“Anyone who says they have only one life to live must not know how to read a book.” - Author Unknown
I requested Jim Collins to write foreword for my upcoming book titled, “Spot Your Leadership Style – Build Your Leadership Brand”. Jim Collins had the humility to respond to my mail. In his letter dated July 29, 2010, Jim Collins started with the quote of Winston Churchill who once said that writing a book goes through five phases. In phase one, it is a toy and an amusement, but by phase five, it is a tyrant ruling your life; and just as you are about to be reconciled to your servitude, you kill the monster and fling him to the public!
Such a personal letter from Jim Collins got me excited as he is an international author with great books like Good to Great and Built to Last. And Jim Collins’ humility made me very happy. However, he denied politely writing foreword for my book due to his upcoming book. He wished me good luck for my upcoming book.
Author and Mother
An author can be compared with a mother who conceives and undergoes lot of pressure and pleasure while carrying the child in her womb. The author conceives an idea to author a book. He finds several challenges right from inception to reality. For instance, he has to sacrifice his personal time to write book. He undergoes several trials and tribulations apart from the routine challenges to complete the book. Once the book is completed he has to search for a suitable publisher who would take the book forward. And it takes lot of time especially for budding authors. The author has to look for a suitable person to write foreword and it takes time to get approval. In addition, he has to work for endorsements from experts in the field to make sure that the book gets better visibility. It again takes times. In the meanwhile there will be challenges between the publisher and the author on various issues. There will be challenges related to time deadlines to get the endorsements for incorporating in the book. The entire process is easier said than done. The author invests his knowledge and the publisher invests money for publishing the book. There has to be right understanding and chemistry between the author and publisher. Once the book is published, it is for the readers to decide whether it is properly delivered. If readers accept, the author gets elated with his efforts.
Similarly the mother feels happy when she conceives the child initially. She undergoes lot of pressure and pleasure while carrying the child and mostly lot of pressure. At the time of delivery she undergoes lot of pain and finally she delivers the baby. The moment she sees her baby she forgets the entire pain and gets excited by seeing her baby. The author also gets excited when he first sees his book on hand. He will be happy when his book delivers the goods as per the expectations of the readers. It is a great feeling indeed for both author and mother while delivering the book and the baby.
I would like to conclude that as every mother is possessive of her baby, every author is possessive of his book.
Professor M.S.Rao
Founder and Chief Consultant,
MSR Leadership Consultants, India
Blog: http://profmsr.blogspot.com
Where Knowledge is Wealth
Email: profmsr7@gmail.com
Dear readers,
I would appreciate your comments about this article.
Thursday, December 2, 2010
Wednesday, December 1, 2010
Book Review By Professor M.S.Rao “Leadership” Authored By John C. Maxwell
“Success can be defined as the progressive realization of a predetermined goal.” – John C. Maxwell
The book titled ‘Leadership’ by John C. Maxwell is a small book that unleashes your leadership potential. It contains several leadership lessons based on the author’s personal experiences. It helps you follow your vision and bring others with you and produce a lasting legacy. It defines leadership, identifies a few traits every leader should develop, and shows the impact leadership can have on your life and the lives of those you lead. It equips you the abilities to influence and empowers others and emphasizes that leadership develops daily, not in a day.
The book is divided into three parts with a total of ten chapters. The first part deals with the development of a leader, the second part describes the traits of a leader and the third part dwells on the impact of a leader.
The book breaks the ice with the Law of the Lid that helps the people understand the value of leadership. It starts with a story where two young brothers named Dick and Maurice moved from New Hampshire to California in search of the American Dream. They were McDonald brothers who proved themselves as efficient managers but could not excel as leaders.
John C. Maxwell says that each individual influences at least ten thousand other people during their lifetime. He explains the importance of Pareto’s principal with examples. He observes that leaders tend to initiate and followers tend to react.
He compares leadership development with boxing as it needs daily preparation. He presents the brief biography of Theodore Roosevelt who was a boxer and excelled as an effective leader. As a child, he was puny and very sickly. He had debilitating asthma, possessed very poor eyesight and was painfully thin. His parents weren’t sure he would survive. He was the most flamboyant of all U.S. presidents. The author reveals that nothing was an obstacle to Roosevelt. His enthusiasm and stamina seemed boundless. As the vice presidential candidate in 1900, he gave 673 speeches and traveled 20,000 miles while campaigning for President McKinley.
He differentiates between leaders and followers as: leaders initiate while followers react; leaders lead, pick up phone and make contact while followers listen, wait for phone to ring; leaders spend time planning and anticipate problems while followers spend time living day-to-day reacting to problems; leaders invest time with people while followers spend time with people; and finally leaders fill the calendar by priorities while followers fill the calendar by requests.
A real leader knows the difference between being the boss and being a leader. The boss drives his workers while the leader coaches them; the boss depends upon authority while the leader on goodwill; the boss inspires fear while the leader inspires enthusiasm; the boss says “I” while the leader, “we” and the boss fixes the blame for the breakdown while the leader fixes the breakdown.
Although it’s true that some people are born with greater natural gifts than others, the ability to lead is really a collection of skills, nearly all of which can be learned and improved. But that process doesn’t happen overnight. Leadership is complicated. It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum timing – the list goes on.
The author reveals the interesting sociological study of Dr. Anthony Campolo in which fifty people over the age of ninety-five were asked one question: “If you could live your life over again, what would you do differently?” The three most common answers were: they would reflect more, risk more and do more things that would live on after they are dead.
The author unfolds that one of the great dreamers of the twentieth century was Walt Disney whose greatest masterpieces of vision were Disneyland and Walt Disney World. The spark for that vision came from an unexpected place. You can’t buy, beg, or borrow vision. It has to come from the inside. He further adds that the greater the vision, the more winners it has the potential to attract. The more challenging the vision, the harder the participants fight to achieve it.
Maxwell busts five myths about leadership. They are: leading and managing are one and the same; entrepreneurs are leaders; IQ is equal to leadership; one who is in front of the crowd is a leader; and finally leadership is based on position.
The author motivates the readers with examples from Mother Teresa to Diana who influenced people regardless of their backgrounds. He emphasizes that although everyone has the potential they cannot achieve in overnight. It takes regular efforts to achieve success.
He aptly illustrates that President Abraham Lincoln was a master at empowering his leaders. For example, when he appointed General Ulysses S. Grant as commander of the Union armies in 1864, he sent him this message: “I neither ask nor desire to know anything of your plans. Take the responsibility and act, and call on me for assistance. That’s the attitude you need as an empowerer.
He says that leaders who leave a legacy of succession for their organization do the following:
1. Lead the organization with a “long view”.
2. Create a leadership culture.
3. Pay the price today to assure success tomorrow.
4. Value team leadership above individual leadership.
5. Walk away from the organization with integrity.
6. Few leaders pass it on. Max Dupree, author of Leadership Is an Art, declared, “Succession is one of the key responsibilities of leadership.” Achievement comes to someone when he is able to do great things for himself. Success comes when he empowers followers to do great things with him.
Maxwell personally regrets for not leaving a good legacy when he first took leadership position in Church, at Hillham, Indiana.
Leadership Takeaways
• The higher the leadership, the greater the effectiveness.
• Leadership develops daily, not in a day.
• The first person you lead is you.
• The discipline to prioritize and the ability to work toward a stated goal are essential to a leader’s success.
• Trust is the foundation of leadership.
• You can seize only what you can see.
• The true measure of leadership is influence – nothing more, nothing less.
• Real leadership is being the person others will gladly and confidently follow.
• The act of empowering others changes lives.
• A leader’s lasting value is measured by succession.
• To reach out the highest level of effectiveness, you have to raise the lid of leadership ability.
• Successful leaders are learners. And the learning process is ongoing. A result of self-discipline and perseverance.
• No matter how gifted a leader is, his gifts will never reach their maximum potential without the application of self-discipline.
• If you know you have talent, and you’ve seen a lot of motion but little concrete results – you may lack self-discipline.
• A life in which anything goes will ultimately be a life in which nothing goes.
• Efficiency is the foundation for survival. Effectiveness is the foundation for success.
• When a leader’s character is strong, people trust him. And they trust in his ability to release their potential.
• Think about what you’d like to see change in the world around you.
• True leadership cannot be awarded, appointed, or assigned. It comes only from influence.
• Followers in voluntary organizations cannot be forced to get on board. If the leader has not influence with them, they won’t follow.
• People under the influence of an empowering person are like paper in the hands of a talented artist.
• When it comes down to it, empowering leadership is sometimes the only real advantage one organization has over another in our competitive society.
• The higher you want to climb, the more you need leadership.
• When the leader lacks confidence, the followers lack commitment.
• People don’t care how much you know until they know how much you care.
• You can love people without leading them, but you cannot lead people without loving them.
• A leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure.
• Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader.
• Your greatest joy comes from watching others grow and develop.
The author concludes the book with, “You will be judged by how well your people and your organization did after you were gone. Your lasting value will be measured by succession.”
Final Word
This book is a collection of ideas and ideals of John C. Maxwell. The language is simple and straight with illustrations of great leaders like Theodore Roosevelt, Abraham Lincoln, Roberto Goizueta, McDonald Brothers, Walt Disney and Mother Teresa. It contains pearls of wisdom in every sentence. It guides and grooves you in the right slot as an effective leader. It emphasizes that leadership develops daily, not in a day. It helps develop your leadership skills and abilities. This is a must read for all who like to grow as leaders and develop others as leaders.
Professor M.S.Rao
Founder and Chief Consultant,
MSR Leadership Consultants, India
Blog: http://profmsr.blogspot.com
Where Knowledge is Wealth
Email: profmsr7@gmail.com
Dear readers,
I would appreciate your comments about this article.
The book titled ‘Leadership’ by John C. Maxwell is a small book that unleashes your leadership potential. It contains several leadership lessons based on the author’s personal experiences. It helps you follow your vision and bring others with you and produce a lasting legacy. It defines leadership, identifies a few traits every leader should develop, and shows the impact leadership can have on your life and the lives of those you lead. It equips you the abilities to influence and empowers others and emphasizes that leadership develops daily, not in a day.
The book is divided into three parts with a total of ten chapters. The first part deals with the development of a leader, the second part describes the traits of a leader and the third part dwells on the impact of a leader.
The book breaks the ice with the Law of the Lid that helps the people understand the value of leadership. It starts with a story where two young brothers named Dick and Maurice moved from New Hampshire to California in search of the American Dream. They were McDonald brothers who proved themselves as efficient managers but could not excel as leaders.
John C. Maxwell says that each individual influences at least ten thousand other people during their lifetime. He explains the importance of Pareto’s principal with examples. He observes that leaders tend to initiate and followers tend to react.
He compares leadership development with boxing as it needs daily preparation. He presents the brief biography of Theodore Roosevelt who was a boxer and excelled as an effective leader. As a child, he was puny and very sickly. He had debilitating asthma, possessed very poor eyesight and was painfully thin. His parents weren’t sure he would survive. He was the most flamboyant of all U.S. presidents. The author reveals that nothing was an obstacle to Roosevelt. His enthusiasm and stamina seemed boundless. As the vice presidential candidate in 1900, he gave 673 speeches and traveled 20,000 miles while campaigning for President McKinley.
He differentiates between leaders and followers as: leaders initiate while followers react; leaders lead, pick up phone and make contact while followers listen, wait for phone to ring; leaders spend time planning and anticipate problems while followers spend time living day-to-day reacting to problems; leaders invest time with people while followers spend time with people; and finally leaders fill the calendar by priorities while followers fill the calendar by requests.
A real leader knows the difference between being the boss and being a leader. The boss drives his workers while the leader coaches them; the boss depends upon authority while the leader on goodwill; the boss inspires fear while the leader inspires enthusiasm; the boss says “I” while the leader, “we” and the boss fixes the blame for the breakdown while the leader fixes the breakdown.
Although it’s true that some people are born with greater natural gifts than others, the ability to lead is really a collection of skills, nearly all of which can be learned and improved. But that process doesn’t happen overnight. Leadership is complicated. It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum timing – the list goes on.
The author reveals the interesting sociological study of Dr. Anthony Campolo in which fifty people over the age of ninety-five were asked one question: “If you could live your life over again, what would you do differently?” The three most common answers were: they would reflect more, risk more and do more things that would live on after they are dead.
The author unfolds that one of the great dreamers of the twentieth century was Walt Disney whose greatest masterpieces of vision were Disneyland and Walt Disney World. The spark for that vision came from an unexpected place. You can’t buy, beg, or borrow vision. It has to come from the inside. He further adds that the greater the vision, the more winners it has the potential to attract. The more challenging the vision, the harder the participants fight to achieve it.
Maxwell busts five myths about leadership. They are: leading and managing are one and the same; entrepreneurs are leaders; IQ is equal to leadership; one who is in front of the crowd is a leader; and finally leadership is based on position.
The author motivates the readers with examples from Mother Teresa to Diana who influenced people regardless of their backgrounds. He emphasizes that although everyone has the potential they cannot achieve in overnight. It takes regular efforts to achieve success.
He aptly illustrates that President Abraham Lincoln was a master at empowering his leaders. For example, when he appointed General Ulysses S. Grant as commander of the Union armies in 1864, he sent him this message: “I neither ask nor desire to know anything of your plans. Take the responsibility and act, and call on me for assistance. That’s the attitude you need as an empowerer.
He says that leaders who leave a legacy of succession for their organization do the following:
1. Lead the organization with a “long view”.
2. Create a leadership culture.
3. Pay the price today to assure success tomorrow.
4. Value team leadership above individual leadership.
5. Walk away from the organization with integrity.
6. Few leaders pass it on. Max Dupree, author of Leadership Is an Art, declared, “Succession is one of the key responsibilities of leadership.” Achievement comes to someone when he is able to do great things for himself. Success comes when he empowers followers to do great things with him.
Maxwell personally regrets for not leaving a good legacy when he first took leadership position in Church, at Hillham, Indiana.
Leadership Takeaways
• The higher the leadership, the greater the effectiveness.
• Leadership develops daily, not in a day.
• The first person you lead is you.
• The discipline to prioritize and the ability to work toward a stated goal are essential to a leader’s success.
• Trust is the foundation of leadership.
• You can seize only what you can see.
• The true measure of leadership is influence – nothing more, nothing less.
• Real leadership is being the person others will gladly and confidently follow.
• The act of empowering others changes lives.
• A leader’s lasting value is measured by succession.
• To reach out the highest level of effectiveness, you have to raise the lid of leadership ability.
• Successful leaders are learners. And the learning process is ongoing. A result of self-discipline and perseverance.
• No matter how gifted a leader is, his gifts will never reach their maximum potential without the application of self-discipline.
• If you know you have talent, and you’ve seen a lot of motion but little concrete results – you may lack self-discipline.
• A life in which anything goes will ultimately be a life in which nothing goes.
• Efficiency is the foundation for survival. Effectiveness is the foundation for success.
• When a leader’s character is strong, people trust him. And they trust in his ability to release their potential.
• Think about what you’d like to see change in the world around you.
• True leadership cannot be awarded, appointed, or assigned. It comes only from influence.
• Followers in voluntary organizations cannot be forced to get on board. If the leader has not influence with them, they won’t follow.
• People under the influence of an empowering person are like paper in the hands of a talented artist.
• When it comes down to it, empowering leadership is sometimes the only real advantage one organization has over another in our competitive society.
• The higher you want to climb, the more you need leadership.
• When the leader lacks confidence, the followers lack commitment.
• People don’t care how much you know until they know how much you care.
• You can love people without leading them, but you cannot lead people without loving them.
• A leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure.
• Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader.
• Your greatest joy comes from watching others grow and develop.
The author concludes the book with, “You will be judged by how well your people and your organization did after you were gone. Your lasting value will be measured by succession.”
Final Word
This book is a collection of ideas and ideals of John C. Maxwell. The language is simple and straight with illustrations of great leaders like Theodore Roosevelt, Abraham Lincoln, Roberto Goizueta, McDonald Brothers, Walt Disney and Mother Teresa. It contains pearls of wisdom in every sentence. It guides and grooves you in the right slot as an effective leader. It emphasizes that leadership develops daily, not in a day. It helps develop your leadership skills and abilities. This is a must read for all who like to grow as leaders and develop others as leaders.
Professor M.S.Rao
Founder and Chief Consultant,
MSR Leadership Consultants, India
Blog: http://profmsr.blogspot.com
Where Knowledge is Wealth
Email: profmsr7@gmail.com
Dear readers,
I would appreciate your comments about this article.
Saturday, November 20, 2010
Book Review By Professor M.S.Rao “The Art of War Sun Tzu” Foreword By James Clavell
”A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” - Lao Tzu
The book titled ‘The Art of War Sun Tzu’ with foreword by James Clavell is a tiny thin book about the art of war providing leadership lessons to everybody. Sun Tzu wrote this book 2500 years ago. It contains several leadership lessons that are relevant even today and would be relevant tomorrow. The book equips you with secrets and strategies to face several challenges and succeed in this complex and competitive world. After reading this book, you will not brood about problems rather you look at the solutions to come out of the problems with flying colors.
The book contains 13 chapters outlining about laying plans; waging war; attack by stratagem; tactical dispositions; energy; weak points and strong; maneuvering; variation of tactics; the army on the march; terrain; the nine situations; the attack by fire; and the use of spies.
The book breaks the ice with ‘The art of war is of vital importance to the state. It is a matter of life and death. A road to either safety or to ruin. Hence it is a subject of enquiry which can on no account be neglected. It ends: ‘Hence it is only the enlightened ruler and the wise general who will use the highest intelligence of the army for purposes of spying, and thereby they achieve great results. Spies are a most important element in war because upon them depends an army’s ability to move.’
About Sun Tzu and Translation:
Not to have heard about Sun Tzu means not knowing anything about leadership and strategy. However, little is known of the man himself. He wrote the thirteen chapters in approximately 490 BC in the Kingdom of Wu. Sun Tzu became a general for the King of Wu in 512 BC.
In 1782 The Art of War was first translated into French by a Jesuit, Father Amiot. There is a legend that this little book was Napoleon’s key to success and his secret weapon. Certainly his battles depended upon mobility, and mobility is one of the things that Sun Tzu stresses. Certainly Napoleon used all of Sun Tzu to his own advantage to conquer most of Europe. It was only when he failed to follow Sun Tzu’s rules that he was defeated.
The Art of War was not translated into English until 1905. The first English translation was by P.F.Calthrop.
Leadership Lessons:
“The supreme act of war is to subdue the enemy without fighting ….”
The book reveals several military strategies for both offending and defending which can be applied in corporate world. Here are the hallmarks and the takeaways about the book.
• In peace prepare for war, in war prepare for peace.
• To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.
• He who wishes to fight must first count the cost, which prepares us for the discovery that the subject of the chapter is not what we might expect from the title, but is primarily a consideration of way and means.
• In war, then, let your great object be victory, not lengthy campaigns. That means, while waging war focus on war and win, not on blowing your trumpet.
• We must cause the enemy to regard our straightforward attack as one that is secretly designed, and vice versa.
• Steadily develop indirect tactics either by pounding the enemy’s flanks or falling on his rear.
• There are not more than five musical notes, yet the combination of these five give rise to more melodies than can ever be heard. There are not more than five primary colors, blue, yellow, red, white and black. There are not more than five cardinal tastes, sour, acrid, salt, sweet, bitter. Yet combinations of them yield more flavors than can ever be tasted.
• Simulated disorder postulates perfect discipline; simulated fear postulates courage; simulated weakness postulates strength.
• When two countries go to war, they are naturally inclined to make an ostentatious display of their strength.
• The clever combatant looks to the effect of combined energy, and does not require too much from individuals.
• He first of all considers the power of his army in the bulk; afterwards he takes individual talent into account, and uses each man according to his capabilities. He does not demand perfection from the untalented.
• The chief lesson is the paramount importance in war of rapid evolutions and sudden rushes. Great results can thus be achieved with small forces.
• Emerge from the void, strike at vulnerable points, shun places that are defended, attack in unexpected quarters.
• If the enemy is the invading party, we can cut his line of communications and occupy the roads by which he will have to return; if we are the invaders, we may direct our attack against the sovereign himself. It is clear that Sun Tzu was no believer in frontal attacks.
• By discovering the enemy’s dispositions and remaining invisible ourselves, we can keep our forces concentrated, while the enemy’s must be divided.
• If the enemy’s dispositions are visible, we can make for him in one body; whereas, our own dispositions being kept secret, the enemy will be obliged to divide his forces in order to guard against attack from every quarter.
• The spot where we intend to fight must not be made known; for then the enemy will have to prepare against a possible attack at several different points.
• The highest generalship is to compel the enemy to disperse his army, and then to concentrate superior force against each fraction in turn.
• In war, the way is to avoid what is strong and to strike at what is weak.
• Like water, take the line of least resistance. As water retains no constant shape, so in warfare there are no constant conditions. The five elements: water, fire, wood, metal, earth, are not always equally predominant; the four seasons make way for each other in turn. There are short days and long; the moon has its periods of wanting and waxing.
• He, who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain.
• Without harmony in the State, no military expedition can be undertaken; without harmony in the army, no battle array can be formed.
• You cannot shut your ears to the thunder or your eyes to the lighting – so rapid are they. Likewise, an attack should be made so quickly that it cannot be parried.
• Ponder and deliberate before you make a move.
• The value of a whole army – a mighty host of million men – dependent on the one man alone: such is the influence of spirit!
• Presence of mind is the general’s most important asset. It is the quality which enables him to discipline disorder and to inspire courage into the panic-stricken. The great general Li Ching (A.D. 571-649) has a saying: ‘Attacking does not merely consist in assaulting walled cities or striking at an army in battle array; it must include the art of assailing the enemy’s mental equilibrium.’
• Do not pursue an enemy who simulates flight; do not attack soldiers whose temper is keen.
• Do not swallow a bait offered by the enemy. Do not interfere with an army that is returning home.
• When you surround an army, leave an outlet free. This does not mean that the enemy is to be allowed to escape. The object is ‘to make him believe that there is a road to safety, and thus prevent his fighting with the courage despair.’ Tu Mu adds pleasantly: ‘After that, you may crush him.’
• Do not press a desperate foe too hard.
• If we wish to wrest an advantage from the enemy, we must not fix our minds on that alone, but allow for the possibility of the enemy also doing some harm to us, and let this enter as a factor into our calculations.
• The wise man considers well both advantage and disadvantage. He sees a way out of adversity, and on the day of victory is not blind to danger.
• There are five dangerous faults which may affect a general; 1) recklessness, which leads to destruction; 2) cowardice, which leads to capture; 3) a hasty temper, which can be provoked by insults; 4) a delicacy of honor which is sensitive to shame; 5) over-solicitude for his men, which exposes him to worry and trouble.
• When birds that are flying along in a straight line suddenly shoot upwards, it means that soldiers are in ambush at the spot beneath.
• Humble words and increased preparations are signs that the enemy is about to advance. Violent language and driving forward as if to the attack are signs that he will retreat.
• Fear makes men restless; so they fall to shouting at night in order to keep up their courage.
• If there is disturbance in the camp, the general’s authority is weak. If the banners and flags are shifted about, sedition is afoot. If the officers are angry, it means that the men are weary.
• When an army feeds its horses with grain and kills its cattle for food, and when the men do not hang their cooking-pots over the camp-fires, showing that they will not return to their tents, you may know that they are determined to fight to the death.
• Too frequent rewards signify that the enemy is at the end of his resources; Because when an army is hard pressed, there is always a fear of mutiny, and lavish rewards are given to keep the men in good temper.
• The commander stands for the virtues of wisdom, sincerity, benevolence, courage and strictness.
• The five cardinal virtues of the Chinese are (1) humanity or benevolence; 2) uprightness of mind; (3) self-respect, self-control, or ‘proper feeling’; (4) wisdom; (5) sincerity or good faith.
• Attack him when he is unprepared, appear where you are not expected.
• If attackers and attacked are equally matched in strength, only the able general will fight.
• War is not a thing to be trifled with.
• Knowing the enemy enables you to take the offensive, knowing yourself enables you to stand on the defensive. Attack is the secret of defence; defence is the planning of an attack.
• He who sees the obvious, wins his battles with difficulty; he who looks below the surface of things, wins with ease.
• In warfare, first lay plans which will ensure victory, and then lead your army to battle; if you will not begin with stratagem but rely on brute strength alone, victory will no longer be assured.
• When envoys are sent with compliments in their mouths, it is a sign that the enemy wishes for a truce.
• If the enemy open friendly relations by sending hostages, it is a sign that they are anxious for an armistice, either because their strength is exhausted or for some other reason.
• We may distinguish six kinds of terrain, to wit: 1) accessible ground; 2) entangling ground; 3) temporizing ground; 4) narrow passes; 5) precipitous heights; 6) positions at a great distance from the enemy.
• Now an army is exposed to six several calamities, not arising from natural causes, but from faults for which the general is responsible. These are: 1) flight; 2) in-subordination; 3) collapse; 4) ruin; 5) disorganization; 6) rout.
• When the officers are too strong and the common soldiers too weak, the result is collapse.
• There are six ways of courting defeat: 1)’neglect to estimate the enemy’s strength’; 2) ‘want of authority’; 3) ‘defective training’; 4) ‘unjustifiable anger’; 5) ‘non-observance of discipline’: 6) ‘failure to use picked men’. Which must be carefully noted by the general who has attained a responsible post.
• Regard your soldiers as your children, and they will follow you into the deepest valleys; look on them as your own beloved sons, and they will stand by you even unto death.
• The art of war recognizes nine varieties of ground: 1) Dispersive ground; 2) facile ground; 3) contentious ground; 4) open ground; 5) ground of intersecting highways; 6) serious ground; 7) difficult ground; 8) hemmed-in ground; 9) desperate ground. On dispersive ground, fight not. On facile ground, halt not. On contentious ground, attack not. In difficult ground, keep steadily on the march. On serious ground, ensure a continuous stream of supplies. On difficult ground, push on along the road.
• Rapidity is the essence of war. Take advantage of the enemy’s unreadiness, make your way by un expected routes, and attack unguarded spots.
• Make forays on fertile country in order to supply your army with food.
• Carefully study the well being of your men, and do not overtax them. Concentrate your energy and hoard your strength.
• Keep your army continually on the move, and devise unfathomable plans.
• Throw your soldiers into positions where there is no escape, and they will prefer death to flight. If they will face death, there is nothing they may not achieve. Officers and men alike will put forth their uttermost strength.
• If our soldiers are not overburdened with money, it is not because they have a distaste for riches; if their lives are not unduly long, it is not because they are disinclined to longevity.
• Wealth and long life are things for which all men have a natural inclination. Hence, if they burn or fling away valuables, and sacrifice their own lives, it is not that they dislike them, but simply that they have no choice. Soldiers are but human, it is for the general to see that temptations to shirk fighting and grow rich are not thrown in their way.
• It is the business of a general to be quiet and thus ensure secrecy; upright and just, and thus maintain order.
• Plunge your army into desperate straits and it will come off in safety; place it in deadly peril and it will survive
• If the enemy leaves a door open, you must rush in.
• Walk in the path defined by rule, and accommodate yourself to the enemy until you can fight a decisive battle.
• There are five ways of attacking with fire. The first is to burn soldiers in their camp; the second is to burn stores; the third is to burn baggage-trains; the fourth is to burn arsenals and magazines; the fifth is to hurl dropping fire amongst the enemy.
• Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical.
• Use your spies fully to minimize damage and destruction and maximize success. To neglect the use of spies is nothing less than a crime against humanity. Sun Tzu divides spies into five classes: 1) local spies; 2) inward spies; 3) converted spies; 4) doomed spies; 5) surviving spies. When the five kinds of spy are all at work, none can discover the secret system. This is called divine manipulation of the threads. It is the sovereign’s most precious faculty.
• Worthy men who have been degraded from office, criminals who have undergone punishment; also, favorite concubines who are greedy for gold, men who are aggrieved at being in subordinate positions, or who have been passed over in the distribution of posts others who are anxious that their side should be defeated in order that they may have a chance of displaying their ability and talents, fickle turncoats who always want to have a foot in each boat.
Conclusion:
“Know your enemy, know yourself and you can fight a hundred battles without disaster ….”
This book is a collection of ideas and ideals of Sun Tzu that will have deep impact on readers. It provides the preaching in a capsule format. It is an excellent book with great takeaways of Sun Tzu. It teaches us to fight back against problems rather than succumb to them. It encourages and motivates the readers by looking at the ideas rather than that of issues and individuals.
It contains pearls of wisdom in every sentence. It guides and grooves you in the right slot as a successful leader. You can read at a stretch and learn the secrets and strategies of Sun Tzu. However, the downside of the book is that it lacks analysis that prevents from seeing the big picture.
It has been translated from Chinese. It widens your mental horizons and improves your thinking skills. Reading this book helps minimize mistakes and maximize your success rate. It helps improve your personality development and leadership success. You need to read and reread this book number of times.
It provides several leadership lessons for future leaders so that they can take leaf out of them and excel as leaders. It is useful to leaders of all streams such as military, business and politics to avoid costly mistakes while waging organizational battles.
The ideas and ideals of Sun Tzu, one of the greatest generals written two and a half millennium ago are still relevant today and will be useful as long as human civilization exists.
The book is a must read for leadership educators, executives and everyone who would learn lessons from the strategies of Lao Tzu. Succinctly, the lessons in this book help you lose battle but win war as this book is based on strategy and art of war. It is a must read for every leader in his/her lifetime. Not to have read Sun Tzu’s book means not to have known anything about leadership.
Professor M.S.Rao
Founder and Chief Consultant,
MSR Leadership Consultants, India
Blog: http://profmsr.blogspot.com
Where Knowledge is Wealth
Email: profmsr7@gmail.com
Dear readers,
I would appreciate your comments about this article.
The book titled ‘The Art of War Sun Tzu’ with foreword by James Clavell is a tiny thin book about the art of war providing leadership lessons to everybody. Sun Tzu wrote this book 2500 years ago. It contains several leadership lessons that are relevant even today and would be relevant tomorrow. The book equips you with secrets and strategies to face several challenges and succeed in this complex and competitive world. After reading this book, you will not brood about problems rather you look at the solutions to come out of the problems with flying colors.
The book contains 13 chapters outlining about laying plans; waging war; attack by stratagem; tactical dispositions; energy; weak points and strong; maneuvering; variation of tactics; the army on the march; terrain; the nine situations; the attack by fire; and the use of spies.
The book breaks the ice with ‘The art of war is of vital importance to the state. It is a matter of life and death. A road to either safety or to ruin. Hence it is a subject of enquiry which can on no account be neglected. It ends: ‘Hence it is only the enlightened ruler and the wise general who will use the highest intelligence of the army for purposes of spying, and thereby they achieve great results. Spies are a most important element in war because upon them depends an army’s ability to move.’
About Sun Tzu and Translation:
Not to have heard about Sun Tzu means not knowing anything about leadership and strategy. However, little is known of the man himself. He wrote the thirteen chapters in approximately 490 BC in the Kingdom of Wu. Sun Tzu became a general for the King of Wu in 512 BC.
In 1782 The Art of War was first translated into French by a Jesuit, Father Amiot. There is a legend that this little book was Napoleon’s key to success and his secret weapon. Certainly his battles depended upon mobility, and mobility is one of the things that Sun Tzu stresses. Certainly Napoleon used all of Sun Tzu to his own advantage to conquer most of Europe. It was only when he failed to follow Sun Tzu’s rules that he was defeated.
The Art of War was not translated into English until 1905. The first English translation was by P.F.Calthrop.
Leadership Lessons:
“The supreme act of war is to subdue the enemy without fighting ….”
The book reveals several military strategies for both offending and defending which can be applied in corporate world. Here are the hallmarks and the takeaways about the book.
• In peace prepare for war, in war prepare for peace.
• To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.
• He who wishes to fight must first count the cost, which prepares us for the discovery that the subject of the chapter is not what we might expect from the title, but is primarily a consideration of way and means.
• In war, then, let your great object be victory, not lengthy campaigns. That means, while waging war focus on war and win, not on blowing your trumpet.
• We must cause the enemy to regard our straightforward attack as one that is secretly designed, and vice versa.
• Steadily develop indirect tactics either by pounding the enemy’s flanks or falling on his rear.
• There are not more than five musical notes, yet the combination of these five give rise to more melodies than can ever be heard. There are not more than five primary colors, blue, yellow, red, white and black. There are not more than five cardinal tastes, sour, acrid, salt, sweet, bitter. Yet combinations of them yield more flavors than can ever be tasted.
• Simulated disorder postulates perfect discipline; simulated fear postulates courage; simulated weakness postulates strength.
• When two countries go to war, they are naturally inclined to make an ostentatious display of their strength.
• The clever combatant looks to the effect of combined energy, and does not require too much from individuals.
• He first of all considers the power of his army in the bulk; afterwards he takes individual talent into account, and uses each man according to his capabilities. He does not demand perfection from the untalented.
• The chief lesson is the paramount importance in war of rapid evolutions and sudden rushes. Great results can thus be achieved with small forces.
• Emerge from the void, strike at vulnerable points, shun places that are defended, attack in unexpected quarters.
• If the enemy is the invading party, we can cut his line of communications and occupy the roads by which he will have to return; if we are the invaders, we may direct our attack against the sovereign himself. It is clear that Sun Tzu was no believer in frontal attacks.
• By discovering the enemy’s dispositions and remaining invisible ourselves, we can keep our forces concentrated, while the enemy’s must be divided.
• If the enemy’s dispositions are visible, we can make for him in one body; whereas, our own dispositions being kept secret, the enemy will be obliged to divide his forces in order to guard against attack from every quarter.
• The spot where we intend to fight must not be made known; for then the enemy will have to prepare against a possible attack at several different points.
• The highest generalship is to compel the enemy to disperse his army, and then to concentrate superior force against each fraction in turn.
• In war, the way is to avoid what is strong and to strike at what is weak.
• Like water, take the line of least resistance. As water retains no constant shape, so in warfare there are no constant conditions. The five elements: water, fire, wood, metal, earth, are not always equally predominant; the four seasons make way for each other in turn. There are short days and long; the moon has its periods of wanting and waxing.
• He, who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain.
• Without harmony in the State, no military expedition can be undertaken; without harmony in the army, no battle array can be formed.
• You cannot shut your ears to the thunder or your eyes to the lighting – so rapid are they. Likewise, an attack should be made so quickly that it cannot be parried.
• Ponder and deliberate before you make a move.
• The value of a whole army – a mighty host of million men – dependent on the one man alone: such is the influence of spirit!
• Presence of mind is the general’s most important asset. It is the quality which enables him to discipline disorder and to inspire courage into the panic-stricken. The great general Li Ching (A.D. 571-649) has a saying: ‘Attacking does not merely consist in assaulting walled cities or striking at an army in battle array; it must include the art of assailing the enemy’s mental equilibrium.’
• Do not pursue an enemy who simulates flight; do not attack soldiers whose temper is keen.
• Do not swallow a bait offered by the enemy. Do not interfere with an army that is returning home.
• When you surround an army, leave an outlet free. This does not mean that the enemy is to be allowed to escape. The object is ‘to make him believe that there is a road to safety, and thus prevent his fighting with the courage despair.’ Tu Mu adds pleasantly: ‘After that, you may crush him.’
• Do not press a desperate foe too hard.
• If we wish to wrest an advantage from the enemy, we must not fix our minds on that alone, but allow for the possibility of the enemy also doing some harm to us, and let this enter as a factor into our calculations.
• The wise man considers well both advantage and disadvantage. He sees a way out of adversity, and on the day of victory is not blind to danger.
• There are five dangerous faults which may affect a general; 1) recklessness, which leads to destruction; 2) cowardice, which leads to capture; 3) a hasty temper, which can be provoked by insults; 4) a delicacy of honor which is sensitive to shame; 5) over-solicitude for his men, which exposes him to worry and trouble.
• When birds that are flying along in a straight line suddenly shoot upwards, it means that soldiers are in ambush at the spot beneath.
• Humble words and increased preparations are signs that the enemy is about to advance. Violent language and driving forward as if to the attack are signs that he will retreat.
• Fear makes men restless; so they fall to shouting at night in order to keep up their courage.
• If there is disturbance in the camp, the general’s authority is weak. If the banners and flags are shifted about, sedition is afoot. If the officers are angry, it means that the men are weary.
• When an army feeds its horses with grain and kills its cattle for food, and when the men do not hang their cooking-pots over the camp-fires, showing that they will not return to their tents, you may know that they are determined to fight to the death.
• Too frequent rewards signify that the enemy is at the end of his resources; Because when an army is hard pressed, there is always a fear of mutiny, and lavish rewards are given to keep the men in good temper.
• The commander stands for the virtues of wisdom, sincerity, benevolence, courage and strictness.
• The five cardinal virtues of the Chinese are (1) humanity or benevolence; 2) uprightness of mind; (3) self-respect, self-control, or ‘proper feeling’; (4) wisdom; (5) sincerity or good faith.
• Attack him when he is unprepared, appear where you are not expected.
• If attackers and attacked are equally matched in strength, only the able general will fight.
• War is not a thing to be trifled with.
• Knowing the enemy enables you to take the offensive, knowing yourself enables you to stand on the defensive. Attack is the secret of defence; defence is the planning of an attack.
• He who sees the obvious, wins his battles with difficulty; he who looks below the surface of things, wins with ease.
• In warfare, first lay plans which will ensure victory, and then lead your army to battle; if you will not begin with stratagem but rely on brute strength alone, victory will no longer be assured.
• When envoys are sent with compliments in their mouths, it is a sign that the enemy wishes for a truce.
• If the enemy open friendly relations by sending hostages, it is a sign that they are anxious for an armistice, either because their strength is exhausted or for some other reason.
• We may distinguish six kinds of terrain, to wit: 1) accessible ground; 2) entangling ground; 3) temporizing ground; 4) narrow passes; 5) precipitous heights; 6) positions at a great distance from the enemy.
• Now an army is exposed to six several calamities, not arising from natural causes, but from faults for which the general is responsible. These are: 1) flight; 2) in-subordination; 3) collapse; 4) ruin; 5) disorganization; 6) rout.
• When the officers are too strong and the common soldiers too weak, the result is collapse.
• There are six ways of courting defeat: 1)’neglect to estimate the enemy’s strength’; 2) ‘want of authority’; 3) ‘defective training’; 4) ‘unjustifiable anger’; 5) ‘non-observance of discipline’: 6) ‘failure to use picked men’. Which must be carefully noted by the general who has attained a responsible post.
• Regard your soldiers as your children, and they will follow you into the deepest valleys; look on them as your own beloved sons, and they will stand by you even unto death.
• The art of war recognizes nine varieties of ground: 1) Dispersive ground; 2) facile ground; 3) contentious ground; 4) open ground; 5) ground of intersecting highways; 6) serious ground; 7) difficult ground; 8) hemmed-in ground; 9) desperate ground. On dispersive ground, fight not. On facile ground, halt not. On contentious ground, attack not. In difficult ground, keep steadily on the march. On serious ground, ensure a continuous stream of supplies. On difficult ground, push on along the road.
• Rapidity is the essence of war. Take advantage of the enemy’s unreadiness, make your way by un expected routes, and attack unguarded spots.
• Make forays on fertile country in order to supply your army with food.
• Carefully study the well being of your men, and do not overtax them. Concentrate your energy and hoard your strength.
• Keep your army continually on the move, and devise unfathomable plans.
• Throw your soldiers into positions where there is no escape, and they will prefer death to flight. If they will face death, there is nothing they may not achieve. Officers and men alike will put forth their uttermost strength.
• If our soldiers are not overburdened with money, it is not because they have a distaste for riches; if their lives are not unduly long, it is not because they are disinclined to longevity.
• Wealth and long life are things for which all men have a natural inclination. Hence, if they burn or fling away valuables, and sacrifice their own lives, it is not that they dislike them, but simply that they have no choice. Soldiers are but human, it is for the general to see that temptations to shirk fighting and grow rich are not thrown in their way.
• It is the business of a general to be quiet and thus ensure secrecy; upright and just, and thus maintain order.
• Plunge your army into desperate straits and it will come off in safety; place it in deadly peril and it will survive
• If the enemy leaves a door open, you must rush in.
• Walk in the path defined by rule, and accommodate yourself to the enemy until you can fight a decisive battle.
• There are five ways of attacking with fire. The first is to burn soldiers in their camp; the second is to burn stores; the third is to burn baggage-trains; the fourth is to burn arsenals and magazines; the fifth is to hurl dropping fire amongst the enemy.
• Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical.
• Use your spies fully to minimize damage and destruction and maximize success. To neglect the use of spies is nothing less than a crime against humanity. Sun Tzu divides spies into five classes: 1) local spies; 2) inward spies; 3) converted spies; 4) doomed spies; 5) surviving spies. When the five kinds of spy are all at work, none can discover the secret system. This is called divine manipulation of the threads. It is the sovereign’s most precious faculty.
• Worthy men who have been degraded from office, criminals who have undergone punishment; also, favorite concubines who are greedy for gold, men who are aggrieved at being in subordinate positions, or who have been passed over in the distribution of posts others who are anxious that their side should be defeated in order that they may have a chance of displaying their ability and talents, fickle turncoats who always want to have a foot in each boat.
Conclusion:
“Know your enemy, know yourself and you can fight a hundred battles without disaster ….”
This book is a collection of ideas and ideals of Sun Tzu that will have deep impact on readers. It provides the preaching in a capsule format. It is an excellent book with great takeaways of Sun Tzu. It teaches us to fight back against problems rather than succumb to them. It encourages and motivates the readers by looking at the ideas rather than that of issues and individuals.
It contains pearls of wisdom in every sentence. It guides and grooves you in the right slot as a successful leader. You can read at a stretch and learn the secrets and strategies of Sun Tzu. However, the downside of the book is that it lacks analysis that prevents from seeing the big picture.
It has been translated from Chinese. It widens your mental horizons and improves your thinking skills. Reading this book helps minimize mistakes and maximize your success rate. It helps improve your personality development and leadership success. You need to read and reread this book number of times.
It provides several leadership lessons for future leaders so that they can take leaf out of them and excel as leaders. It is useful to leaders of all streams such as military, business and politics to avoid costly mistakes while waging organizational battles.
The ideas and ideals of Sun Tzu, one of the greatest generals written two and a half millennium ago are still relevant today and will be useful as long as human civilization exists.
The book is a must read for leadership educators, executives and everyone who would learn lessons from the strategies of Lao Tzu. Succinctly, the lessons in this book help you lose battle but win war as this book is based on strategy and art of war. It is a must read for every leader in his/her lifetime. Not to have read Sun Tzu’s book means not to have known anything about leadership.
Professor M.S.Rao
Founder and Chief Consultant,
MSR Leadership Consultants, India
Blog: http://profmsr.blogspot.com
Where Knowledge is Wealth
Email: profmsr7@gmail.com
Dear readers,
I would appreciate your comments about this article.
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