong intellect, physical presence, professional competence, high moral character, and serves as a role model." (14) Remarkably, Lincoln displayed all these qualities as commander-in-chief, despite having no prior military or executive experience. (15) Military leaders will undoubtedly further their quest for selfimprovement (16) by studying Lincoln's leadership principles.
While all of the principles are noteworthy, two of them stand out. The first principle, "Get Out of the Office and Circulate Among the Troops," is more of a reminder than a revelation. Nevertheless, through Lincoln's actions, Phillips usefully reiterates the importance of a practice to which military leaders sometimes only pay lip service. The second principle, "Encourage Innovation," offers an intriguing parallel to the burgeoning concept of "adaptive leadership." (17) Former Secretary of the Army Francis Harvey described the necessity of adaptive leaders as follows: \
Army leaders in this century need to be
pentathletes, multi-skilled leaders who can
thrive in uncertain and complex operating
environments ... innovative and adaptive
leaders who are expert in the art and
science of the profession of arms. The
Army needs leaders who are decisive,
innovative, adaptive, culturally astute,
effective communicators, and dedicated to
life-long learning. (18)
Although Phillips never explicitly refers to Lincoln as an "adaptive" leader, he communicates the same idea throughout the book. Indeed, the ability to adapt is the defining characteristic of Lincoln's leadership. He thrived on chaos. (19)
II. Face Time Matters
Phillips does not rank order Lincoln's leadership principles, but he unwittingly begins the book with one of the most vital principles for military leaders: "Get Out of the Office and Circulate Among the Troops." (20) While the importance of this command should be self-evident, military leaders often neglect to interact with their subordinates, a phenomenon that tends to increase with rank. Phillips shows how Lincoln's regular practice of visiting the troops paid enormous dividends.
During the Civil War, Lincoln spent much of his time away from the White House visiting troops. (21) Simply put, he went where they were--no matter how dangerous the location. (22) Lincoln's "roving leadership style" (23) served multiple purposes. First, he used the visits to show the troops that he valued their sacrifice for shouldering "the hardest work in support of the government." (24) Second, the trips allowed Lincoln to check the pulse of the troops and to hear their unvarnished opinions. (25) By soliciting the Soldiers' feedback, Lincoln showed his commitment to them and gained their trust. Finally, Lincoln used the visits to gather facts and to educate himself about military operations. (26) As a Washington outsider with no prior military experience, Lincoln "realized that people were a major source of information and that to be a good leader he had to stay close to them." (27)
Lincoln demanded that his generals stay close to their subordinates as well. General John Fremont learned this lesson the hard way when Lincoln relieved him of command in October 1861. Although Fremont had many flaws, Lincoln believed that "[h]is cardinal mistake is that he isolates himself, and allows nobody to see him; and by which he does not know what is going on in the very manner he is dealing with." (28)
Lincoln's habit of spending time with the troops directly applies to contemporary military leaders at all echelons. This principle is enshrined in Army leadership doctrine, albeit imperfectly. Army Doctrine Reference Publication 6-22, Army Leadership, outlines three levels of leadership: "direct, organizational, and strategic." (29) Direct leadership is "face-to-face or first-line leadership" that generally occurs at the company level and below. (30) Organizational leadership occurs "at the battalion through corps levels." (31) Finally, strategic leaders "are responsible for large organizations and influence several thousand to hundreds of thousands of people. They establish force structure, allocate resources, communicate strategic vision, and prepare their commands and the Army as a whole for their future roles." (32)
Surprisingly, the organizational level of leadership is the only one that stresses Lincoln's practice of circulating among the troops. (33) Army Doctrine Reference Publication 622 states that "[g]etting out of the office and visiting remote parts of their organizations is important for organizational leaders." (34) However, the Army's rationale for this practice is incomplete. The publication advises that organizational leaders should observe their subordinates "to verify if their staff's reports and briefings match their own perceptions of the organization's progress toward mission accomplishment." (35) Thus, Army doctrine largely regards troop visits as a means to verify processes rather than to understand people.
Lincoln's approach provides a stark contrast. He had several reasons for visiting the troops, but one reason was paramount: to motivate them and express his appreciation for their hard work. (36) Army doctrine defines leadership as "the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization." (37) Lincoln recognized that to influence people, a leader must first understand them. He had little formal education, but he had a lot of common sense.
Strategic leaders will benefit most from applying this principle, since they are most prone to violate it. These leaders "have very few opportunities to visit the lowest-level organizations of their commands." (38) However, Lincoln created opportunities. He showed that "by entering your subordinate's environment ... you create a sense of commitment, collaboration, and community." (39) Leaders at all levels need to make time for this endeavor, but it is especially important for strategic leaders, since their decisions impact so many people. (40) Lincoln validated the utility of "roving leadership" (41) at the highest level of command. His example is a strong reminder of the importance of circulating among the troops.
III. Lincoln on Adaptive Leadership
Lincoln on Leadership also provides food for thought in regards to "adaptive leadership," (42) an increasingly significant component of Army leadership and operational doctrine. (43) Chairman of the Joint Chiefs of Staff, General Martin Dempsey, considers the development of adaptive and agile leaders "the number-one imperative for the continued health of our profession." (44) During his tenure as TRADOC commander, General Dempsey "launched a campaign of learning for our Army to consider how we learn and adapt to meet the challenges of the 21st century security environment." (45) He explained, "It should be clear to all after more than nine years of conflict that the development of adaptive leaders who are comfortable operating in ambiguity and complexity will increasingly be our competitive advantage against future threats to our nation." (46) Amazingly,
Lincoln echoed this strategic imperative 150 years earlier: "The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew." (47) Although Phillips never attempts to articulate a unifying theme to Lincoln's leadership, one theme does resonate throughout the book: Lincoln was adaptive. The book is replete with examples of this trait.
To illustrate, in the chapter, "Encourage Innovation," Phillips discusses how the nation's military was completely unprepared to suppress an insurrection at the outset of the Civil War. (48) Lincoln had to adapt the force quickly to modernize its weaponry, so he embraced "an atmosphere of entrepreneurship that fostered innovative techniques." (49) Lincoln was essentially a "one-man research and development department," personally reviewing dozens of technology demonstrations. (50) The project paid off, resulting in the development of hot-air reconnaissance balloons, pontoon bridges, ironclad ships, and, most importantly, reliable breech-loading rifles. (51)
Lincoln's leadership style was fundamentally agile and adaptive. (52) He described his philosophy to Horace Greeley in 1862:
I shall do less whenever I shall believe
what I am doing hurts the cause, and I
shall do more whenever I shall believe
doing more will help the cause. I shall try
to correct errors when shown to be errors;
and I shall adopt new views so fast as they
shall appear to be true views. (53)
Phillips ably demonstrates how Lincoln was "consistent yet flexible" (54)--he was consistent in his treatment of subordinates and management of government, but he always left "an opportunity for a change of mind" in other respects. (55) In short, when the situation demanded it, Lincoln adapted. (56) He personified agile and adaptive leadership.
IV. No One Is Perfect
One of the book's few shortcomings involves Phillips's inability to find fault in his subject. Ironically, Phillips himself succumbs to the "Lincoln Myth"--the notion that Lincoln's extraordinary exploits, and eventual assassination, "bestowed on him a certain amount of saintly virtue." (57) The tendency to view Lincoln through rose-colored glasses is understandable, but even Lincoln had flaws. The most glaring example is his weakness as a talent evaluator; specifically, his protracted failure to appoint an effective commander during the Civil War. Lincoln famously fired several inept generals before finally settling on Ulysses S. Grant. (58) Phillips casts this debacle as a success, suggesting that Lincoln's perseverance in finding the right commander is a virtue. (59) The better conclusion is that Lincoln lacked military experience and struggled mightily to find the right person for the job. Theodore Roosevelt said, "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." (60) Lincoln fell short in this regard, and Phillips does the reader a disservice by glossing over this flaw.
V. Concluding Thoughts
Lincoln on Leadership ultimately succeeds in its aim to harvest the leadership lessons of Lincoln's past for present-day executives and officers. Phillips is an able storyteller, and his book is succinct and easy to read. Twenty years after its release, Lincoln on Leadership still stands out from the pack in the popular historical leadership genre. Military, business, and political leaders would be wise to read this book and apply Lincoln's strategies for success. For, as Phillips observes, "it is only by examining individuals such as Abraham Lincoln that we can ever hope to understand how effective leadership works." (61)
(1) Donald T. Phillips, Lincoln on Leadership: Executive Strategies for Tough Times (1992).
(2) Id. at 173.
(3) Id. at 7.
(4) Mark Collins Jenkins, Fort Sumter: How the Civil War Began With a Bloodless Battle, NAT'L GEOGRAPHIC DAILY NEWS (Apr. 12, 2011), http://news.nationalgeographic.com/news/2011/04/110412-fort-sumter-civil -war-nation-150th-anniversary-first-battle/ (last visited May 17, 2013).
(5) PHILLIPS, supra note 1, at 7-8.
(6) Id. at 8.
(7) Id. at 172.
(8) Incidentally, Phillips's book apparently ignited the genre of historical leadership. These books draw on examples from the past to identify leadership lessons for the present reader. Even the titles usually mimic Phillips's format. See, e.g., ALAN AXELROD, EISENHOWER ON LEADERSHIP: IKE'S ENDURING LESSONS IN TOTAL VICTORY MANAGEMENT (2006); STEVEN HAYWARD, CHURCHILL ON LEADERSHIP: EXECUTIVE SUCCESS IN THE FACE OF ADVERSITY (1998); STEWARD HUSTED, GEORGE C. MARSHALL: THE RUBRICS OF LEADERSHIP (2006); JAMES REES, GEORGE WASHINGTON'S LEADERSHIP LESSONS: WHAT THE FATHER OF OUR COUNTRY CAN TEACH US ABOUT EFFECTIVE LEADERSHIP AND CHARACTER (2007); JAMES STROCK, THEODORE ROOSEVELT ON LEADERSHIP: EXECUTIVE LESSONS FROM THE BULLY PULPIT (2003).
(9) PHILLIPS, supra note 1, at xii. Phillips's assessment is accurate. A recent example from this genre that effectively employs tangible examples to illustrate leadership principles is General (Retired) Colin Powell's book, It Worked for Me: In Life and Leadership.
(10) Id. at xii. Phillips relies on primary sources when possible, such as Lincoln's personal writings. Although he frequently cites secondary sources, he acknowledges the inherent limitations they present in regards to the authenticity of Lincoln's quotations. Id.
(11) Here is the complete list: Part I--People: Get Out of the Office and Circulate Among the Troops; Build Strong Alliances; and Persuade Rather Than Coerce. Part II--Character: Honesty and Integrity Are the Best Policies; Never Act Out of Vengeance or Spite; Have the Courage to Handle Unjust Criticism; and Be a Master of Paradox. Part III--Endeavor: Exercise a Strong Hand--Be Decisive; Lead by Being Led; Set Goals and Be Results Oriented; Keep Searching Until You Find Your Grant; and Encourage Innovation. Part IV--Communication: Master the Art of Public Speaking; Influence People Through Convention and Storytelling; and Preach a Vision and Continually Reaffirm It.
(12) See, e.g., KEVIN EIKENBERRY, REMARKABLE LEADERSHIP: UNLEASHING YOUR LEADERSHIP POTENTIAL ONE SKILL AT A TIME (2007); JOHN MAXWELL, LEADERSHIP 101: WHAT EVERY LEADER NEEDS TO KNOW (2002).
(13) See PHILLIPS, supra note 1, at 9.
(14) U.S. DEP'T OF ARMY, DOCTRINE REFERENCE PUB. 6-22, ARMY LEADERSHIP, at v (1 Aug. 2012) (C1, 10 Sept. 2012) [hereinafter ADRP 622]. Two of Lincoln's leadership principles, "Get Out of the Office and Circulate Among the Troops" and "Honesty and Integrity Are the Best Policies," mirror the Army ideals of "physical presence" and "high moral character."
(15) Phillips, supra note 1, at 8.
(16) See, e.g., ARDP 6-22, supra note 14, para. 7-4 ("Self-improvement requires self-awareness and leads to new skills necessary to adapt to changes in the leadership environment."). Lincoln always sought improvement. His contemporary, Horace Greeley, described the result of his efforts as follows: "There was probably no year of his life when he was not a wiser, cooler, and better man than he had been the year preceding." Phillips, supra note 1, at 171.
(17) As one commentator recently observed: "Today's Army leaders have accepted adaptive leadership as a practice and a methodology, integrating it into the way we train leaders to meet the challenges of the contemporary operating environment." William J. Cojocar, Adaptive Leadership in the Military Decision Making Process, MIL. REV., Nov.-Dec. 2011, at 29, available at http://usacac.army.mi./CAC2/MilitaryReviewe/Archives/ English/MilitaryReview_20111231_art008.pdf. See also Major Sonise Lumbaca, AWG Program Reinforces Adaptive Mindsets, Builds Adaptive Army Leaders, U.S. ARMY HOMEPAGE (Mar. 2, 2012), http://www.army.mil/article/74951/ (last visited May 17, 2013) (describing the Asymmetric Warfare Group's Asymmetric Warfare Adaptive Leader Program, a ten-day course "designed to enhance adaptability in leaders and promote innovative solutions in training").
(18) PHILLIPS, supra note 1, at 23. The inglorious end of Secretary Harvey's career does not diminish the force of this quotation. See, e.g., Thomas E. Ricks & Ann Scott Tyson, Defense Secretary Sends Stern Message About Accountability, Wash. Post, Mar. 3 2007, at A8, available at http://www.washingtonpost.com/wp-dyn/content/article/2007/03/02/AR200 7030201432.html (discussing the firing of Secretary Harvey in relation to the scandal over the poor treatment of outpatient Soldiers at Walter Reed Army Medical Center).
(19) See, e.g., PHILLIPS, supra note 1, at 139 (noting how Lincoln's leadership philosophy dovetails with the innovative and adaptive leadership model propounded by Tom Peters in his 1987 book, Thriving on Chaos).
(20) Id. at 13.
(21) Id. at 22. Phillips includes a chart that depicts, by month, the staggering number of days that Lincoln was away from the White House during his first term. Id. at 23. In 1861, he actually "spent more time out of the White House than he did in it." Id. at 19. When Lincoln was in Washington, he followed an unprecedented "open-door" policy, regularly meeting with virtually anyone that came to the White House. Id. at 15-18.
(22) Id. at 14. Lincoln occasionally "went to the field to observe or take charge of several battle situations himself, coming under fire at least once (one of the few American presidents to do so while in office)." Id.; see also id. at 120 (describing Lincoln's personal direction of the attack on Norfolk, Virginia, in early May 1862).
(23) Id. at 22.
(24) Id. at 19-20.
(25) Id. at 21. As Phillips put it, Lincoln wanted "honest talk with honest people." Id.
(26) Id. at 13-15.
(27) Id. at 15.
(28) Id. at 14.
(29) ADRP 6-22, supra note 14, para. 2-24.
(30) Id. para 2-28.
(31) Id. para 2-32.
(32) Id. para 2-35.
(33) In fairness, the definition of "direct leadership" in ADRP 6-22 implies that direct leaders will necessarily abide by this principle because of the relatively small size of their units. See id. para. 2-28.
(34) Id. para. 2-34.
(35) Id.
(36) See Phillips, supra note 1, at 19-20.
(37) ADRP 6-22, supra note 14, para. 1-1.
(38) U.S. Dep't of Army, Field Manual 6-22, Army Leadership: Competent, Confident, and Agile para. 3-47 (12 Oct. 2006).
(39) Phillips, supra note 1, at 25.
(40) ADRP 6-22, supra note 14, para. 2-38.
(41) Phillips, supra note 1, at 22.
(42) Harvard lecturer Ronald Heifetz conceived the theory of adaptive leadership in the early 1990s. See Ronald A. Heifetz, Leadership Without Easy Answers (1994).
(43) See generally ADRP 6-22, supra note 14, para. 8-11 (underscoring the importance of adaptability); General Martin K. Dempsey, Driving Change Through a Campaign of Learning, Army Mag., Oct. 2010, at 68, available at http://www.ausa.org/publications/armymagazine/archive/2010/10/Documents/Dempsey_1010.pdf (discussing the "major shift in how to develop adaptive leaders through the introduction of design" into Field Manual 5-0, The Operations Process). This article is one of six that General Dempsey authored in his "Campaign of Learning" series in Army Magazine.
(44) General Martin K. Dempsey, Leader Development, Army Mag., Feb. 2001, at 28, available at http://www.ausa.org/publications/armymagazine/ archive/2011/2/Documents/Dempsey_0211.pdf .
(45) General Martin K. Dempsey, A Dialogue About Our Army: A Campaign of Learning to Achieve Institutional Adaptation, Army Mag., Nov. 2010, at 34, available at http://www.ausa.org/publications/armymagazine/archive/ 2010/11/Documents/Dempsey_1110.pdf.
(46) Dempsey, supra note 45, at 26. Cf. Lieutenant Colonel Paul Yingling, A Failure of Generalship, Armed Forces J., May 2007, available at http://www.armedforcesjournal.com/2007/05/2635198/ (arguing that "America's generals failed to adapt to the demands of counterinsurgency" in Iraq, and calling for Congress to "change the officer promotion system in ways that reward adaptation and intellectual achievement.").
(47) Phillips, supra note 1, at 7, 137.
(48) See id. at 137.
(49) Id.
(50) Id. at 140.
(51) Id. at 140-41.
(52) See generally id. at 87-92 (providing numerous examples of Lincoln's adaptive leadership, including his unprecedented expansion of presidential war power, enactment of conscription, wholesale reorganization of the military command system, and issuance of the Emancipation Proclamation).
(53) Id. at 78-79.
(54) Id. at 79.
(55) Id. at 78.
(56) See, e.g., ADRP 6-22, supra note 14, para. 8-11 ("The leader must be prepared to replace portions of the original plan with new ideas and initiatives. Leaders must have the confidence and resilience to fight through setbacks, staying focused on the mission and the intent two levels up. Leaders preserve freedom of action by adapting to changing situations.").
(57) Phillips, supra note 1, at 76.
(58) See id. at 115-23 (describing Lincoln's legendary struggles with his commanders).
(59) See id. at 130-35.
(60) Roy B. Zuck, The Speaker's Quote Book 295 (2009). Phillips lauds President Lincoln as a "hands-on" leader. Phillips, supra note 1, at 24. However, Lincoln also had a penchant for micromanaging his generals. See id. at 31-32 (describing Lincoln's "fatherly advice" and frequent visits to General George McClellan).
(61) Phillips, supra note 1, at 4.
Reviewed by Aaron L. Lykling *
Abraham Lincoln was the essence of leadership. (2)
* Judge Advocate, U.S. Army. Presently assigned as Military Personnel Law Attorney, Administrative Law Division, Office of the Judge Advocate General, U.S. Army, Washington, D.C.
Lykling, Aaron L.
Source Citation (MLA 8th Edition)
Lykling, Aaron L. "Lincoln on Leadership: Executive Strategies for Tough Times." Army Lawyer, June 2013, p. 36+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA348874931&it=r&asid=6e91a7564991e2c38484b74ad107d7ee. Accessed 4 July 2017.
Gale Document Number: GALE|A348874931
The Architecture of Leadership
Michael A. Marsicek
25.1 (Spring 2011): p117.
Copyright: COPYRIGHT 2011 Air Force Research Institute
http://www.airpower.maxwell.af.mil/
The Architecture of Leadership by Donald T. Phillips and Adm James M. Loy, USCG, Retired. Naval Institute Press (http://wvww.usni.org /navalinstitutepress/index.asp), 291 Wood Road, Annapolis, Maryland 21402, 2008, 96 pages, $16.95 (softcover), ISBN 978-1-59114-474-8.
Preparation equals performance. Those three words form the basis of The Architecture of Leadership and provide the reader with a primer on how to become a better leader. A quick read, this book uses the basic tenets of architecture to describe how leadership can be built from the ground up, much like building a house. The authors begin with a foundation based on character and values that leaders tend to display. They then move to laying down a floor, highlighting a drive to achieve while tempering that drive with a capacity to care. The framework of their house is built from a series of innate traits exhibited by those who tend to take on the leadership mantle. Filling in this framework is a list of acquired skills necessary in completing the "house." Covering this framework is the ceiling of opportunity--the architecture of the house is of no value unless the leader has the opportunity to tie everything together. Finally, the author's research culminates with the roof of the house, signifying performance, bringing all the components together and succeeding where others may have failed.
Although this sounds like it could be a rather dry read, the authors do an excellent job of weaving throughout the book historical examples of past great leaders who have exemplified a particular trait or ability. All of the chapters include interesting and enjoyable highlights in the form of quotations attributed to those leaders, each of which has relevance to its own chapter and connects to the others. One of my favorites is from Adm Grace Hopper: "You manage things, you lead people." How many people reading this review have felt they were subject to just the opposite kind of leader? The book culminates in a story about the US Coast Guard's response to Hurricane Katrina and the ways that response demonstrated successful application of the myriad facets comprising leadership found in The Architecture of Leadership.
Donald T. Phillips and Adm James M. Loy are both eminently qualified to speak on the topic of leadership. Phillips has published numerous books on leadership, perhaps best known for Lincoln on Leadership: Executive Strategies for Tough Times (Warner Books, 1992), a staple of professional military education for years. Admiral Loy has practical experience as a leader, having served more than 45 years in federal service and reaching the pinnacle of his military service as commandant of the Coast Guard. He also served as deputy secretary for the Department of Homeland Security and has spoken extensively about leadership.
Well laid out, the book follows a logical sequence that anyone can relate to: the building of a house. The chapters walk readers rapidly through the book, and it is over before they even realize it. One can almost describe the book as a checklist of those traits that a leader can work on to help create a recipe for success. The examples relate well to the topic at hand and offer the reader a glimpse into past decisions made by other great leaders worthy of emulation. Straightforward and effective in scope and applicability, The Architecture of Leadership has great relevance to leaders from all sectors of society, not just the military. Another must-have for any library, it provides a solid foundation for effective leadership that public, private, and nonprofit leaders will benefit from enormously.
Maj Michael A. Marsicek, USAF
Hill AFB, Utah
Marsicek, Michael A.
Source Citation (MLA 8th Edition)
Marsicek, Michael A. "The Architecture of Leadership." Air & Space Power Journal, Spring 2011, p. 117+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA251535825&it=r&asid=7699db9caf63698978077453b39d2456. Accessed 4 July 2017.
Gale Document Number: GALE|A251535825
The Architecture of Leadership: Preparation Equals Performance
Golda Eldridge
57.2 (Summer 2010): p54.
Copyright: COPYRIGHT 2010 Air Force Historical Foundation
http://home.earthlink.net/~afhf
The Architecture of Leadership: Preparation Equals Performance. By Donald T. Phillips and ADM James M. Loy, USCG (Ret). Annapolis, Md.: Naval Institute Press, 2008. Diagrams. Illustrations. Photographs. Index. Pp. x, 102. $16.95 ISBN: 978-1-59114-474-8
The Architecture of Leadership brings together world-renowned author on leadership, Donald Phillips, (Lincoln on Leadership) and former Commandant of the Coast Guard and Deputy Secretary of Homeland Security, James Loy, in a collaboration to write a simple, yet informative, book on leadership. Phillips is not an academic, but his insights and engaging prose have made him a popular author on the subject. Admiral Loy brings a wealth of firsthand experience gained in a lifetime of service in both the Coast Guard and Homeland Security.
The book does not offer a groundbreaking new theory of leadership, nor does it claim to be the final word on the subject. The essence of this slim volume is a message to would-be leaders that preparation equals performance. The authors base their approach on the acceptance of certain fundamental concepts. The first of these is that leadership can be learned. This learning takes the form of experience and study, and it is only through the combination of both that the best leaders achieve greatness. The second, and equally important, assumption is that leadership is not about coercion; it is about motivation. With this focus they describe and illustrate the traits they feel central to effective leadership.
Phillips and Loy use an architectural construct to provide a framework showing how their various elements of leadership connect to and affect each other. They start with the foundation and build through the floor to the framework then the ceiling and finally the roof. This approach provides a clear and easily followed pattern showing the progression of one element to the next and their interdependence.
This book is not an in-depth discussion of theory or an attempt to glean new lessons from the rapidly changing circumstances of the modern world. Rather, it is a primer best suited to an entry-level discussion of leadership, its critical elements, and how one can work to improve his or her own leadership abilities. The authors provide a liberal dose of anecdotes and stories from history ranging from the Revolution to Hurricane Katrina to illustrate their points. Many of these stories are familiar, but they add perspective and make the book a quick and enjoyable read.
This book is not going to be the final word on leadership. But, as a companion volume to leadership training or a primer for those interested in learning more about how they might become better leaders, it is very useful. About the only criticism is its lack of a bibliography or suggested list for further reading. It is obvious the authors are widely read on the subject, and their recommendations on good books for further study would be very useful. Despite this minor flaw this is a useful and worthwhile book.
Lt. Col. Golda Eldridge, Commander, AFROTC Det. 845, Texas Christian University
Eldridge, Golda
Source Citation (MLA 8th Edition)
Eldridge, Golda. "The Architecture of Leadership: Preparation Equals Performance." Air Power History, vol. 57, no. 2, 2010, p. 54+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA232177539&it=r&asid=e44ffdc8354780b7c00c52282237de7a. Accessed 4 July 2017.
Gale Document Number: GALE|A232177539
Phillips, Donald T., and James M. Loy. Character in Action: the U.S. Coast Guard on Leadership
Laura Miller
57 (Autumn 2004): p166.
Copyright: COPYRIGHT 2004 U.S. Naval War College
http://www.nwc.navy.mil/press
Phillips, Donald T., and James M. Loy. Character in Action: The U.S. Coast Guard on Leadership. Annapolis, Md.: Naval Institute Press, 2003. 178pp. $22.50
According to the opening chapter, the Coast Guard manages to achieve a complex mission on an annual budget that is smaller than 2 percent of all the other services' combined budgets. Phillips and Loy identify a twelve-part mission that includes responsibilities ranging from boating safety to homeland defense. Thus they argue that the Coast Guard provides a valuable case study for leading a complex organization be cause it achieves so much with limited funds.
Using a variety of approaches, including historical examples, anecdotes, and organizational philosophy, Phillips and Loy illustrate sixteen principles that they believe are foundations for a well run organization. For example, the first principle they posit is "define the culture and live the values." By discussing exactly how the Coast Guard achieves this goal, they then set forth how this principle can also be successfully implemented by other organizations.
The authors are uniquely positioned to examine Coast Guard leadership. Donald Phillips has written ten books on leadership, including the best-selling Lincoln on Leadership (Simon and Schuster, 1992), and spent twenty-five years as a manager in major corporations. After graduating from the Coast Guard Academy in 1964, coauthor Admiral lames Loy served in the Coast Guard for over thirty years, culminating in four years as commandant. Upon his retirement in 2003, he assumed the post of administrator of the Transportation Security Administration.
Overall, this book has many points to recommend it. Unlike many management books, this one is written in an easy-to-read fashion. The aforementioned sixteen principles are grouped into four parts: Set the Foundation, Focus on People, Instill a Bias for Action, and Ensure the Future. Readers can thus focus on groups of principles that are of specific importance or interest in their own organization. In addition, while leaders may be reluctant to read a management book that discusses "sea stories" over the latest theories, the authors do an excellent job of linking the Coast Guard experience to leadership and management principles. Every chapter closes with a summary of the important leadership points behind each principle.
The leadership principles presented here will resonate with federal civilian and military managers alike as many relate to issues they currently face. The chapters that cover "Promoting Team over Self' and "Instilling a Commitment for Action" in part 1 will assist those federal leaders who work in a team environment. In part 2, "Focus on People," there are discussions of such principles as "Eliminating the Frozen Middle," "Cultivating Caring Relationships," and "Creating an Effective Communication System." The Coast Guard experience in this area may be a source of ideas to federal leaders who are currently struggling with workforce planning issues such as recruitment, retention, and motivating a large population that is or soon will be retirement eligible. Part 3, "Instill a Bias for Action," also proves helpful in thinking about current issues. For instance, chapter 12's "Give the Field Priority" will provide ideas to both military leaders working to implement network-centric warfare and a State Department leader working to improve communication between Washington and the field. Other chapters in this section, "Make Change the Norm" or "Encouraging Decisiveness," may seem self-evident, but they are actually cultural changes needed to bring the federal workforce into the twenty-first century. Lastly, part 4's discussion of "Ensure the Future" may also seem obvious, but a recent management survey noted that most workers want to hear "thank you" above all other rewards. Chapters on topics of "Spotlighting Excellence" are also important reads.
Character in Action does have some limitations. Due to a publication date that preceded the Coast Guard's merger into the Department of Homeland Security, readers may find themselves wondering if the book's lessons still hold true. For an answer to this question, see the Spring 2004 Review article "Change and Continuity: The U.S. Coast Guard Today," by Admiral Thomas H. Collins.
LAURA MILLER
Naval War College
Miller, Laura
Source Citation (MLA 8th Edition)
Miller, Laura. "Phillips, Donald T., and James M. Loy. Character in Action: the U.S. Coast Guard on Leadership." Naval War College Review, Autumn 2004, p. 166+. General OneFile, go.galegroup.com/ps/i.do?p=ITOF&sw=w&u=schlager&v=2.1&id=GALE%7CA126316202&it=r&asid=1a4f5ebcfc90a55b98c8100a0f9002f9. Accessed 4 July 2017.
Gale Document Number: GALE|A126316202
BOOK REVIEW
Lincoln on Leadership
By Donald T. Phillips
New York, NY : Warner (1992). 188 Pages.
Reviewed by Dr. Richard Mayhue
4.1 (Spring 1993) : 116-117
Although TMSJ has never reviewed a secular book, the uniqueness of this book and its applicability to the all-too-often neglected art of leadership in ministry makes it a prime candidate for examination. Many churches appear to be microcosms of this nation's "civil war" in the 19th century, so a study of Lincoln and his responses to reunite a warring nation is appropriate in deriving principles of leadership that might bring reconciliation.
Phillips has held significant leadership positions in business and is a devoted student of Lincoln. According to him (xii), material on Lincoln's leadership style is virtually non-existent. To the best of his knowledge, his own volume, over eight years in the making, is the first book focusing exclusively on Lincoln and leadership.
Phillips builds on the landmark book Leadership written by James MacGregor Burns. Burns defined leadership in this manner:
Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations`the wants and needs, the aspirations and expectations`of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers' values and motivations.
Lincoln On Leadership divides into four parts: Part I/People, Part II/Character, Part III/Endeavor, and Part IV/Communication. Phillips writes in a direct, pithy style, primarily relying upon Lincoln's written correspondence with his political colleagues and military representatives. It deals with both the up and the down side of leadership. Phillips provides the unvarnished truth about Lincoln's dealings with a wide variety of people during what might be, arguably, the most tumultuous years in United States history.
Each of the fifteen chapters ends with a summary of the material under the rubric "Lincoln Principles." The book is extremely well documented and contains a helpful detailed index. Also, a sizable bibliography is available for further study.
Perhaps the reader's appetite will be whetted to purchase and devour this fine book by noting a sample from the final two paragraphs:
It was Abraham Lincoln who, during the most difficult period in the nations's history, almost single-handedly preserved the American concept of government. Had he not been the leader that he was, secession in 1860 could have led to further partitioning of the country into an infinite number of smaller, separate pieces, some retaining slavery, some not. He accomplished this task with a naturalness and intuitiveness in leading people that was at least a century ahead of his time.
Lincoln knew that true leadership is often realized by exerting quiet and subtle influence on a day-to-day basis, by frequently seeing followers and other people face to face. He treated everyone with the same courtesy and respect, whether they were kings or commoners. He lifted people out of their everyday selves and into a higher level of performance, achievement, and awareness. He obtained extraordinary results from ordinary people by instilling purpose in their endeavors. He was open, civil, tolerant, and fair, and he maintained a respect for the dignity of all people at all times. Lincoln's attitude and behavior as president of the United States essentially characterized the process that symbolizes acceptable and decent relations among human beings. Abraham Lincoln was the essence of leadership (172-73).
Book Review: Lincoln On Leadership
Posted on February 29, 2016 by nathanalbright
Lincoln On Leadership: Executive Strategies For Tough Times, by Donald t. Phillips
I snagged this book, along with a few other ones, on a recent trip to a Gig Harbor independent bookstore that led at least one of my friends to joke that I single-handedly helped increase book sales for the first time in almost a decade. This particular book is the sort of material that reminds me of my own studies for my first master’s degree, in Engineering Management, mixed with my longtime interest in Lincoln studies [1] and political and military history. As many of my friends would say, this is a Nathanish book. More than that, though, this book has a larger importance as well, given the fact that before one even gets to reading the book there are pages of praise from various political and cultural leaders, and a comment from the author that at the time this book was written in the early 1990’s, there was a dearth of books about the leadership of Abraham Lincoln. It is likely that the success of this book alerted others to the field, and led to a proliferation of books written about the subject as well as about every other subject even remotely relating to Abraham Lincoln. Nevertheless, this book remains a good book despite being almost twenty-five years old, largely because it meets the needs of an executive who would want to apply the techniques of Abraham Lincoln during his presidency.
In terms of its contents, this book is straightforward and concise in the best way. At under 200 pages, the book contains fifteen chapters in four parts. The first part deals with people and has chapters on management by wandering around (MBWA as it is known in management jargon), building strong alliances, and using persuasion rather than coercion. The second part, which looks at character, has chapters on honesty and integrity, the avoidance of acting out of vengeance or spite, developing the courage to handle unjust criticism, as Abraham Lincoln most surely did, and being a master of paradox. The third part, dealing with endeavoring, has chapters on being decisive, leading by allowing great flexibility to subordinates, setting goals and being results-oriented, being persistent in searching for able subordinates, and encouraging innovation. The fourth and final part deals with communication, including chapters on public speaking, influencing people through storytelling and conversation, and continually preaching a consistent vision. The book has an adequate notes section, surprising for a book like this designed for a mass market among a target audience not known for having the patience to read books even as concise as this one, The chapters themselves begin with a useful Lincoln quote, manage to be filled far more with Lincoln’s words than typical management jargon, and end with sound principles taken from Lincoln’s experience, often in his own words. If one is interested in leadership theory and is willing to take lessons from our greatest president, this is a wonderful book.
Nevertheless, reading this book gave me a flashback to my own experience as a graduate student, which was somewhat melancholy. This is precisely the sort of book that is likely to be praised by many, read by more than a few, but consistently followed by very few. The reason for this is not hard to explain. None of the principles in this book are very complicated–most of them could be found by a reasonably curious person reading the Bible, or by someone who went to any competent graduate program in management of any kind that can be found throughout the Western world. None of the concepts of this book are particularly difficult to understand on an intellectual level, and there are many books that address the topics in great detail. Yet they, like any good practices, are hard to follow because they cut against various human tendencies that happen to be particularly heavy among leaders–laziness, pride, insecurity, authoritarian tendencies, poor listening skills, impatience, and the like. The adoption of the sound practices in this book do not require spending a bit more than an hour or two reading about them, but rather the difficult effort of practicing such behaviors despite their inconvenience and despite our inertial tendencies as human beings. Consider this book as wonderful reading material, but as self-help for executives, and likely no more beneficial on a practical level than other similarly skilled and eloquent appeals for personal change.