From a Stranger in the O’Hare Boarding Lounge,
“You Think You Know How …
They say when a United Airlines employee dies, his soul doesn’t go straight to heaven – it changes through Chicago. Isaac Kenton doesn’t work for United, but he sometimes feels like he spends enough time changing planes at O’Hare to qualify for an Illinois driver’s license.
You meet all kinds at the airport – tall, short, thin, fat, old, young – so it takes a lot to stand out from the crowd in the food court. But Ike could see that this one guy was different. Standing ramrod-straight, with a salt-and-pepper crew cut, the man had “retired military” written all over him. Amid all the craziness, he was cool, calm, and clearly in command – not just of himself, but, it seemed, of the situation. He wasn’t the tallest guy in the place, yet he seemed to be surveying the whole scene from above.
A seat materialized next to Ike, and the man swooped down – glided, really – and took it. As he drank his water and ate his veggie wrap, Ike sat, eating a hot dog he really didn’t want, and scanned his boss’s latest off-the-wall e-mail.
Usually, his boss’s messages were about critical things like new business card designs and the like, and Ike tended to brush them off. But he didn’t have that luxury this time. Ike Kenton’s boss had met some guy on the golf course … agreed to take over his inventory … and wanted Ike to run the sales operation – while still doing his current job!
“Are you @*^&-ing kidding me?” Ike said to himself – and watched as his neighbor’s gulp of water shot out his nose as he laughed and coughed. Seems Ike didn’t say it to himself after all.
“Oh my God, I am SO sorry – I didn’t realize I’d said that out loud,” Ike explained, as he started to offer the man some napkins to clean up. But he’d already done so. In fact, he looked as if nothing had happened at all. What was this guy, Scotch-guarded?
“No problem, son,” he replied in a gravelly voice. “Bad news?”
“Just my stupid boss,” Ike informed him. “He’s got this wild-hair idea about a whole new line of business that’s going to bog him down for hours every week, and he’s pulling me, and probably my whole department, down with him.”
“Hmmm,” the man mused. “I’m guessing your boss was never in the military.”
“Not as far as I know. What makes you say that?”
“When I was in the service, I had a captain who always made sure we were mission-centered – paying attention ONLY to our prime objective. He’d say to us, 'You may think you know how to do your job, and you may be right. But even if you think you know how, do you know how to think?’”
Ike blinked. Too many time zones seemed to be fogging his brain. The man pulled out a book from his briefcase, and flopped it down next to Ike’s laptop. The title – three simple words – put everything together for him.
Business is War.
“It’s all in there,” he said with a smile.
As it turned out, Mike Martin was on Ike’s flight back to Washington, where he worked as a management consultant. Sure enough, Mike had honed his management and leadership skills in the Air Force, where he’d flown F-14 Tomcats. It was there, he told Ike as they waited to board the flight to Dulles, that he’d learned how important it was not just to think you know how, but to know how to think.
Mike was in business class, Ike in coach. Mike handed over his copy of Business is War to Ike. “Here, check this out on the flight,” he said. “I’ll get it from you when we get off the plane.”
Ike stowed his bag, sat down, fastened his seat belt, and tore into Business is War. In reading it, he discovered that the best executives think and act like history’s greatest generals. They plan like great generals ... communicate like great generals ... and lead like great generals.
How do I know all this? My name is Phil Ash, and my company, Business Management Daily, publishes the Special Report Business is War: 9 Classic Rules of War for Winning Big in Business. This one-of-a-kind guide distills the time-tested rules of war taught to the military’s elite officers and explains precisely how they apply to business. And it’s packed with real-life business examples.
Master these 9 rules and you’ll have a noticeable impact on your company’s bottom line. You’ll know how to be aggressive — yet plan for the unexpected. You’ll understand how to think strategically. You’ll outmaneuver your competition’s every move.
And like any truly successful leader, you’ll reap the rewards that come with creating and executing business plans that win every time.
1: OBJECTIVE. It’s not enough to say, “Beat the competition.” Discover the 4 key elements for setting winning objectives.
2: OFFENSIVE. You’ll never achieve the success you want by defending the status quo. Learn the 3 essential steps to stay on the offensive.
3: MASS. Too many fast-track managers break this rule at their own peril. Don’t let yourself be one of them.
4: ECONOMY OF FORCE. Success itself can lead to violating this rule – and jeopardize all you’ve achieved. Learn how to keep your success from being your own worst enemy.
5: MANEUVER. It’s easy to talk about being a nimble competitor. But it doesn’t just happen. Learn the 3 critical factors for successful corporate maneuvering.
6: UNITY OF COMMAND. Emphasis on teamwork and empowerment is important, but avoid the one common mistake that can undo the best-laid plan.
7: SECURITY. Discover what can get a general court-martialed faster than anything else – and what you need to do to avoid a similar fate.
8: SURPRISE. Learn the 3 dimensions of surprise. (Hint: It’s more than just being first to market.)
9: SIMPLICITY. The “best” plan is useless if it can’t be executed successfully. Discover how to build simplicity into your plan. Apply a 3-step process to communicate your plan to your “troops.”
Armed with these principles, you will ...
... plus much more!
After the flight – which seemed to last mere minutes as Ike pored over every page – he got off the plane and handed Mike back his copy of Business is War, warmly shaking his hand and thanking him over and over. Mike smiled and strode off. Then Ike sat down in the Dulles boarding lounge, fired up his laptop, and immediately ordered his own copy of this inspiring Special Report.
When he sent his order, Ike added a note that said, “Call me for a great story about this book.” As a publisher, I love a good story, so that’s just what I did – and that’s how I heard the story of Mike and Ike.
Some say leaders are born, not made. Don’t you believe it. Maybe charisma is inborn – but you don’t need it to be a leader. The fact is, leadership is learned and earned – and the military knows it.
They teach leadership using 9 key principles of war – and Business is War shares these ideas, plus many others, with you. Get your copy today!
Phillip A. Ash
President and Publisher
Business Management Daily
P.S. Remember, there's absolutely no risk. If you don't see how you can apply field-tested military tactics to improve your leadership and management skills, we'll refund your entire purchase price – no questions asked – and you'll have no further obligation.
P.P.S. You do NOT have to passively accept the orders you’re given. Map out your own strategy for success with Business is War: 9 Classic Rules of War for Winning Big in Business. Get your copy now!