Forgotten Fundamentals of Effective Leadership
by
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From the days of the Pilgrims,
Freedom is not free. Just as our ancestors bought our freedom with their own sacrifice and vigilance, we daily preserve the
You have chosen a profession that preserves our American way of life each day. You have chosen to be a leader. You’ll read several places in this book that most people do not want to be the leader of anything. To them, leading is far too risky and taxing.
In moving into a leadership position, you have taken the helm of an organization. Cultures of freedom have always been directed by leaders at the grass roots level. The leader of a handful of people doing their jobs is the sculptor of
Early days in leadership roles are exciting and challenging. Your mind is open and your energy is endless. Granted, some days are so overwhelming you may even consider returning to a non-leadership role. But leadership is addictive and you soon realize you’re more comfortable at the helm than pulling an oar.
But then, you reach a comfortable place in your position of authority – and you settle. Your subordinates settle into a level of production you find acceptable. Even your own supervisor settles into a compensation plan with which you can live.
If there is a downside to freedom, it is that you have the freedom to enter complacency or to fail. The freedom to settle for less than you can possibly achieve.
No person intends to slip into the slow lane of life and watch everyone else have all the fun and enjoy all the success. It just slowly happens.
The primary reason leaders settle for less is things slip from their minds. We forget the little things we learned in company leadership classes. We lose our determination to follow each concept we so readily learned in college.
We don’t intend to fail, we simply forget to succeed!
This book is written to remind you of the great truths of leadership.
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Book Details
About the Book
This book is divided into three sections.
The first section deals with the traits of successful leaders and the ways they do what they do. You need to know what sort of person succeeds and why. You’ll even be encouraged to look at some of the great leaders of history.
The center section of the book deals with hiring and training. As an old Air Force Recruiter, I believe in choosing my team rather than rolling the dice. Hiring is an important part of the success model and this section will stir some great ideas in your mind. Training can cause your team to excel, if correctly carried out.
The final section of the book could be described as the mentoring pages. As a parent’s mentoring is sometimes misunderstood, and even painful to endure, climbing the ladder to greatness with your team involves unpleasant moments. You’ll read about some of them and the suggested tact for successfully navigating them.
This book is written in short bursts so can fit it into your busy schedule. Reading it through should take less than the time of a 3 hour flight.
About the Author
Tim Dannelly travels the
He has well over thirty years experience in the areas of sales, public relations and broadcasting. His leadership and management exposure includes sales professionals, entertainers and specialized technicians.
Tim served as a successful Air Force Recruiter, and was selected as a sales and public relations instructor by the elite Air Force Recruiting School. His duties introduced him as a speaker and trainer for annual meetings of Air Force Recruiters across the country.
Following his Air Force career, Tim pursued a sales career that involved intangibles, such as broadcast advertising, as well as the very tangible areas of real estate and new cars. In each sales endeavor, he quickly rose to management. He successfully managed several AM and FM radio stations, specializing in the “turnaround” of failing radio stations. Both General Motors and Chrysler Corporation cited his new vehicle sales teams for high sales achievements. Tim is a regular sales trainer for Real Estate companies.
He has served in professional, as well as volunteer, leadership positions for most of his life.