I wrote the whole information in word document, you just need to do a dynamic powerpoint presentation covering the most important point.
You will create a professional, scholarly presentation for your peers to view. Do not spend more than one-third of the presentation summarizing the book. The summary should consist of a discussion, and highlights of the major arguments, features, trends, concepts, themes, ideas and characteristics of the book. This is not a book report.
Cannon, J., & Cannon, J. (2002). Leadership Lessons of the Navy SEALS: Battle-tested
strategies for creating successful organizations and inspiring extraordinary results.
Jeff Cannon and Lt. Cmdr. Jon Cannon (2002) in their book ?Leadership Lessons of
Navy Seals? explain the lessons that business managers in the modern business environment
should learn from the Navy Seals. This is described in the book as a squad of highly trained
military personnel working both at the sea or inland to combat any danger of terrorism that the
Americans might be exposed to. The squad was formed in 1962 when President Kennedy
recognized the need of having highly trained commandos who could be valuable in countering
insurrections, guerilla movements, and terrorism which was on the rise globally after World War
II. Since then, several squads have been formed, trained and sent to accomplish various
dangerous missions and succeeded in most of them. The authors call the Seals a ?quite?
profession since besides their success records, the Seals operate in total anonymity taking no
credit for any of the missions they accomplish. They undertake their assignments with utmost
professionalism either in air, land or on the seas. They undergo intensive training both in the sea,
on land and in air. The authors allude that the training is so intense and stressful. Drop rate is
over 80% which is the highest in military training. Most of the Seals are also highly educated
with the minimum entry level being a college degree.
The authors identify major lessons that modern managers should learn from the Navy
Seal Squad. In their introduction, they describe the life that the Seals live as not being very
appealing. They are overworked with little pay, no time to spend with their families, no reserved
parking lots for the cars and some of them even risk dying while on duty, but they do not fail in delivering on their mission to protect their nation. The intensive training bind then to their team
members, their boss and most importantly, the mission they are set to accomplish. They are
committed to the goals of the organization and with their skills, effort, and passion, they are
entrusted with issues that affect the national policies. The authors suggest that besides the Seal
members being highly educated and qualified, they did not take other well-paying and satisfying
jobs. However, they have volunteered in undertakings that would subject them to hardships and
risk their lives to protect the security of their nation. A squad with a seven-man Seal can be
trusted to accomplish a mission that would affect the national policy. The authors urge business
managers to, therefore, emulate these efforts, passion, and skill to achieve some of the goals set
to them by the organization?s top management.
Some of the strategies that the SEAL platoons employ that the authors believe they
contribute to their success include the following; first, the Seal members employ proven
leadership and team models that ensure effective decision-making and overseeing successful
operations. A seven-man team, for instance, can bring down a ship which would otherwise be a
threat to all the shores of the United States. Secondly, the Seal concentrate in creating small,
skilled and loyal teams specifically designed to accomplish certain ambitious projects. Thirdly,
the teams are built as a result of long periods of experimentation, numerous conflicts, and
continuous reinvention to create a strong and well-coordinated team. They also operate on
philosophies and tactics that are consistent with the long-term strengths of the Seal Organization.
In the modern organizations, managers have been noted to do exactly the opposite of the above
according to the book. The authors suggest the modern managers would instead concentrate on
retaining employees? short-term goodwill and universal consensus, build teams that might not
work together effectively to achieve the set goals and hire people by paper qualification. This according to the book is the contributing factor to the dismissal performance in most
The main argument in the book revolves around encouraging modern managers to learn
the techniques that the Seal platoons use in their organization. Some of the important lessons that
the managers can learn from the Seals include the following; first, organization goals should
have definite objectives that have measurable metrics to determine their success rate. The Seals
would not undertake any mission without set objectives. Managers should, therefore, learn to put
in place specific objectives, timelines, and metrics they require their team of employees to
achieve. Managers should also learn to create definite structures that would play the major role in
working together to achieve the organizational goals. The Seals thrive on teamwork which takes
decades to build and perfect. Organization managers can, therefore, adopt this strategy by
developing an effective team that will stand all the challenges to achieving the set goals. Such
teams would take time, efforts and resources to develop. The team once perfectly developed, it
would contribute to achieving most of the organization?s goals just like how the Seals achieve
some mission which can be considered impossible with not well approached.
In most of the operations successfully accomplished by the Seal, the authors believe that
leadership played a major important role in contributing to this achievement. Organizations?
success is pinned on excellent leadership. Traditionally, an organization is run on the concept of
?one person needs to be in control.? This strategy seems not to work effectively in the modern
business environment where the dynamics in the economy require innovative leadership skills
(Dobni & Klassen, 2015). To succeed in leading an organization, a manager has to begin by
stating his or her mission. The Seal, for instance, would not perform any task in the absence of a
clearly stated mission from their Squad leader. Organizational managers should ask the chose the best leadership style from the many choices provided given the context. Some context would for
instance call for authoritarian while others would require Democratic leadership. Standing up
and taking the hit would involve the leader identifying the best leadership strategy and matching
it with the existing need to ensure the success of the task to be accomplished. The Seal, for
instance, would stand out and strike the target immediately an opportunity presents itself. The
last most important step that a leader should take is making the most suitable decision given the
context of the situation. A Seal would, for instance, shoot an opponent immediately he realizes
the life of his or her partner is in danger. Some opportunities are rare to find, making a suitable
decision swiftly would, therefore, help the team to utilize the available chance before it is lost.
The intended audience in this book include the baby boomers managers, modern
managers and management students. Most of these individuals have failed in managing
organizations effectively to achieve its goals. The baby boomers managers, for instance, are
stuck on the traditional management techniques which are not effective in the modern business
world. Modern managers, on the other hand, lack the necessary leadership and team management
skills required for the current business environment. Lastly, management students ought to adopt
the recommended lessons from the Seals to ensure effective management when they take up
The structure of the book covers most of the aspects of management that are effective in
the current business environment. The authors begin by introducing the need for teamwork,
leadership, and commitment to set the mission in managing an organization. It gives an analogy
of the Navy Seals where it explains how they have been successful in most of the missions
following the best practices in teamwork and leadership. The larger argument of the authors is
reinforced in each chapter of the book. In the introduction, for instance, the book introduces the need for managers to learn some of the lessons from the Seals Platoons in achieving their
missions. The successive chapters build on these lessons comparing them to the actual scenarios
in a management function in a typical organization. The authors also give the comparisons
between the Seals operations and the current managers? functions describing where current
managers have failed and given suggestions on how they can improve from the lessons learned
from Seals. Throughout their book, the authors use examples of the Navy Seals and how they
have managed to successfully achieve most of their assignments. The paper describes the Seals
from recruitment, training, teamwork and how they use leadership to undertake impossible
In conclusion, the book successfully describes the requirements of the modern day
organization?s leaders. The book suggests that for a leader to stand out and achieve the set goals,
he or she should have a clearly stated mission, develop a team and use best leadership practices
to motivate the team to achieve the set objectives (Dugan & O?Shea, 2014). The authors are not
biased in anyway. This is because they use examples of Seals who for many decades have used
proven techniques to accomplish some of the most difficult tasks in the military history. The
boom is very persuasive since it presents proven ideas where it uses Seals who have
accomplished most if not all of the assignments assigned to them. The authors stated in their
introduction that the Seals had been entrusted with an issue of national policies because their
skill, knowledge, and commitment to their goals, bosses and mission has been tested and proven. References Dobni, C. B., & Klassen, M. (2015). Advancing an Innovation Orientation in Organizations:
Insights from North American Business Leaders. Journal of Innovation Management,
Dugan, B. A., & O?Shea, P. G. (2014). Leadership development: Growing talent strategically.
SHRM-SIOP Science of HR White Paper Series.
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