Book Summary Preview : Executive Warfare

The Big Idea

It's not enough anymore to be smart, hard-working, and able to show results – because nowadays everybody is smart, hard-working, and able to show results.

What really sets you apart are the relationships you build with people of influence. These people can include your peers, your employees, your organization's directors, reporters, vendors, and regulators – as well as the people directly above you in the organizational hierarchy.

In senior management, you no longer answer to just one boss. There is now a hazy matrix of hundreds of bosses both inside and outside the office, any one of whom can stop you cold or give you a tremendous push forward. “Executive Warfare” offers concrete advice for handling all of them, including:

• YOUR PEERS: They can be either the most valuable allies or the most dangerous enemies.

• THE CEO: Her office is often where the real fairy dust is kept. Make sure you have a good relationship with her.

• THE BOARD OF DIRECTORS: They won't judge you fairly if all they see of you are your PowerPoint presentations.

• YOUR DIRECT REPORTS: These people are your vital organs, so treat them accordingly. And if you find a “blood clot” among them, excise that person before he kills you.

• YOUR RIVALS: It's not always wise to shoot at them, but if you do, do not shoot to wound.

Why You Need This Book

This book will tell you how to lead all your many bosses to the inevitable conclusion that you and you alone have what it takes to run the show.

In his bestsellers “Brand Warfare” and “Career Warfare”, author David D'Alessandro offered sharp advice for building a brand and building a career. Now “Executive Warfare” is the advanced class for the truly ambitious. It will teach you what it takes to rise to the top – and to do the even harder thing, which is to survive there.

Attitude, Risk, and Luck: They Are the Most Influential Bosses

To rise, you may have to broaden your horizons, and you may have to look for an employer who will allow you to broaden them. You’ll also need three things to make the most of the chances you are given: the right attitude, a willingness to take calculated risks, and dumb luck.

ATTITUDE: The Boss Within

It’s incredibly important to get your own head in the game if you intend to rise. If you are bossed around by your own greed, arrogance, or childish lack of discipline, you will give people reason to doubt you, and you will undermine yourself.

RISK: Slice It, Dice It, and If It Looks Good, Eat It for Breakfast

One of the most significant attitude adjustments you will have to make as you move into higher management is your attitude toward risks. Higher management is all about handling risks intelligently and in a calculated fashion.

LUCK: Smarter Than Reaching for the Brass Ring Is Letting It Slap You in the Nose

There is no such thing in this world as a pure meritocracy. Nobody gets to the top without being lucky. Luck happens to the most deserving of people and some of the most undeserving.

Not even the most powerful or ambitious person can force lighting to strike. But you can maneuver yourself into a position where it’s more likely you strike. Figure out how to stand tall in an open field as soon as you can.

Bosses: You Need a License to Cut Hair, but Not to Manage and Control Thousands of People

The first rule of your relationship with your boss is to understand that it’s a business transaction. Most of the time, they are merely the major obstacle standing between you and the prize. Love them or hate them, what you really want is to get beyond them.

If you are willing to give the boss the truth, you’re probably going to engage in some spirited debate with your boss as part of the decision-making process. This leads to the second thing you need to do to be a valuable instrument: Understand that once the decision is made, even if you don’t agree with it and have argued against it, you must drop your opposition and execute it to the best of your abilities.

It also is helpful to understand something beyond the immediate goal. Be eager to always want to know what your boss’ next move is going to be.

The fourth thing you have to do is to assure the boss that you are both loyal and discreet. No matter how incompetent or unpleasant he may be, never tell stories about your boss. Never make the boss feel betrayed – unless, of course, you are ready to grab the boss’ job.

Peers: Understand That They Are Your Most Valuable Allies… or Your Most Dangerous Enemies

CULTIVATING THE “CONSIGLIERI” (ALSO KNOWN AS SUCKING UP)

You can identify the consiglieri by their unfettered access to the boss. These are the people able to walk into the office of the executive director or president or CEO on a moment’s notice and just glide past the assistant, with or without an appointment.

Cultivating the consiglieri is not just a smart defensive move. They can also be extraordinarily helpful as you struggle to get things done. Use your peers and they can have a lot of influence on your success. It’s also good for them because it allows them to demonstrate to the boss how ahead of they curve they are. The key thing to understand is that such a relationship only works if you are willing to be generous with the credit for your great idea.

 

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