Be- Know- Do gives a great insight into the military aspect of leadership while blending it in to the civilian life. Its primary focus is on developing leaders in all areas and discusses the key traits that are needed to succeed. The foundation of the text is to show how anyone can be a leader by using the three step model of Be, Know, and Do. Each of these three ideas is supported by multiple traits on how to become a well-rounded leader whether it’s in the military or civilian life. The core attribute a leader can be evaluated on will be their character. “Physically and mentally tough, competent and confident, highly trained, knowledgeable and disciplined, multifaceted, adaptive, self-aware- these are the characteristics of successful leaders
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“People willingly follow only those who know what they are doing. One of the quickest ways for a leader to lose the trust and commitment of followers is to demonstrate incompetence” (Hesselbein & Shinseki, 2004). There are four skills that support the aspect of “know. The first is a leaders interpersonal skills. This includes how well they can motivate and empower their team. The second is their conceptual skills. This skill includes a leader’s ethics and their ability to think outside the box when needed. The third skill is a leaders technical skills. This encompasses their job abilities and responsibilities as a leader. The last skill that will be important is a leaders tactical skills. This is one’s problem solving abilities along with negotiating and human relations. All four of these skills will help support the second step of “know” and will continue to improve as a leader gains more …show more content…
“They bring together everything they are, everything they believe, and everything they know how to do to provided purpose, direction, and motivation” (Hesselbein & Shinseki, 2004).. Leaders continue to develop all of their skills while putting them all in to motion. This is supported by influencing, operating and improving. Influencing will play one of the biggest roles in any leader’s career. They will need to guide others to obtain the common goal for the good of the company. “At all levels, influence is critical in building teams and promoting teamwork” (Hesselbein & Shinseki, 2004). Operating is the second component of “Do”. Leaders try to accomplish goals whiles developing plans and executing them. “And they assess the efficiency and effectiveness of their own and their organization’s actions so they can determine what needs to be done to sustain the strong areas and improve the weak ones” (Hesselbein & Shinseki, 2004). This transitions into improving a leader. Improving supports the thought of looking at the bigger picture. A leader does not want to solely focus on short-term goals, but the long term consequences of their actions. “They invest adequate time and effort to develop individual subordinates as leaders, improve teams, groups, and units, and foster an ethical climate” (Hesselbein & Shinseki,
“People willingly follow only those who know what they are doing. One of the quickest ways for a leader to lose the trust and commitment of followers is to demonstrate incompetence” (Hesselbein & Shinseki, 2004). There are four skills that support the aspect of “know. The first is a leaders interpersonal skills. This includes how well they can motivate and empower their team. The second is their conceptual skills. This skill includes a leader’s ethics and their ability to think outside the box when needed. The third skill is a leaders technical skills. This encompasses their job abilities and responsibilities as a leader. The last skill that will be important is a leaders tactical skills. This is one’s problem solving abilities along with negotiating and human relations. All four of these skills will help support the second step of “know” and will continue to improve as a leader gains more …show more content…
“They bring together everything they are, everything they believe, and everything they know how to do to provided purpose, direction, and motivation” (Hesselbein & Shinseki, 2004).. Leaders continue to develop all of their skills while putting them all in to motion. This is supported by influencing, operating and improving. Influencing will play one of the biggest roles in any leader’s career. They will need to guide others to obtain the common goal for the good of the company. “At all levels, influence is critical in building teams and promoting teamwork” (Hesselbein & Shinseki, 2004). Operating is the second component of “Do”. Leaders try to accomplish goals whiles developing plans and executing them. “And they assess the efficiency and effectiveness of their own and their organization’s actions so they can determine what needs to be done to sustain the strong areas and improve the weak ones” (Hesselbein & Shinseki, 2004). This transitions into improving a leader. Improving supports the thought of looking at the bigger picture. A leader does not want to solely focus on short-term goals, but the long term consequences of their actions. “They invest adequate time and effort to develop individual subordinates as leaders, improve teams, groups, and units, and foster an ethical climate” (Hesselbein & Shinseki,