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This article was published in U.S. 1 Newspaper on May 27, 1998.

Stormin’ Norman’s 7 Commandments

Learn from bad leaders, says the general who led United

States forces into battle in the Persian Gulf. "Some of the best

leadership lessons I have ever learned have been taught by dumb

officers,

absolutely bankrupt officers, who had no redeeming qualities. In many

cases you learn far more from negative leadership, because you learn

how not to do it," says H. Norman Schwarzkopf, retired general,

U. S. Army.

Schwarzkopf speaks on "Leadership: From the War Room to the Board

Room," at the 50th annual New Jersey business conference at the

Brunswick Hilton on Friday, May 29. The $120 tickets are sold out,

but call 609-989-7888 for information. The conference is cosponsored

by New Jersey Chamber of Commerce, Public Service Electric & Gas,

Rutgers Graduate School of Management, and the New Jersey Sales and

Marketing Executive Association.

Schwarzkopf grew up in Lawrenceville and his autobiography "It

Doesn’t Take a Hero" is chock full of intriguing Princeton area

references. But for his famous seven leadership rules, they are

contained

in a 22-minute $695 training video called "Take Charge!"

released

in 1992 by the Washington Speakers Bureau (703-684-0555) and excerpted

in "Personal Selling Power."

1. Leaders help people succeed. People don’t start a new

job with the idea of failing. It is up to the supervisor to help the

employee find success.

2. Don’t confuse management with leadership. Manage a

business, but lead people. To work properly, everything needs people

— try telling an airplane to fly.

3. Set goals that everyone can understand. The goal in

Saudi Arabia was "Kick Saddam Hussein out of Kuwait!"

4. Set standards that are high, attainable, and

achievable .

If a helicopter needs a 75 percent maintenance standard to fly, don’t

shoot for 75 percent and get 70 percent, go for perfection and achieve

near perfection.

5. There is always room for improvement.

Admit there could

be something wrong. Schwarzkopf tells of a Saddam Hussein staff member

responding to Hussein’s request for suggestions. When he made a

suggestion,

Hussein took him outside the room and shot him dead, then repeated

his request for improvement ideas. No one responded.

6. When in command, take charge.

"There is nothing

more debilitating than an organization where everyone is quivering

with anticipation, but nobody takes action," says Schwarzkopf.

The cost of indecision is usually higher than the cost of making the

wrong decision.

7. Do what’s right.

Good leaders derive their rewards

from the work itself — not from being liked. "You know,"

says Schwarzkopf, "that you have done your best when people

respect

you."


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