The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business
The Memo reveals how to succeed in business using the covert WWII strategy that ultimately led to the Allied victory.

Much is known about how the atomic bomb helped the United States achieve final victory in World War II. However, little is known about a weapon that was, perhaps, even more powerful—a memo. Classified as “Restricted” by the U.S. War Department, “The Memo” contained a management doctrine under the subject of “Completed Staff Work." This memo turned military command structure on its head and focused on the power of staff instead of their commanders. Simply put, instead of relying on senior leaders to think up solutions and then order staff officers to implement them, , aides would be charged with presenting fully developed solutions, which command could approve.

Now declassified, The Memo holds valuable lessons that will help anyone advance in his or her career. The Memo emphasizes leadership and followership, and shows aspiring employees how to advance by employing the power of teamwork to make their leaders successful.
1126090937
The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business
The Memo reveals how to succeed in business using the covert WWII strategy that ultimately led to the Allied victory.

Much is known about how the atomic bomb helped the United States achieve final victory in World War II. However, little is known about a weapon that was, perhaps, even more powerful—a memo. Classified as “Restricted” by the U.S. War Department, “The Memo” contained a management doctrine under the subject of “Completed Staff Work." This memo turned military command structure on its head and focused on the power of staff instead of their commanders. Simply put, instead of relying on senior leaders to think up solutions and then order staff officers to implement them, , aides would be charged with presenting fully developed solutions, which command could approve.

Now declassified, The Memo holds valuable lessons that will help anyone advance in his or her career. The Memo emphasizes leadership and followership, and shows aspiring employees how to advance by employing the power of teamwork to make their leaders successful.
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The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business

The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business

by John Wesley Yoest
The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business

The Memo: How the Classified Military Document That Helped the U.S. Win WWII Can Help You Succeed in Business

by John Wesley Yoest

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Overview

The Memo reveals how to succeed in business using the covert WWII strategy that ultimately led to the Allied victory.

Much is known about how the atomic bomb helped the United States achieve final victory in World War II. However, little is known about a weapon that was, perhaps, even more powerful—a memo. Classified as “Restricted” by the U.S. War Department, “The Memo” contained a management doctrine under the subject of “Completed Staff Work." This memo turned military command structure on its head and focused on the power of staff instead of their commanders. Simply put, instead of relying on senior leaders to think up solutions and then order staff officers to implement them, , aides would be charged with presenting fully developed solutions, which command could approve.

Now declassified, The Memo holds valuable lessons that will help anyone advance in his or her career. The Memo emphasizes leadership and followership, and shows aspiring employees how to advance by employing the power of teamwork to make their leaders successful.

Product Details

ISBN-13: 9781682613955
Publisher: Post Hill Press
Publication date: 08/29/2017
Pages: 272
Product dimensions: 5.90(w) x 8.90(h) x 0.90(d)

About the Author

John “Jack” Wesley Yoest is a Clinical Assistant Professor of Management at The Catholic University of America where he teaches graduate and undergraduate business students. Jack is a senior business mentor in high-technology, medicine, and non-profit and new media consulting. His international expertise is in management training and development, operations, sales, and marketing.

Jack is a columnist for Small Business Trends and The Stream and has been published by Scripps-Howard, National Review, The Business Monthly, and other outlets.

Yoest has served in government as Assistant Secretary for Health and Human Resources in the Commonwealth of Virginia. He was COO of a $5-billion budget and acted as the CTO for the Secretary of Health and Human Resources where he was responsible for the successful Y2K conversion for the 16,000-employee unit.

Yoest is a former Captain in the US Army. He earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University. He has been active on a number of boards and has run several marathons.

Yoest and his wife Charmaine live in the Washington, D.C., area with their five children.

Table of Contents

Acknowledgements ix

Introduction xiv

Part 1 Purpose: What Is Completed Staff Work?

Chapter 1 Anticipation: The one word that describes Completed Staff Work 3

Chapter 2 Decision: Putting the "cut" back into executive 11

Chapter 3 Finished: The recommendation is complete; there is nothing to add 21

Chapter 4 Deputy: Every manager needs a back-up to stand-in 28

Chapter 5 Authority: The right to act 34

Chapter 6 Power: The ability to influence 43

Chapter 7 Followers hip: Getting the organization's priorities done 51

Part 2 Problem: Why Is There a Need for Completed Staff Work?

Chapter 8 Effective: This is the result of the manager's work 61

Chapter 9 Virtue: Staffers do their best work in a state of liberty 69

Chapter 10 Perfection: The individual contributor gets graded on exactness 75

Chapter 11 Imperfection: The manager is graded on accomplishing organizational goals; being "right" is not enough 81

Chapter 12 Benefit: "What's in it for Me (and the organization)?" 86

Chapter 13 Trust: This increases the staffer's value to the manager 91

Chapter 14 Process: Appreciate the work and the numbers will follow 96

Part 3 Path: How to Manage Completed Staff Work

Chapter 15 Indecision: Stop the Dithering, Boss 105

Chapter 16 Promotion: Move to greater authority 111

Chapter 17 Narrative: Storytelling is a skill; parables make for good leadership-and followership 119

Chapter 18 Alliances: Find Friends to Sell the Boss 128

Chapter 19 Debate: The best leaders need candor 136

Chapter 20 Execute: Implement the manager's decision 149

Chapter 21 Deadlines: Projects must be on time and on budget 158

Part 4 Presentation: How Do I Persuade My Manager?

Chapter 22 Sales: The transference of emotion 173

Chapter 23 Communication: Data exchange is a two-way street 182

Chapter 24 Inertia: Get your manager moving in your direction 190

Chapter 25 U-nO-Dir: Unless Otherwise Directed 196

Chapter 26 Value: The one word that describes marketing and usefulness 204

Chapter 27 Credit: Be in everyone's debt; owe everyone, gratefully 212

Chapter 28 Loyal: Do the work as if the decision had been yours 221

References and Notes 228

About the Author 254

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