Tuesday, December 30, 2014

Thanks to everyone's support, our Book has reached the Amazon #1 Best Seller position (three categories in Kindle Store) in just 24 Hrs. Please continue to pass the word...
Amazon Best Sellers Rank: 

#1 in Kindle Store > Kindle eBooks > Business & Money > Management & Leadership > Knowledge Capital

#1 in Kindle Store > Kindle eBooks > Education & Teaching > Test Preparation > Careers > Armed Forces
#1 in Kindle Store > Kindle eBooks > Business & Money > Job Hunting & Careers > Vocational Guidance


The book also became an international bestseller in the UK, Australia, and Canada. Once again, thanks to all of those who has supported us and I am proud to have joined RL Chance in accomplishing this feat. This is all about helping veterans find the already available resources to help them make a successful transition. They will be the real winners.



Warm Regards,
William “Frank” Villanueva, PhD, MBA
US Navy (Retired)

military.transitioning@gmail.com
619-354-9110
http://strategic-manager.blogspot.com/

Thursday, December 4, 2014

 












 
 
 
Art retrieved from Telegraph



Military Experience in Corporate America

by William "Frank" Villanueva, Ph.D., MBA

Research has suggested that having military leadership training and experience can be instrumental in managing firms.[1]  However a shift has taken place and the presence of military experience among corporate executives -especially those at the CEO level- has significantly diminished.  In the 1980s, about 59% of all CEOs had prior military experience compared to only 8% in early 2012.[2]  While there is no particular explanation for this shift, the fact is that most top management positions are no longer being filled by senior executives with military experience.  Scholars have made the argument that the time spent in the military dramatically affects the likelihood of reaching a top-level management position such as CEO.[3]  The lack of sufficient time progressing through the corporate ladder –due to military service- may have an adverse impact on the ability of military veterans to reach top management positions.

 Nevertheless, military experience continues to be viewed as a valuable asset to managing and leading in the corporate sector. Military experience provides managers with extensive leadership training and hands-on experience.  Duffy (2006) argues that military-experienced business executives (such as CEOs) might perform better than those without military experience because of their ability to perform under stressful situations, their organizational commitment, and ethical values. Military personnel learn to make complex decisions at an early stage in their military careers—especially those who served as commissioned officers and senior enlisted/non-commissioned officers. From the onset, service members receive training on leadership, ethics, teamwork, and overall adherence to rules and regulations.  Military-learned leadership and management skills allow veterans to enter the civilian workforce with the training and experience required to perform at a high level and achieve greater success. Business executives with military experience are known to possess superior leadership and communication skills.[4]  Those companies seeking to hire military veterans consider it a competitive advantage and a privilege to be able to employ those who sacrificed so much for to serve our country.

 
Dr. William "Frank" Villanueva is a freelance writer, former business owner, and U.S. Navy veteran with over 25 years of leadership and management experience.
 
 

[1] Duffy, T. (2006). Military Experience & CEOs: Is There a Link? Korn/Ferry
   International. Retrieved from
   %20Is%20There%20a%20Link%3F%20.pdf
 
[2] Benmelech, E. & Frydman, C. (2012). Military CEOs. Retrieved from
    http://www2.gsb.columbia.edu/faculty/rfisman/papers/militaryceos_April_16_2012.pdf
 
[3] Schoar, A., & Zuo, L. (2011). Shaped by booms and busts: How the economy impacts CEO careers and management styles. Cambridge, MA:
  National Bureau of Economic Research. (No. w17590) doi: 10.3386/w17590
[4] Purdum, T. (2006). Ex-military CEOs shine. Industry Week, 255(8), 14.

Tuesday, July 8, 2014

Are you a Strategic Manager?





Art retrieved from Oelwingo

Are you a Strategic Manager?


by William "Frank" Villanueva, PhD, MBA 

 
Managers must perform at their best to successfully craft and execute a business strategy. They succeed by becoming skilled managers and superb leaders. When managers are able to manage and lead effectively, they become strategic managers.  However, my personal experience -and the opinion of most scholars- tells me that management and leadership are two distinct skillsets.

Jeffrey D. McCausland refers to leadership as a mechanism used to deal with change and motivate people to achieve success. He argues that the leaders of the 21st century need to “set goals, inspire performance, and monitor progress…” In their article “Visionary leadership and strategic management” Frances Westley and Henry Mintzberg contend that leaders are those who get others to support their vision, bringing people together to accomplish a common goal.

Management, on the other hand, is about problem solving and responding to complex situations such as dealing with the firm’s budget, resource allocations, and “organizing and staffing.” Management also deals with talent management, environmental laws, and making sure all policies and procedures are adhered to. The success of the firm is often connected to a senior manager’s meticulous practice of strategic management. Mastering strategic management skills requires that senior managers also possess and apply leadership skills into their daily operations.

Strategic managers use management and leadership skills to persuade and drive change, do more with fewer resources, and adapt to new environments. Strategic managers do not separate the management of resources from the art of leading employees when crafting and executing a strategy. They understand that a successful business strategy requires the simultaneous applicability of management and leadership skills.  These managers constantly prepare for future operations through long-range planning and are always prepared to adjust to dynamic changes based on short-range shifting objectives.

Strategic managers lead by inspiring and motivating employees. They learn to trust subordinates and delegate tasks while maintaining full accountability.  They manage their firm assessing the current situation and preparing to take calculated risks to adjust to any emergent changes. These strategic managers and leaders make decisions under the most stressful conditions while exercising sound judgment. Strategic managers always perform their duties with one primary goal in mind: “Mission success.”

 

Dr. William "Frank" Villanueva is a freelance writer, former business owner, and U.S. Navy veteran with over 25 years of leadership experience.

 

 

Wednesday, July 2, 2014

Why Should I Work for You? Inspirational Leadership as a Business Strategy


HR-leader-motivational

Art retrieved from TeamLMI


Why Should I Work for You?

Inspirational Leadership as  Business Strategy

by William "Frank" Villanueva, PhD, MBA 

 



Carmine Gallo cited a 2011 survey conducted by the Mercer Consulting Group, which revealed that 50% of all employees in the United States were dissatisfied with their jobs. Employees who feel unhappy at work are more likely to underperform, and this can also result in higher employee turnover. In fact, it is the highly skilled, well-trained, and educated employees who will not hesitate to move on when they feel unappreciated. So, how do we keep employees motivated? The answer lies in the leader's ability to influence employees positively to perform.

 Most of us have experienced working for a boss who behaved in a manner that reminded us of the infamous cliché “Do as I say, not as I do.” As a follower, I have no respect for leaders who do not lead by example and who undermine their employees. However, these bad leadership experiences have allowed me to learn how “not to lead.” As a leader, I have always made every effort to motivate and inspire my employees to perform at their highest level. A leader must be eager to engage and include employees in the decision-making process or at a minimun keep them informed of where the company is headed. Most of my mentors have been inspirational leaders and, over the years, they have helped me to understand that inspiring and empowering people is critical to the success of any business enterprise.

 The successful execution of a business strategy -to achieve the vision of the firm- cannot take place without considering human resources. A vision that is not clearly communicated or understood by all employees constitutes a leadership failure. It takes a team of individuals who are willing and ready to achieve success collectively. Most employees will perform at a high level if they feel motivated or are inspired to succeed. Strategic managers use inspirational leadership to motivate employees into supporting the vision of the firm. They also understand that interpersonal and influential communications skills are necessary to encourage employees’ engagement and enhance organizational commitment.

 Inspirational leaders continuously ask employees for feedback, listen to their suggestions, and when feasible, implement changes. In the book The Hidden Leader: Leadership Lessons on the Potential Within, authors Dale L. Brubaker and Larry D. Coble contend that strategic leaders strive to inspire others to be “committed to something greater than themselves.” Inspirational leaders at the top management level are persuasively strategic managers who build consensus among functional managers and other employees.

 In 2012, IBM conducted a Global CEO study comprised of more than 1,700 chief executives officers, from 64 economies, and 18 industries. Sixty percent of the CEOs interviewed stated that they considered “inspirational leadership” (motivate, engage, and guide employees) as critical to firm success. In his article, The 7 Secrets of Inspiring Leaders, Carmine Gallo discusses inspirational leadership as vital for business success and reveals how this leadership style is used by some of the most renowned leaders around the world. Richard Branson, founder of Virgin Group and one of the most successful entrepreneurs in the world, believes that firms must hire leaders who inspire and motivate their teams. His philosophy is to “put employees first, customers second, and investors third.”

 There is substantial evidence linking inspirational leadership behavior and performance as an executive strategist. Managers who motivate, inspire, and make employees an integral part of the firm’s vision will be more likely to have sustained increased productivity from a loyal and committed workforce. While inspiration and motivation are essential in business success, there are times when as a leader we have to show tough love and address poor performance or undesirable work practices. However, I also believe in rewarding employees for superior performance.  Leadership is a balancing act and one that requires personal judgment and situational awareness. Are you an inspirational leader or an employee who has been inspired by someone at work? Let your voices be heard.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” - Jack Welch

Dr. William "Frank" Villanueva is a freelance writer, former business owner, and U.S. Navy veteran with over 25 years of leadership experience.

Tuesday, June 24, 2014

Are we Born to Lead?

by William "Frank" Villanueva, PhD, MBA


Art retrieved from WordPress.com
Leadership is an essential ingredient to the success of any business industry. Strategic managers use leadership skills to motivate employees into following the company’s vision to achieve long-term goals. The action of great leaders have been responsible for many of the life-changing events around the world. Leaders such as President Franklin D. Roosevelt, U.S. Army General George S. Patton, Martin Luther King Jr., NFL Head Coach Vince Lombardi, General Motors CEO Dan Akerson, and Yahoo CEO Marissa Mayer have influenced millions of people to “follow their lead” with remarkable success. 

 Scholars have spent decades researching what makes certain people stand out as leaders. Did they get leadership training in college, through on the job training, or were they just born with an inherent ability to influence others? The debate has always focused on whether people are born leaders or is leadership a learned behavior. Business guru Peter Drucker struggled with the concept of leadership as a learned trait. However, in his book The Practice of Management, he contended that there was no “substitute for leadership." He also argued “management cannot create leaders," but only the "conditions under which potential leadership” can be applied to successfully execute a business strategy. In contrast, Ronald E. Riggio, PhD notes that “leadership is about one-third born, and two-thirds made.”

In his book On Becoming a Leader, Warren G. Bennis proposes that leadership is about character and judgment and that these attributes are inherent to the individual and as such, cannot be learned. Nevertheless, Warren G. Bennis and Burt Nanus further argue that the art of practicing leadership to execute a business strategy –doing the right thing- is not genetically inherited, but it is rather a learned discipline.

Warren G. Bennis and Robert J. Thomas conducted research on leadership behavior and concluded that leaders are shaped by “transformational" events called "crucibles." Most of us have been in a situation where we are forced to "take charge" or follow a leader without hesitation. In the military, I was exposed to many leadership styles, which helped me to refine my leadership skills.  I was fortunate to work for some outstanding leaders while I also experienced the misery of working for someone who was given the position as a leader, but did not perform as such. I believe that there are no bad leaders, only better leaders than others. A person who is in a leadership position cannot be considered a leader until he or she is successful at influencing others.

As an adolescent –and the oldest of four siblings- I was placed in positions of higher responsibility and thus became a leader to my siblings. I learned about accountability and delegation from my parents, and this put an enormous amount of pressure on me. Instead of just worrying about my well-being, I found myself looking for ways to influence my siblings into behaving a certain way to please my parents.  As a basketball player -during my childhood years- I learned how to follow the leader. I would listen and learn from the head coach and team captain, and this allowed me to compare their leadership styles with the way I behaved as a leader within my own family circle.
When I joined the U.S. Navy at the tender age of 18, I felt prepared to follow other leaders so when the time was right, I was ready to take charge and become a successful leader. I often think to myself if I was I born a leader or did my life-learning experiences and values transformed me into a leader? My upbringing along with my 21 years of military service –most of them in leadership positions- have allowed me to learn and experience leadership in ways that transformed me into the leader I am today.  As I reflect back on my early leadership experiences, the main lesson I learned was that regardless of the situation, all leaders aspire the same: to motivate and influence others to achieve a common goal. 

Do you think leaders are born or simply made? Let me know your thoughts on this very important subject.

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” (U.S. President John Quincy Adams).

Dr. William "Frank" Villanueva is a freelance writer, former business owner, and U.S. Navy veteran with over 25 years of leadership experience.

Friday, June 20, 2014

Welcome the Strategic Leadership-Management Freestyle Forum


Greeting Strategists!

My name is Dr. William "Frank" Villanueva and I would like to welcome you to the blog that allows free expression on your leadership and strategic management views, experiences, or philosophies. I have created this blog to entice other leaders and managers to share their life-learned experiences and become active members of the strategic management and leadership community. Whether you are a seasoned business executive or a recent graduate, this blog network will be a valuable place to share your knowledge or ask others for their feedback in business strategy execution.

During the upcoming weeks, I will be posting my views on leadership and management and how I believe that having strong leadership skills -coupled with a strategic management mindset- can become the key to a successful career in business management.  Everyone is welcome to share their thoughts and interchange ideas as long as we respect the opinions of others.  I hope to hear from everyone and please spread the word about this “our blog.”

Sincerely,


William “Frank” Villanueva, PhD, MBA
U.S. Navy (Retired)