1楼真是一句都看不下去，我真是废了

http://pan.baidu.com/wap/link?uk=4282483379&shareid=2391170220&third=0

格子，乐山很可爱，求介绍

厉害了，

Chapter 1
1. "Get comfonable with the squadron's mission before taking command."
2. "Its probably the first job you'll have where you must distance yourself from your friends."
"Commanders underestimate the threat they are."
3. "Don't change — you wouldn't be in command if you didn't deserve it."
4. "Technical competence gives the commander the freedom to lead."
"Know your technical skills to start with, people look up to you."
5. "Quickly find out what makes the
Squadron tick."
6. "Don't go in with bugles blaring, but leave with them."
7. "Decide your focus and how to get there."
"Provide guidance on fundamental goals and prioritize these goals."
"You need a general philosophy and overall goal."
Chapter 2
1. "Never promote your unit to the detriment of another squadron."
2. "Your job is to keep your boss out of trouble."
"Get to know and understand your boss's agenda."
"Be aware of the relationship between your boss and the wing commander."
"Work your boss's problems and you won't have any problems."
"It's not up to your boss to get along with you, it's up to you to get along with your boss."
"Know your limits with regard to how far you can advance and push your ideas or proposals; know when to back off."
"Never misrepresent things to your boss and never accept someone's misrepresenting things to you."
"Don't hide anything from your boss."
3. "You can't mandate pride—you have to build it."
4. "Mission identity =success "
5. "Tell what to do,not how to do it—then let them do it."
6. "Preparations for inspections or competitions can be overdone and actually get in the way of mission training; be careful here."
7. "Your gut feel about something is probably much better than what you give yourself credit for."
Chapter 3
1.
"Sponsorship for new people is essential."
2.
"The first sergeant is vital, you must determine his or her effectiveness early on."
"Help the Air Force bring the young people up right— work hard to develop their skills."
"Find out who you can trust and then trust them to do the job."
"Use your immediate supervisors and make them do their job."
"Give people the tools to do their job."
3.
"Know your people."
"Listen to your people and genuinely care about them— be positive and don't micromanage."
"Understand that a big part of your job is to develop the next generation of leaders."
"Help people when necessary, don't just criticize them or let them stumble."
4.
"Push your people for wing jobs—develop leaders."
"Take care of your people and your people will take care of the mission."
"Find out who your future leaders are and train them."
"Let people be part of the team, let them spread their wings."
5.
"Be involved with your people."
6.
"Be people oriented."
"You have to acknowledge people's intelligence."
"Honesty—don't game your people."
7.
"Kiss the good guys and kill the bad guys."
"Be consistent and set the example."
"Treat people evenly across the board; if you don't they'll quickly pick up any inconsistencies, especially your enlisted personnel."
"Be prepared to wear black hats and white hats."
"Get all sides of a story or situation before acting."
8.
"In times of crisis you will feel despair and selfanalysis; the unit needs your leadership at that moment more ever."
"Integrity."
Chapter 4
1.
"You must command. To do so, you must control. To control, you must have communications. Because of change, you're dead without intelligence." —Gen Colin Powell, then a corps commander, talking to his unit leaders."
2.
"Ungarbled communication is an important key to effeclive operations."
3.
"Don't succumb the Ivory Tower, get out in your squadron."
"Always have enough time for your people."
4.
"Administratively, don't hold things up, be decisive."
"You are the oil for the squadron machine."
Chapter 5
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