The Art of the Possible: Create an Organization With No Limitations. Daniel M. Jacobs

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The Art of the Possible: Create an Organization With No Limitations - Daniel M. Jacobs


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make it possible. As a team, we co-authored the “DOD City-Base” concept where the federal government privatizes the base and the local community buys it, improves the infrastructure and leases it back to DOD – it works. He paid me a wonderful complement by saying that I practice the Art of the Possible. Thank you John.

      I have the privilege of living a fulfilling life that is graced by work for which I have a passion and a number of people who influence that state of fulfillment. In the past and currently, I have been blessed with a loving family, good friends, insightful mentors, sharing acquaintances and professional colleagues.

      Foremost in my life is my business and life partner, Janet, who for the past 48 years has provided only unselfish love, unqualified support and uncanny insight into people and processes. She was adamant that I complete this book and was my principal critic. She also helped me with the most important results of my life; my children, Deana, Mercedes, Daniel and Adam. They in turn have provided us with wonderful additions to our family with their partners: Paris, Don and Alex. Combined they have produced our seven grandchildren: Joshua, Shane, Megan, Austin, Madison, Lillyan and Daniel III. This book is dedicated to them, may they each practice the Art of the Possible.

      A number of friends with considerable credentials reviewed this book and offered constructive comments and encouragement: Frank Anderson, Brent Armstrong, Vick Avetissian, Jed Babbin, Fred Bowen, Mike Czarny, Mike Dallas, Gerry Decker, Gene Desaulniers, John Fairfield, Ed Garlich, Greg Garrett, Randy Kase, Idy Marcus, Don McPhee, Ben Medley, Steve Perry, Tom Reid, Jim Rider, Bonnie Ross, George Starke, Lenn Vincent, Tim Waters, Randy Wotring, Tom Wrenn and Phil Yenrick. To each, my profound thanks.

      Dan Jacobs

      FOREWORD

      By John S. Fairfield, Lt. Gen. USAF (Ret.)

      I cherished the privilege of serving our Country as a member of the United States Air Force for thirty-five years. It’s hard to explain why I had this passion for the Air Force to those who did not have the same opportunity. I often try to use a sports analogy and reference the great years of the Boston Celtics and their legendary coach Arnold “Red” Auerbach. Coach Auerbach made individual stars play as a team. In one eulogy, he was described as “a master tactician, amateur psychologists, and a shrewd judge of talent, whose intelligence and strong acerbic personality kept him in complete control of his team and usually two or three steps ahead of the opposition.”

      Upon reaching military retirement, I was led to a magnificent employee-owned company, DynCorp, who had as one of their business consultants, Dan Jacobs. Dan was teaching a course in program management which I decided to monitor. It only took me a few minutes to exclaim to myself that Dan Jacobs was using Red Auerbach’s play book. He wasn’t just preaching the fundamentals of program management; he was teaching this class how to be a team. I knew immediately that a company that recognized the talents of a master teacher like Dan Jacobs was a company that I could unequivocally support.

      Like everything else he touches, Dan Jacobs helped DynCorp achieve a remarkable record of employee satisfaction and enviable business growth. The readers of this book will get the benefit of his expertise and should come away with a renewed sense of self focus if they follow these seven principles of leadership. Dan makes these seven “best practices” plain because he is a life- long practitioner of the art of leadership. Those of us who have been in the military and have had the experience of being part of the “profession of arms” know that leadership is expected, found and nurtured at all ranks.

      In this brilliantly simple book, Dan integrates these seven best practices into a cohesive pattern that will support the beginning employee and refine the talents of the seasoned executive if carefully followed.

      I had the privilege of working and traveling with Dan on important business opportunities during which we challenged our audiences with thinking out of the box to get to their objectives. During these engagements, I saw Dan’s leadership in action. As a leader, Dan does three things extremely well, he TRUSTS, he LISTENS, he THANKS. As you read this book, you’ll find these and other qualities threaded into a very cohesive web of excellence.

      Thank you, Dan, for writing this down and sharing what you know with others. This book puts a little science into the art of the possible!

      _________________

      Author’s Note:

      Lt. General John J. Fairfield, a legendary leader, is rated as a pilot, navigator and bombardier. Included in his many decorations and awards is the “Order of the Sword” from Air Force Non- commissioned Officers which recognizes individuals who have made significant contributions to the enlisted corps. Other recipients include Bob Hope, Gen. Curtis LeMay and Casper Weinberger. John practices The Art of the Possible.

      INTRODUCTION

“Gentlemen, we are going to relentlessly chase perfection, knowing full well we will not catch it, because nothing is perfect. But we are going to relentlessly chase it, because in the process we will catch excellence. I am not remotely interested in just being good.” Hall of Fame Football Coach Vince Lombardi, Opening Remarks to his team as the new head coach of the Green Bay Packers (Five NFL Championships, Two Super Bowls)

      Most of us have worked in successful as well as unsuccessful organizations. Why does one succeed, the other fail?

      There is an old saying, “Lead, follow or get the hell out of the way” that literally provides us the answer. In today’s global and highly competitive marketplace, the successful organization must follow that old saw. This book is about creating an organization where things get done, where anything is possible. This book is about excellence and success!

      To succeed, you are compelled to have an organization that is well led and peopled by principled and competent individuals that foster teamwork. To do otherwise, you place limitations on your organization and subsequently fail or do not realize your full potential.

      This book represents an integrated leadership and management process that provides the reader with a proven and practical approach to success. It focuses on the positive – on what works. I call it practicing the art of the possible; creating an organization with no limitations.

      The Art of the Possible is applicable to start-ups as well as established organizations challenged with change. It integrates seven key best practices in leadership and management into a step-by-step approach. It merges the ideal with the pragmatic. It offers guidelines, checklists and self- assessment tools to facilitate application of those best practices.

      Best practices are defined as those processes, approaches and practices that have been successfully applied in a particular area of business or activity. A best practice is a proven approach to performance that, when applied in a consistent manner in similar activities, should produce successful results.

      In an organization with no limitations, anything is possible; that is why we call it the art of the possible. It represents an organizational mindset and culture with an attitude where anything can be done, where anything is possible. Embrace and apply the art of the possible; it will work in any type of business or at any level in an organization.

      For the past 30 years, I’ve had the privilege of working with a number of successful businesses, government agencies, professional and charitable non-profits and civic organizations. Conversely, I’ve observed or worked with many more that were dysfunctional and subsequently unsuccessful. Many of those that were once the best lost the magic, many of those that were the worst became better. Why does one succeed, the other fail?

      The answer comes from a number of sources I have researched, interviewed or worked with during those 30 years. It always boils down to one irrefutable factor, the leader.

      Certainly nothing is new or earth shattering in that discovery. Many successful leaders inspire us. Each has his or her own style and approach to leading. However, when examined closely, there are common practices and certain consistencies that appear quite regularly in the actions and approaches of leaders in successful organizations (best practices).

      Of course the


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