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<p>Foreword xi<br /><i>Richard E. Cavanagh</i></p> <p>Introduction xiii</p> <p>1. What a Leader Must Be, Know, and Do 1</p> <p>2. The Character of Leaders 23</p> <p>3. People Are at the Core 45</p> <p>4. Leading from the Front 69</p> <p>5. It Takes a Team 85</p> <p>6. Managing Complexity, Leading Change 107</p> <p>7. Building and Leading Learning Organizations 131</p> <p>Conclusion 153</p> <p>Notes 161</p> <p>Index 167</p>

<b>Frances Hesselbein</b> is chairperson of governors of the Leader to Leader Institute and editor-in-chief of its journal <i>Leader to Leader</i>. Hesselbein served as CEO of the Girl Scouts of the U.S.A. from 1976 to 1990. She was awarded the Presidential Medal of Freedom, the United States’ highest civilian honor. <p><b>General Erik Shinseki</b> (Ret.) is the former Chief of Staff of the United States Army. He is widely hailed as the person who led the transformation of the United States Army from a heavy and immobile organization to an effective combat force.</p> <p><b>Richard E. Cavanagh</b> is president and CEO of the Conference Board. He joined the Conference Board after serving as executive dean of the John F. Kennedy School of Government at Harvard University. Formerly he worked with McKinsey & Company, Inc.</p>

<p>Be Know Do</p><p>The United States Army is one of the most complex, best-run organizations in the world, and central to the Army’s success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model.</p><p> Now, for the first time, you can have access to the Army’s successful leadership philosophy and the principles that are outlined in the official Army leadership manual. <i>Be, Know, Do</i> makes this critical information available to civilian leaders in all sectors—business, government, and nonprofit—and gives them the guidelines they need to create an organization in which leadership thrives.</p><p> At the heart of the book is the Army’s leadership framework, a clear and expressive description of what leaders must be, know, and do in order to fulfill their responsibilities. This framework is adapted to fit the work of leaders in private, nonprofit, and public organizations who grapple with new and diverse challenges on a daily basis. <i>Be, Know, Do</i> also shows you how to put into place the three levels of leadership: direct, organizational, and strategic. </p><p> <i>Be, Know, Do</i> will be your handbook for developing a vital organization in which everyone is a ­leader and leadership is dispersed through every level of the organization.</p>

“The Army trains and develops more leaders than all other institutions altogether—and with a lower casualty rate. <i>Be * Know * Do</i> shows how this is being done—and how it can be adapted by the nonmilitary: businesses, colleges and universities, nonprofits, and churches.” --Peter F. Drucker

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